Title : HOW THE AGILE METHOD OF MANAGEMENT CAN MAKE A COMPANY MORE EFFECTIVE AND EFFICIENT INTERNALLY AND EXTERNALLY Competition in the business environment has necessitated the implementation of distinct management practices to boost performance. Agile management practices, derived from project management, have proven effective in boosting business performance. The implementation of this technique in general business management has sparked numerous contentions on its effectiveness in improving business performance. The proponents consider the agile management method to bring about numerous benefits to the companies and enable the team members to become creative and adopt practices that improve their overall performances. The opponents, on the other hand, consider the agile management practices to lack the ability to address the needs of the project teams extensively ensure optimum productivity and output. This study seeks to investigate the manner in which agile management can make a company more effective and efficient, both internally and externally.

1. HOW THE AGILE METHOD OF MANAGEMENT CAN MAKE A COMPANY MORE
EFFECTIVE AND EFFICIENT INTERNALLY AND EXTERNALLY
Graduating project MSC
Rennes School of business
Supervisor: Mr. Linden Cole
Loïc Deguilhem – ETU20172298
August 2019

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HOW THE AGILE METHOD OF MANAGEMENT CAN MAKE A COMPANY MORE
EFFECTIVE AND EFFICIENT INTERNALLY AND EXTERNALLY

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Abstract
Competition in the business environment has necessitated the implementation of distinct
management practices to boost performance. Agile management practices, derived from project
management, have proven effective in boosting business performance. The implementation of
this technique in general business management has sparked numerous contentions on its
effectiveness in improving business performance. The proponents consider the agile
management method to bring about numerous benefits to the companies and enable the team
members to become creative and adopt practices that improve their overall performances. The
opponents, on the other hand, consider the agile management practices to lack the ability to
address the needs of the project teams extensively ensure optimum productivity and output. This
study seeks to investigate the manner in which agile management can make a company more
effective and efficient, both internally and externally. Both the qualitative and quantitative
designs were used to collect data. The findings revealed that the majority of managers consider
agile practices effective and capable of achieving the set goals. The approach ensures proper
allocation and use of resources leading to an efficient outcome. While the study strongly
supported the concept of agile practice in management, certain limitations such as small sample
size could have influenced the overall outcome. Future researches should address the
abovementioned limitations.

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Table of Contents
Chapter 1.................................................................................................................................................8
1.1 Introduction and Background of the Problem ...........................................................................8
1.2 Study Objectives.....................................................................................................................12
1.3 Research Questions......................................................................................................................12
1.3 Significance of the Study ........................................................................................................13
Chapter 2: Literature Review.................................................................................................................14
2.0 Review of Business Context and Theoretical Background.............................................................14
2.1 A Review of the Business Context.................................................................................................14
2.2. Theoretical Background of the Agile Method...............................................................................18
2.2.1 The Agile Theory....................................................................................................................18
2.2.2 The Theory of Constraints......................................................................................................20
2.3 Agile Practices and Relative Impacts ...........................................................................................21
2.4 Impacts of Project Teams in Establishing Agile Practices ............................................................34
Chapter Three........................................................................................................................................38
3.1 Introduction.................................................................................................................................38
3.2 Research Philosophy....................................................................................................................38
3.3 Research Design..........................................................................................................................39
3.4 Research Method: Quantitative Methods......................................................................................40
3.4 Study Questionnaires ...................................................................................................................41
3.5 Study Sample and Population.......................................................................................................41
3.6 Data Collection Method...............................................................................................................42
3.7 Ethical Issues, Validity, and Reliability of the Instruments............................................................42
Chapter Four .........................................................................................................................................44
4.0 Introduction.................................................................................................................................44
4.1 Demographic Information............................................................................................................44
4.1.1 Participants’ Age...................................................................................................................44
4.1.2 Participant Gender................................................................................................................45
4.1.3 How many years have you been in the company?..................................................................45

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4.1.4 Which of the following best describes your area of practice?.................................................46
4.1.5 How long has your company been using Agile management?................................................47
4.1.6 To what extent has your company been using agile management?........................................48
4.1.7 What factors do you consider limitations for agile project management?..............................49
4.3 Impacts of the Agile Practices......................................................................................................50
4.3.1 The use of Agile method has significantly improved organizational productivity....................50
Correlations between the length of use and performance against the agile practices.....................54
One sample T-test..........................................................................................................................57
Independent Samples Test.............................................................................................................60
Correlations...................................................................................................................................63
Descriptive Statistics......................................................................................................................68
Chapter 5...............................................................................................................................................70
5.1 Population Demography..............................................................................................................70
5.2 Agile Practices that enhance Creativity........................................................................................72
5.3 Limitations...................................................................................................................................77
5.4 Recommendations........................................................................................................................77
References.............................................................................................................................................79

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Chapter 1
1.1 Introduction and Background of the Problem
The current business environment experiences dynamic changes, requiring managers and
organizational teams to integrate strategic approaches that would boost overall productivity. As
the forces of globalization shape the international market, companies have been compelled into
adopting measures that would provide a competitive advantage in the field of production, and
further influence the overall market position. Managers and team leaders bear the responsibilities
of engaging strategic approaches in organizations to improve performances. The concept of agile
method in software development and project management processes has proven useful in the
planning and guiding of different project processes and levels. Transferring the same concept in
organizational management has been envisaged to highly improve performance. Many
approaches have been implemented over the past decades in a bid to raise the overall production
and effectiveness of the processes. Some of the common strategic approaches that have been
utilized over the past decades include agile management, the hierarchical approach of
management (old hat, around since Taylor & Fayol), and lean production, among others. The
above strategic management approaches have yielded distinct results depending on the nature of
competition within the business environment. The applicability of each model suited certain
organizational structures and the nature of industry requirements.
One of the approaches that have particularly been experimented in different
organizational setups includes the agile management approach. Over the past decades,
corporations have integrated a myriad of agile practices borrowed from software development
and project management concept into the various organizational processes to augment the

