Agility in Software Development and Project Value: An Empirical Investigation

Abstract

Agile Development Methods, considered as an alternative to the traditional plan-based methods, have received much attention since their inception. These practices have evolved and developed over time, culminating in 2001 with the Agile Manifesto. Since that time, preferred methodologies, implementations, and best practices have continued to evolve with a focus on doing what works best for the individual company or project. However, the concept of agility in software development has remained quite nebulous, lacking in clarity particularly about its underlying dimensions. In this research the authors conceive agility in terms of four distinct dimensions. Drawing from the theoretical perspective of holographic organization, they develop a model explaining how each of these underlying dimensions of agility contributes to project value in software teams. The authors test the model using survey data collected from industry practitioners and discuss findings.