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administration and well-being of the distinct teams. The term “agile” stems from the traditional
software development approach entailing collaborative progress between cross-functional and
self-organization teams. The groups or system components function together and engage in
iterative processes to identify areas of improvement within the organizational paradigm. Through
numerous repetitions of procedures, the needs of the operational progressions got identified and
then adjustments made on the nature of software produced to suit the existing business context.
The agile model for software development proved effective in designing customized systems that
sufficiently met organizational requirements. Gradually, through team interactions and
assessment of the system and industry needs numerous adjustments got introduced to make the
software more effective. The agile concept ensured rapid identification and response to distinct
changes within the company development scene. Owing to the long-term effectiveness and
success of the agile concept in software development, managers have transferred the model into
project management. Over the past years, the agile concept has been replicated into
organizational human resource teams to enhance productivity. The implementation of the
approach has witnessed the increased ability of organizational teams to change between distinct
productions approaches in a bid to conform to changes within the dynamic and volatile business
environments.
Firms in the global arena are increasingly implementing agile practices in the
management of organizational teams. While the use of the agile practices has become
increasingly prevalent within the business environment, certain studies have pointed at some
weaknesses such as poor resource planning, limited documentation, fragmented outputs, no finite
ends, and inability to measure outcomes. In terms of poor resource management, most
organizational teams tend to lack the knowledge about the results of their efforts; this leads to the

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inability to plan and sufficiently allocate resources for distinct tasks (Alahyari, H., Horkoff, J.,
Matsson, O. & Egenvall, K. 2018, December). The concept of short interval control ensures that
different tasks are efficiently managed. The elements of cost, resources, and time do not actively
feature in the processes leading to the misuse of resources. Limited documentation stems from
the notion that activities get recorded at the point of incurrence, and may not be easily traced for
future references. This limits accountability and transparency in the recording of organizational
activities. Fragmented outputs, also as a setback hinge on the lack of definite production units; in
agile management, activities get executed in different units and therefore lacking a definite flow.
Tracing the impact of a given activity could prove tricky for the management, as the information
regarding the completion of a particular task may not reflect on the subsequent phases. The team
members cannot exactly predict the output quantities likely to be achieved since organizational
activities are executed in different phases. The agile process tends to be continuous and lacks a
definite end with one activity leading to the other; the management may, therefore, fail to
sufficiently plan for different activities. The members engage in different activities as they
attempt to uncover different trends and designs suitable for the workplace. The lack of finite end
limits planning and resource allocation, thereby casting inefficiency in the production process.
The benefits and setbacks on the implementation of agile practices in an organizational
setting raise contentions over the feasibility of implementing the model. The proponents of agile
management approach cite factors such as maximization of profits, through effective and
efficient organizational processes. Besides, it fosters individual and team transparency and
exhibits the actual processes needed to be accomplished in the organizational management
processes. Thus, the system has been cited as efficient, quality, predictable, and responsive to
changes. The proponents of the traditional approaches have, on the other hand, consider the

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definite processes involving clear analysis, designs, testing, and implementation of the distinct
management procedures. Studies on agile management do not sufficiently document the
perceived strengths and weaknesses, leading to a lack of clarity in the implementation. Only a
handful of studies have attempted to compare agile with traditional management approaches. As
such, a knowledge gap exists on the effectiveness of the agile approach, and the ideal methods to
address the inefficiencies. To address the above contention, this research study explores the
manner in which the agile method can make a company effective both internally and externally.
To address the problem, the researcher seeks to examine the use of agile practices within an
organizational context from multifaceted perspectives and conclude the relative effectiveness.

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1.2 Study Objectives
Based on the nature of the research problem, the following objectives will guide the research
processes:
I. To highlight the agile practices that enhance productivity and well-being within
the professional environment
II. To determine the impacts of the project team in establishing the agile practices
and investigate the relative impacts in work achieved
III. To determine the opportunities and risks for involving agile management
practices into the organizational system
IV. To investigate different agile practices alongside the benefits and impacts
1.3 Research Questions
I. Which agile management practices enhance productivity and well-being within
the professional environment?
II. What are the impacts of the project team in establishing agile practices, and what
are the relative effects of the practices?
III. What risks and opportunities emanate in the process of agile practices within an
organizational system?
IV. What are Agile practices, and what are the organizational benefits and impacts

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1.3 Significance of the Study
The existing literature on the use of agile management practices does not precisely
present a detailed perspective on its effectiveness in the field of management. No journal has
made a clear comparison between the agile software development approach and the management
approach leading to a major knowledge gap. While the concept is gaining widespread use in
different organizational setups, it is important to understand the mechanism of its application and
the significance in the contemporary management setup. Determining different elements of agile
practices, the impact, risks, and opportunities provide a clear perspective from which the concept
can be understood and applied within the current organizational setup. The findings of this study
will equip managers with an understanding of how to effectively apply the concept in different
organizational systems.

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Chapter 2: Literature Review
2.0 Review of Business Context and Theoretical Background
The implementation of the agile model has formed a subject of discussion in various
studies. The contentions and significance surrounding its use have necessitated scholars to delve
into the relative effectiveness and uncover deep insights regarding the outcome of the
implementations (Stray, V., Fægri, T.E. & Moe, N. 2016, November). As business dynamics
change, knowledge of agile practices, and impacts on organizations and management processes
become increasingly necessary. This section addresses four key areas comprising a review of the
business context, the theoretical background of the agile method, agile practices, and relative
impacts, and impacts of project teams in establishing agile practices.
2.1 A Review of the Business Context
Business strategy constitutes a pivotal element in the contemporary global economy.
Globalization has led to a significant rise in businesses and expansion beyond the regional
boundaries. The use of technology has elevated competition within the various business
environments, prompting managers to adopt new measures for growth. Amankwah-Amoah and
Wang (2019) postulate that changes traversing the contemporary business context are dynamic
and require significant levels of flexibility in business operations. Amankwah-Amoah and Wang
(2019) therefore encourage organizations to engage in risk-taking activities that would increase
the odds towards success and gaining of competitive advantages. The study also delved into the
contemporary business risks; some of the common issues within the business environment
include the use of technology, strategic business operations, competitive advantage, cost of
production, and management of human resources (Amankwah-Amoah, J. & Wang, X. 2019).

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Technology remains a critical factor in the survival of businesses in the current social paradigm.
Amankwah-Amoah and Wang (2019) argue that technology has brought about numerous
benefits and setbacks that have influenced the levels of business operations. In another study,
Grant (2016) considered technology an equal platform upon which businesses develop and
strategically grow to meet the changing needs of consumers. Grant (2016) further noted that
technology had illuminated vast business practices leading to increased knowledge about the
internal and external improvement of business processes. The two authors argue that technology
has exposed businesses to distinct opportunities that if adequately explored, could boost
performance. The concept of agile software development integrates technological models that if
transferred to a management setting could influence the outcome.
Strategic business environment also constitutes a major risk. Company managers and
team leaders regularly face the decision of adopting measures for business growth and
efficiency; the effectiveness of such measures depends on the strategic approaches implemented
in each case. Namada (2018) in exploring organizational learning and competitive advantage,
points out that the majority of business strategies entail risks due to the diverse nature of the
global environment; such risks can only be mitigated through discreet business practices that
boost productivity. Considering that globalization expanded with technology, most business
leaders lack the knowledge about the effectiveness of the strategic decisions made within the
business environment. Similarly, Amankwah-Amoah and Wang (2019) noted that distinct
theories surround the use of various techniques within the business environment leading to
uncertainty in the application. Grant (2016) emphasized that the majority of the strategic
business decisions made in the contemporary setting stem from necessity created by dynamics
during the course of the competition. The team leaders get compelled to studying market trends

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and predicting outcomes. Such estimates are accompanied by effective strategies that would
minimize potential risks brought about by the new changes.
Competition embodies the core essence of business engagement. Amankwah-Amoah and
Wang (2019) consider the key areas of business rivalry to include efficiency, cost, quality,
convenience, innovations, service, and problem-solving. Companies employ distinct strategies to
become effective within the market environment. Most of the competitive elements enable firms
to stay atop in terms of certain specific services or products depending on the levels of market
demands. The competition further determines the levels of revenue collection in a given market.
For instance, the top competitors often tend to dominate in terms of revenue, often calculated
within the distinct financial years. The current business environment presents numerous
challenges for competitions that enable companies to strive and gain advantage within the
business scene (Drury-Grogan, M. 2016). Competition between companies, therefore, has led to
numerous changes that restructure the general approaches used in the handling and management
of affairs. For instance, companies endeavor to change the production processes to become
effective. On the other hand, firms often attempt to have products customized to address the
exact needs of consumers. Relatively, most companies seek competitive edges by ensuring that
products and services get to the market just in time to address the needs of the customers and
minimize costs, waste, and loss, among others.
Thus, the existing business environment entails the implementation of various techniques
and strategies to enable companies to gain an advantage over their rivals. Rigby, Sutherland, and
Takeuchi (2016) noted that during the engagement in significant changes within the company
setups, the human resource tends to put more efforts in uniting the teams and drawing them
towards attaining certain goals. The human resources within an organization involve distinct

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groups that engage in many activities to ensure improvement in the organizational processes.
Rigby, Sutherland, and Takeuchi (2019) postulate that the managers and team leaders bear the
responsibility of ensuring that the members implement strategies that would place them at the top
of the market competition.
The company of attendance during my attachment was a production concern and dealt
with distinct product varieties. The key production factor that the majority of managers utilized
entailed human resources. The managers and team leaders engaged techniques such as
motivation, agile production, lean production, and other distinct approaches in project
management. One of the key challenges strongly evidenced among the team managers was the
implementation of agile management method. Despite the willingness and continuous efforts put
towards the use of the agile model, the outcomes exhibited great inconsistency mostly attributed
to the inability to apply the methods accurately and putting in place mitigation approaches
towards reducing or eliminating the inconsistencies affecting the agile method. The
implementation of the agile practices in the company context could properly align activities
leading to improvement in performance. For instance, a considerable amount of resources got
used without planning, and the project teams worked without having any definite timeline for the
distinct activities. The implementation of the agile methods, on the other hand, revealed proper
planning, resource time allocation, and delivery within the required time with minimum wastage
incurred. The team leaders contended between the two approaches casting doubts about the
efficiency of both. Thus, the current business context presents an environment fueled by the need
to implement strategic approaches and adopt measures that would offer a competitive edge in the
market. Besides, the business seems to grapple between agile and other management measures

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such as lean production. The subsequent section provides a literature review and theoretical
model underlining the use of the agile management method.
2.2. Theoretical Background of the Agile Method
Theories comprise a set of principles upon which certain practices are embedded.
Theoretical models attempt to explain the underlying rationale and actions surrounding the
implementation of a concept. Two theories that form the basis of the agile method are the agile
theory and the theory of constraints. The underlying principles for the formation of the two
theoretical models dwell on the increased need for efficiency and rapid transformations within
the workplace.
2.2.1 The Agile Theory
The history of the development of the agile technique dates back to the 1990s when
companies faced crises relating to software lead-time. The software developments during the
period required lengthy times for testing to actualize the effectiveness of the outcomes. However,
the progress in distinct industries led to the reduction in the periods allocated for designing
different system components. For instance, in the aerospace industry, it took engineers
approximately 20 years to design a new aircraft model. The period after the 1990s featured
intense evolutions in the various industries and companies quickly developing new models to
address the changing needs of the populations. The transformation in the establishment of quick
methods caused engineers to initiate measures that would lower the software development period
to suit the rapid changes in the industry. The long wait times to examine the software
effectiveness caused system lagging and reduction in the efficiency of the different models. The

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engineers pioneering such as Jon Kern sought multiple ways through which they could engage
timely and responsive approaches in software developments so that the long testing and waiting
time in the actualization of the software effectiveness could be eliminated.
The concept of agile in its literal meaning infers the qualities of being ready for motion,
increased level of activities, nimbleness, or dexterity in movement, among others. The above
synonyms refer to increased readiness for change at any time. Thus, the agile concept refers to
the system ability to adopt distinct changes in conformity to the industry or market demands.
Technology use has become rampant, with different software being developed often. The current
system dwells on the use of technologies to increase operational and strategic efficiencies.
Software development in the contemporary business environment embodies numerous
organizational elements such as accounting, security, logistics planning, product differentiation,
assessment of market suitability, and marketing of the business products and services. The Agile
method, therefore, makes companies open for numerous changes and transitions within the
business environment to explore the distinct market opportunities.
The use of the agile theory proved a significant success in the software development
industry. The companies that utilized the iterative approach engaged in successive developments
that precipitated growth within the industry. The application of the theory within organizational
context has inspired a great deal of success by enabling team leaders to make sound decisions
regarding projects within the organizational setups. As the global market increasingly becomes
complex and volatile, the agile approach provided a solid solution to precipitating growth. The
agile theory provides a framework upon which management teams implement different strategies
to increase the overall effectiveness.

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2.2.2 The Theory of Constraints
The theory of constraints has been extensively used in the area of management to identify
the most significant limiting factors to increase productivity. The theory of constraints pursues a
scientific approach in bringing about numerous improvements within the field of production.
According to the theory, every complex system comprises vast linked activities, and in each case
exist a weak or a constraint activity that influences the overall organizational effectiveness. The
theory of constraints ensures the elimination of the weak points raises the effectiveness of the
process. Through the theory, organization or team members evaluate their activities and form
strategies through which improvements can be made. Such is the case in the context of software
development where team members engage in iterative activities where processes get repeated
and the constraints or weak points eliminated to enhance development. The application of the
theory of constraints enabled identification of system or software shortcomings, which then got
changed to fit the context of the projects.
The agile concept in the management of teams strongly hinges on the theory of
constraints. Project teams within organizational settings tend to experience diverse challenges
emanating from the management of groups, time, and resources. The constraints theory forms the
basis upon which organizational teams or projects get assessed through the lens of constraints,
and mitigation measures put in place to limit any outcome. As the organizational needs
increasingly become complex, the necessity to fully understand the agile concept gets inherent.
The constraints theory underlines the basis upon which an agile management concept can be
analyzed and evaluated in terms of eliminating organizational challenges. One of the core factors
in the theory of constraints is the ability to prioritize production processes. The theory involves

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five major parts that collectively aid in achieving the set objectives. The first two steps involve
providing a methodology for the identification and elimination of constraints.
The third approach entails the thinking process, where the team members engage various
strategic tools in finding solutions to various problems. In this case, the system is analyzed in
terms of constraints and efficacy, and then effective measures are put in place alongside the
potential challenges that could emerge during the implementation process. The fourth element
entails a throughout accounting, where the events and activity postings get captured to aid the
team and management in making decisions and evaluating performance achieved using a given
level of resources. As organizations exhibit increasingly urgent needs to improve, the agile
method becomes highly significant and useful in the various processes such as initialization,
developments, assessment, and improvement. The final approach is the behavioral focus, where
the performance of individuals within the groups or teams get evaluated to determine the levels
of effectiveness.
2.3 Agile Practices and Relative Impacts
The onset of mass production and globalization inspired companies to adopt measures
that would increase output. The agile management approach has been the key method given its
adaptability to distinct changes within the work environment. The different levels of
competitions, the changing customer needs, and the rise in technological advancements have
created an environment where agile practices are inevitable. Dievernich, Tokarski, and Gong
(2016) observe that the recent transformation in the organizational processes requires the active
engagement of teams to stir group activities into actions and elevate the production.
Similar to the case in software development, activities in project management have been
divided into iterative to enable the efficient address of matters as they arise. Dievernich et al.

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(2016) point out that each iterative comprises practices that ensure assessment, detection,
elimination, and analysis of the project cycle. Some of the common practices include continuous
adaptation, deployment, integration, and rapid feedback. The above practices have aided in the
facilitation of different procedures and ensuring increased ability to address issues within
management teams. Studies on agile management practices have extensively covered the above
elements, creating the perception of the usefulness within the workplace setting.
Adaptation: Hoda and Murugesan (2016) in the analysis of multi-level agile project
management challenges mentioned adaption as a significant element in the agile management
process. Hoda and Murugesan (2016) argue that unlike the traditional management paradigm
where leaders consider planning the ultimate goal of the project, the agile methodology focuses
on customer value as the primary objective. The system undergoes various processes to bring
about adaptations that enable customization to meet the exact needs of the teams. Hornstein
(2015) in analyzing the integration of organizational management, highlighted the principles
underlying the adaptive process within the team setups. The first principle posits that the team
anticipates uncertainty and manages it using iterations, adaptations, and anticipation. This
principle limits the risks attributed to venturing into new lines of production. The second notion
of adaptation includes improvement in the effectiveness and reliability through the
implementation of situational practices, strategies, and processes that ensure increased
productivity. The agile management approach, as aforementioned, operates under the notion of
uncertainty, and therefore, situationally adapts distinct strategies to improve the overall
outcomes. The third principle of adaptability includes response to transforming pursuant to a
plan. The agile management system encounters multiple fluctuations owing to the increasing
adjustments made at different levels. The change patterns mainly triggered by alteration of

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practices cause the team leaders to adapt models that follow the existing plan design. Besides,
the teams tend to increasingly welcome changes requirements, even in cases where they occur at
the later stages of development (Pantouvakis, A. & Psomas, E. 2016). The constant analysis and
appraisal of the system ensure that any error gets eliminated, and relevant adjustments made to
ensure the remaining components fit the customer requirements. Harnessing such changes ensure
increased effusiveness in addressing customer needs within the business environment. The final
principle of adaptability includes the notion of team reflection regarding success and
effectiveness within distinct intervals. The regular changes in processes and procedures require
an assessment of the relative effectiveness. The team leaders, often at different intervals of the
project, assess the progress made to improve the intended outcomes. Such assessments reveal the
overall worth of the changes and justify the implementation of other agile practices within the
business environment. Adaptation, therefore, remains a core element in the agile management
processes as the team members have to conform to the unexpected changes that occur during the
project processes.
The impacts of adaptation have been analyzed in a plethora of studies. Conforto and
Amaral (2016) posited that the hybrid framework for the implementation of the agile adaptation
practice in the management setting had yielded significant improvements in the outcomes.
Conforto and Amaral (2016) observed that similar to the case in a technological context, the
hybrid approach has improved the process of team customization to tackle impending challenges
within a project life. The agile project management process presents a myriad of challenges that
the team must counter to achieve the set goals successfully. Pantouvakis and Psomas (2016)
noted that as the events occur within the project timeline, the practice of adaptation enables the
team members to control the process and mitigate any negative outcome fully. Conforto and

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Amaral (2016) also pointed out that managers and organizational leaders need to endeavor to
understand the existing global and economic ecosystems in which the companies operate.
According to the study, the adaptation process ensures proper understanding of the system
enabling the managers to understand the nature of interaction with the members, exchange of
information among the members, and bear the potential of evolving over time. Forte and
Kloppenborg (2018) equally considered the process of adaptation to enable the company and the
team members to articulately respond to changes within the work environment through a
strategically laid plan. In addition, the practice enables the team members to reflect on the
processes of becoming effective and implementing practices that augment their overall abilities.
Despite the positive impacts achieved in the use of adaptation practice in agile management,
certain setbacks have also been witnessed, leading to contentions regarding the efficiency of the
approaches. Conforto and Amaral (2016) observed that the agile management approach entails
complex techniques that could impede the team abilities to perform. The study also argued that
the implementation of agile project management practices entails uncertainty that could affect
the overall output of the team.
Rapid feedback also constitutes a key practice in agile management. It involves an
assessment of performance in each step and the provision of results. Considering the increased
implementation of diverse procedures and approaches, alongside the unprecedented changes,
feedback aids the team to make progress decisions. According to Pak, Carden, and Kovach
(2016), the concept of rapid feedback stems from the interaction between the organizational
stakeholders in implementing changes within the team management process. The process of agile
production entails incremental, collaborative, and iterative procedures that seek to unify the
stakeholder interests and come up with products and services that befit the team goals

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(Hornstein, H. 2015). The new changes must, therefore, be quickly communicated to the
customers or other responsive groups within a specific timeline to ensure reception of feedbacks
that would inspire positive transformations in the management processes. Besides, the iterative
tend to have short feedback loops, which enable the team managers and other partisans within
the organizational project to receive prompt feedback. Implementing this system in the
management process would facilitate increased abilities to yield immediate feedback from the
organizational stakeholders. As the changes are implemented, the close association with multiple
shareholders such as customers, team members, suppliers, and competitors ensure quick
responses that in the long run, boost the overall productivity. The regular and prompt feedbacks
from the consumers ensure that the project team solely focuses on attaining the intended goals
(Pantouvakis, A. & Psomas, E. 2016). Larger corporations, compared to the small ones, have
been observed to have a greater impact on the teams’ overall ability to make a decision about
developments in terms of scope and needs. The teams in such business environments must
actively measure and assess the company needs before utilizing the agile approach to make
decisions about the most effective solutions. According to the agile method critics, the model has
not sufficiently addressed production issues in large companies. The ability to attain rapid
feedback, therefore, remains a critical practice element and determines the overall direction of
the agile management process. Dievernich et al. (2016) noted that agile processes must have
regular inbuilt checkpoints that ensure collaboration and reception of feedback during the course
of development. The management must oversee each response and assess them in terms of the
overall outcomes. The reactions that do not seem to augment the project process often get cast
out, and only the useful procedures left to improve the growth process. The procedure of rapid
feedback reception, therefore, becomes key in boosting the overall implementation of changes

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and process within the project timeline to suite vast customer needs (Namada, J. 2018). In the
analysis regarding the agile stage-gate for manufacturers, Cooper and Sommer (2018) point at
the manner in which manufacturing concerns have integrated the concepts borrowed from the
agile software development model. One of the elements that Cooper and Sommer (2018)
strongly applauded includes the notion of rapid feedback. The rapid feedback during the
implementation of the agile development model in management mainly stemmed from the daily
stand up meetings where the team members discuss the challenges and observations made at
distinct areas within the project timeline. The continuous development and reception of regular
feedbacks from different members shorten the loops between the different project parts and
enables quick identification of challenges that need address or improvement to augment the
different project activities. In an analysis of firms implementing the quick feedback model,
Cooper and Sommer (2018) noted that increased levels of success were witnessed as the team
members immediately addressed changes as they arose within the project life cycle.
Various studies have documented the impacts of rapid feedbacks on the overall
performance of the team or organizations applying the agile management model. Hoda, Noble,
and Marshall (2008) noted that the consistent feedback ensures satisfaction to both the
stakeholders and the external customers through an early affirmation that the project processes
are consistent with the timeline and required quality. Besides, the feedbacks provide assurance
that the projects meet the exact needs of the clients. Hall and Rowland (2016) equally observed
that the feedback brings about close coordination between the project teams through the short
feedback loops. This process ensures that the project team and managers engage in goal-oriented
activities to ensure quick solutions to the problems arising. Moreover, the use of rapid feedback
ensures that team accommodates certain changes that get implemented at the later stages of the

27. Agile Management 27
project (Hafidz, A., Umar, M. & Sensuse, D. 2019, January). Besides, Hafidz, Umar, and
Sensuse (2019, January) argued that the regular feedback enables the team to develop a project
retrospective that allows them to assess the last stages of development and the factors that could
have influenced each of the steps. While various groups have cited the practice of rapid feedback
as highly advantageous, Hoda, Noble, and Marshall (2008) contended that it could lead to delays
in the project or team activities. The various trials could cause stagnation in the team activities,
leading to poor outcomes in the project iterative. The above impacts could influence the
implementation of the process and limit the team’s ability to meet the goals in a timely manner.
Deployment: The process of deployment also creates a significant element in an agile
project. Typically, in the context of software development, deployment can be perceived from
two distinct approaches. The first approach entails rolling out the software into action, while the
second part involves the addition of improvements or functionalities in the life of the project.
The process of deployment marks a significant part of the software development as it
encompasses engagement of different parts into action or addition of new components to
improve the outlook. In software development, various components are deemed significant prior
to the deployment process. They include the deadline, the need for maintenance, the outcome
expectations, the testing environment, and the group charged with the deployment process. Each
of the above components can be viewed through the lens of the agile project in the management
perspective. In terms of the deadline, distinct projects have assigned timelines upon which they
should be completed. Product development should be timely to fit strategically into the market
scene and achieve the desired objective within the specified time. Deadline in the context of agile
management requires a regular update of stakeholders on the overall progress of the project
activities. The project manager should establish the deadlines and ensure that the stakeholders

28. Agile Management 28
receive prompt updates on the overall directions (Tripp, J., Riemenschneider, C., & Thatcher J.
2016). The team can also focus on the various improvements necessary in the work environment
and engage in measures that would address the same. Prior to the deadline, efforts should be put
towards ensuring that pertinent improvement needs arising during the project course get
addressed and the stakeholders informed about such changes at all times. The deployment can be
used to determine the overall efforts exerted by the team members to ensure that the project
completion comes within the required timeline. Besides, the different portions or section of the
project can be assessed to ensure conformity with all the standards set for the project completion.
The need for maintenance during deployment could relate to the requirement for the
replenishing of the team members or resources. In most cases, the project deployment tends to
draw closer, but the team members lack the potential to accomplish the remaining tasks within
the stipulated timeline. In such cases, Denning (2018) proposes that the team leaders within an
organization can establish new techniques for boosting the abilities of the members. Approaches
such as training, motivation, team building, and addition of resources can act to increase the
overall outcome. Cooper and Sommer (2018) noted that certain stages of project circle or
activities exceed the knowledge of the existing staff members. The recommended solution to
such approaches includes engagement of strategies that would improve the team able to address
the impending challenges. The team members can be enlightened to become increasingly
knowledgeable about the strategies for improvements. Lundene and Mohagheghi (2018) raised
concerns on the need for quick deployment of products in the market. In their study, Lundene
and Mohagheghi (2018) pointed out that time remains a crucial element in any team activities.
The core basis for the implementation of the agile practice in management embodies the need for
perfect accomplishment of the distinct project parts within the least time possible. The team

29. Agile Management 29
managers within organizations need to establish measures that would augment the team activities
to ensure early deployment. Most customers tend to require the products earlier or within
specified times to increase the competitive edge in the market. The teams within an organization
must, therefore, work to ensure that projects get deployed within the required time to minimize
loss to clients or harm to the stakeholder investments. Besides, the practice of deployment
ensures improvements within the project life that influence the overall outcome. Expectations
must also be addressed prior to the time of deployment. The overall stakeholder expectations
must be articulately communicated to the team members to ensure objective functioning. The
expectations should be met with competency-based actions that target to improve teamwork and
utilize different responses for the overall good of the project. Strategies should be put in place to
ensure that different stakeholder expectations are conclusively met within the project stages.
Denning (2018) cited deployment as a significant element in the project as it symbolizes the
testing step of the project. According to Denning (2018), multiple deployments occur between
the project lifecycle to determine the effectiveness of the achievements already attained. The
users or team members must be highly involved in the testing process to help in the identification
of system hitches and coining solutions to the same. Besides, the multiple and frequent
deployment form the basis for frequent feedback given through the users. In the context of the
management system, the team leaders and manager need to test different stages of activities or
projects within the organizational paradigm. The members must be regularly evaluated to
determine their abilities to achieve the prescribed mandates within the organizational system.
Besides, the team leaders should engage in regular assessment of performances to determine the
viability of attaining the outcomes. Hafidz, Umar, and Sensuse (2019) emphasized the
significance of the testing environment. According to Hafidz, Umar, and Sensuse (2019), the

30. Agile Management 30
testing environment should be accessible to specific users to enable critical analysis and
evaluation of the outcomes. The testing environment determines whether the project sections
require amendments or can be delivered without any improvement. The testing environment or
the place for deploying the distinct project parts should promote affection of changes.
The process of deployment comes with certain impacts to the team or project activities.
According to Denning (2016), the process exposes the team members to system faults and
hitches that could influence the overall outcome of the process. Hall and Rowland (2016) argued
that the deployment of the project at different levels ensures that the various components
requiring improvements get rectified. The process of deployment has also been cited for aiding
in the introduction of the project into the live environment (Forte, F. & Kloppenborg, T. 2018).
This ensures that all the components get fully tested to ascertain the ability to meet the intended
purpose. The organizational team could also rely on the deployment phase to add new
components to the system, thereby making it more effective. Forte and Kloppenborg (2018)
further noted that successful completion of the deployment stage guarantees progress and
efficiency during the rolling out process.
Integration in the agile model constitutes dropping improvement or updating of
microservices in the software architecture without any disruption of the other processes. During
agile software development, three major areas of consideration comprise the distributed
integration, APIs, and containers. The distributed integration entails spread of the different
macro service functionalities to different areas considered relevant. The constant review of the
system performance and outcome provides the basis for deciding the areas requiring certain
services to influence output. The APIs, on the other hand, entails the provision of interfaces that
permit users to gain access or connect with the system. Through this approach, the stakeholders

31. Agile Management 31
become aware of the system components and potential alongside the areas for improvements.
The API further improves collaboration in the system. Finally, the containers aid in the
development, deployment, management, and scaling of the system applications. The containers
ensure repeatability and, therefore, form the basis for repeatability of the processes and
continuous development of the other components.
Transferring the above functions into the management prototype of the agile concept, the
elements of distributed integration, APIs, and containers could have a major impact on team
performance. Mergel (2016) in the analysis of agile innovation management, postulated that the
process of distributed integration could correspond to the distribution of distinct functionalities
within the team. According to Mergel (2016), the team members comprise persons with different
abilities that could apply distinctively in the project management to inspire outcome. The
members should, therefore, undergo scrutiny to determine their distinct and diverse
competencies applicable within the project circle or team development to improve performance.
Denning (2016), in referring to a similar perspective, noted that organizational leadership should
appraise the different abilities and performance of the members. The outcome should form the
basis for the distribution of group skills in different sectors of the organizational project. The
APIs in the context of management have been visualized to provide the platform for the
members to connect with one another. Organizational teams require constant and regular
seamless interactions to improve performance. Denning (2016) observed that the management
need to ensure that the organizational environment enables active communications among the
leaders and the organizational members. Such links enable the team members to become
increasingly attached to the organizational objective and exhibit quality performance. The API
hybrid approach also ensures that the team members become aware of the different

32. Agile Management 32
organizational components and their respective roles in admonishing the areas. Finally, the team
members require to function collaboratively, the integration practice enables the members to
unite and act towards a common goal. The leadership, alongside other organizational teams,
engages in collaborative efforts to ensure that the different project elements are efficiently
coordinated. Finally, the containers embody the platform for continuous development and
deployment of the project activities. In this context, Andrias, Matook, and Vidgen (2018) noted
that iterative in the agile system could significantly influence distinct performance within the
project circle. The focus on various groups within the project teams could influence the
development of other sectors. The managers should create environments that inspire growth
among the team members and motivation the team members. The increased edification of the
group processes within the project life could improve the overall performance of the members.
The integration process in agile management, therefore, entails spreading and distributing the
group functions distinctively to ensure improvements in performance. The distribution of the
groups ensures constant review of the system segments in terms of performance and efficiency.
The leaders need to provide a platform upon which the users can interact and engage in different
activities. The stakeholders and team leaders, therefore, put together the members to boost
teamwork and increase productivity levels. The final component of integration includes the
iterative where the team or organizational components get distinctively used to separate and
examine the various parts. The team integration should involve separation of the members and
subjection to competency evaluation in a bid to increase their efficiency in performance. The
evaluation processes could be repeated to boost overall performance.
The above practices of continuous adaptation, deployment, integration, and rapid
feedback have been highly cited in the software development perspective of the agile concept.

33. Agile Management 33
The reviewed literature has revealed various instances through which the practices augment the
levels of productivity within the organizational setting. The adaption should ensure that the
members fully conform to the organizational processes and procedures. The concept of
adaptation requires customization of the organizational team towards meeting the exact needs of
the clients. As aforementioned, the key principles embodying the practice of adaptation in agile
management comprise the anticipation of uncertainty and implementation of iteration as the
mitigating factor; implementation of situational practices; and response aiming to bring
transformations relative to the overall strategy. In terms of the rapid feedback, the literature
reviewed revealed that the implementation of different and diverse ideas in the agile
management process requires constant review to determine if the actions conform to the set
standards. The feedbacks should stem from the various stakeholders such as the team members,
the customers, and other people within the organizational publics. Integration follows, where the
system components get examined, updated, or eliminated to improve the outcome. As postulated
in the above studies, the rationale for the integration is to eliminate and add group components
that support activities. The final practice involves deployment, where the software undergoes
improvements and evaluations prior to the rolling out. In the management context, it relates to
the process of setting the team into action. According to the above analysis, the practice of
deployment requires proper examination of the team members to determine the overall ability to
meet the organizational or project goals. The members must exhibit competencies in terms of
skills and the abilities to meet the system deadlines. The above approach ensures that the group
goals get achieved through the use of adequate resources within the organizational setup.

34. Agile Management 34
2.4 Impacts of Project Teams in Establishing Agile Practices
The hybrid models of the agile practices in management have yielded significant
outcomes in organizational management, both internally and externally. The internal benefits
mainly accrue to the factors occurring within the organization while the external impacts cover
the teams outside the organization. Many studies have documented the impacts of agile practices
compared to the traditional approaches that have been used over the years. The peculiar nature of
the agile model makes it yield distinct outcomes in project teams. This section examines each of
the various impacts of the practices as articulated in past literature. The key practices include
continuous adaptation, deployment, integration, and rapid feedback.
The continuous adaptation practice has been cited to benefit both the internal and external
elements of the organization and the team. Cooper and Sommer (2018) cited the continuous
adaptation process to ensure that the team has the ability to exercises control over every project
iterative. The projects, in most cases, comprise different parts distributed among the team. The
process of continuous adaptation ensures that every change within the project life gets captured
and the project structures customized to fit the changes (Grant, R. 2016). Hoda and Murugesan
(2016) also argued that the process of continuous adaptation enables the team members to
engage in efficient and adequately controlled processes throughout the project life. According to
the study, the project team members examine the number of resources utilized in each step and
exercise controls that determine the number of resource allocations. The extent of each allocation
dwells on the levels of adaptability observed in each iterative (Amankwah-Amoah, J. & Wang,
X. 2019). Continuous adaptability enables the project team to identify the existing trends and
align them with the overall objectives of the project. Namada (2018) posited that the current
business environment comprises dynamic changes that must be closely tracked to ensure that the

35. Agile Management 35
changing demands and conditions are met. Namada (2018), therefore, defines the continuous
adaptation as enabling the project team to scan the business environment for changes that could
affect the overall outcomes. The changes such as nature of competitors’ products, changes in
customer tastes and preferences, the impacts of technology, and the competitiveness of the
products and services within the global market. The ability to scan the business environment for
such changes makes the agile method to positively affect the project teams’ success in achieving
the set goals. Hoda and Murugesan (2016) through a critical appraisal of the continuous
adaptation, posited that the practice is expensive and limits the team's abilities to improve. The
vigorous process of regularly examining the team components has been cited for incorporating
numerous processes that have proven costly to the team. The high expenses could inflate the
general costs needed to manage the project sections. The customers and the team may not readily
afford the costs. The randomization of the agile activities in pursuit of the best and ideal
approach has been considered costly and capable of limiting the overall performance of the team
(Rigby, D., Sutherland, J. & Takeuchi, H. 2016). Such performance would undermine the project
processes.
Deployment, on the other hand, depicts the different stages and process upon which the
system components get tested for efficiency and conformity to the set standards. As
aforementioned, the agile concept utilizes the iterative approach. The system iterative differ in
components and, therefore, requiring different levels of testing during the progress (Dievernich,
F., Tokarski, K. & Gong, J. 2016). The deployment occurs in stages involving the testing of the
project components and ascertaining that each part functions well. In referring to the deployment
process, Hoda and Murugesan (2016) cited the environment as a crucial element in the success of
the deployment. According to the study, the environments of testing at each stage reflect the

36. Agile Management 36
overall response from the public and other shareholders. According to Hoda and Murugesan
(2016), the project deployment forms a threshold upon which the various elements get measured.
The ability of the project components to survive within the external environment gets examined
and influential measures put in place to ensure sufficiently control. The deployment further
ensures the identification of weak system loops that may jeopardize the project lifecycle. The
loops could include resources, knowledge gap, technology, or market forces that tend to act
strongly against the business. The process of continuous deployment ensures that the project
examined in terms of the ability to fit the client needs at all stages to guarantee high levels of
efficiency and improvements in the expenses. The deployment also affects the stakeholders from
the outside region of the company. The stakeholders, such as customers and suppliers, could
utilize the respective deployment results to predict the success, relevance, and effectiveness of
the project in meeting their needs. The customers and the shareholders in this context would
examine the project outcomes against their expectations to assess the closeness to the objectives.
The deployment stage could also affect the progress of the project. The regular testing and
assessment of the deployment outcomes could turn out as time-consuming and costly to the
management and the consumers (Stettina, C. & Hörz, J. 2015). The time constraint would
emanate from the inability to complete the project in good time. The members may spend much
resources and time in examining and seeking new measures to replace the existing iterative
considered nonperforming. Strict adherence to the processes would affect the time taken to
complete the project as well as the resources used in the process of deployment.
Rapid feedback constitutes a practice that strongly determines the overall project
outcome at each stage. The iterative testing in the agile method makes the rapid feedback
technique to highlight pertinent and critical factors within the project life quickly. Commencing

37. Agile Management 37
from the simple stages to the most complex ones, the rapid response ensures that the team gets
equipped with information about the progress. One of the major impacts of rapid feedback
practice relates to the ability to implement changes instantly (Namada, J. 2018). The changes
stem from the suggestions and proposals made upon the completion of the analysis of the
different stages. The proposals ensure that the project team discuss the feedback and determine
the various approaches and options that could affect the applicability. The staging of the
feedback further provides a systematic approach to developing the project without flaws that
could influence its performance in the future. The rapid feedback ensures that the changes in
technology, market resources, political elements, and business strategies are examined from the
perspective of each change and contingency measures put in each stage to mitigate the
occurrences. While the impacts of rapid feedback remain positive in most studies, certain flaws
have been cited for influencing the overall outcomes directly. The first flaw emanates from the
lack of adequate time to test the effectiveness of the project components. The rapid feedback in
most cases gets obtained after a quick assessment, which does not allow the project elements to
sufficiently interact with the target audience and arrive at the equilibrium points (Pantouvakis, A.
& Psomas, E. 2016). Allowing the components to operate and adapt to the testing environments
provides an opportunity to understand the complete process of metamorphosis of each stage.
Understanding of the project to such an extent enables the team leaders to make sound decisions
that could boost the overall productivity. The rapid feedback concept does not offer adequate
time for observing the iterative changes. The outcome would involve a lack of strategic approach
that could be applied in any given concept (Pantouvakis, A. & Psomas, E. 2016). The outcome
would stand to benefit both the internal and external shareholders of the project. The ability to

38. Agile Management 38
provide quality information enables the proper implementation of each process to boost the
overall productivity.
Chapter Three
3.1 Introduction
The current chapter delves into the methodological perspective of the study. The key
areas highlighted include approaches, statistical processes, tools, and data gathering. The chapter
further extends into the research design, measurements, philosophy, and the sample utilized in
the collection of the research data. As aforementioned, the core objective of the study focuses on
the manner in which the agile concept can make a company more effective and efficient
internally and externally. The perspective seeks to delve deeper into the efficacy of the agile
method and justify its use within the organizational context.
3.2 Research Philosophy
From a broad viewpoint, the philosophy of the current research takes the positivist
perspective. According to the positivist philosophical perspective, the research paradigm hinges
on the notion that meanings and knowledge extracted by researchers stem from the use of the
hypothesis testing, objectivist, and natural science. The positivist perspective allows the
researcher to gain a neutral ground enabling clear deduction of the outcomes. Studies have
described the positivist philosophy from distinct perspectives. In the first viewpoint, Rosenberg
(2017) described the positivist standpoint, a study discipline in which the observer gets detached
from reality. Singh (2015), on the other hand, termed positivist philosophy as a research

39. Agile Management 39
perspective that strongly underscores the notion that reality becomes distinct from the researcher
and stem from the theory of the ontological doctrines, which differentiates the researcher from
the researched. Thus, the majority of scholars consider the deductive reasoning approach to
reasoning as commencing from the general knowledge about what is tested to the facets of the
research element. Rahi (2017) postulated that the deductive approach tends to work from top to
bottom, taking into account theoretical assumptions and using the data to contribute or refute the
theoretical perception of the research.
Aside from the positivist perspective, other philosophical approaches such as
interpretivism, pragmatism, and realism can be applied within the research context. The
interpretivism philosophy constitutes a qualitative research approach requiring the training of the
researcher to become knowledgeable to increase the ability to measure the research element.
Pragmatism institutes rejection or acceptance of certain theoretical views based on the outcome
of the application. It includes the measuring of the extent of success in a given approach. It is
problem-oriented and involves finding solutions to research problems (Stettina, C. & Hörz, J.
2015). The final philosophy is the realism perspective based on the assumptions that entities
exist in a dependent manner. The theory, therefore, refers to existing issues within the global
context. The positivist perspective remains preferred as it dwells on the notion of extracting
meanings and knowledge from the research paradigm and enables the researcher to take a neutral
stance to permit deductions about the research problem.
3.3 Research Design
Research design constitutes a plan or blueprint used in data collection and results
analysis. This implies that the design is an outline used by the researcher in collecting data and
the implications that could aid in the answering of the research question. Based on the above

40. Agile Management 40
perspective, the existing research utilizes an exploratory design, aim to offer a significant level of
the phenomenon understanding. The exploratory approach aims at targets to establish and build
hypotheses rather testing them. The current research seeks to establish a set of research questions
and hypothesis that would be answered through the lens of the respondents' perceptions in the
research study.
3.4 Research Method: Quantitative Methods
Quantitative research was preferred in the current experiment. Nardi (2018) postulate that
a quantitative research method involves the collection of numerical data to arrive at an
interpretation of the outcome based on the perception of the respondents. The information about
the research problem gets sought through multiple inquiries to understand the dimensions taken
by the data. The use of quantitative research methods has been widespread over the years, owing
to the increased abilities to provide reliable data for analysis of the research problem. Through
the quantitative research approaches, the various research questions can be addressed, and the
hypotheses to prove the research objectives. To sufficiently address the research problem, the
researcher needs to establish hypotheses and offer proof using research data. Relatively,
quantitative research methods have been used in the determination of the relationship between
two or more variables in social sciences. The quantitative data enables computations that could
be used in defining various perspectives of the data and influencing the overall research
outcomes. Based on the above observations, the quantitative research approach remains the key
method to be used in the research. The researcher preferred to use survey questions through
questionnaires to query the respondents about the research problems and quantify the outcomes
to address the research question sufficiently.

41. Agile Management 41
3.4 Study Questionnaires
The questionnaire comprised the primary method for data collection. The research study
by Rahi (2017) postulated that questionnaires provide a series of questions seeking to collect the
respondents’ perceptions and knowledge about the research problem within the study. The
questionnaire used in the study was divided into two sections: the first is the demographic
variables while the second included pertinent research questions sought in the given study. A
five-point Likert scale was used to collect and interpret the data. The selection of the 5-point
Likert scale stemmed from the easy interpretation of the data due to the numbering accorded to
each response. Besides, the major observations and responses range 1-5 or low to high, a factor
that enables the respondents to make selections of the ideal data.
3.5 Study Sample and Population
The study population comprised managers and members within different organizational
setups. The managers comprise team leaders at different levels concerned with the
implementation of the method and the responses regarding the feasibility of its use. The sample
population was selected from organizations exercising agile practice in the United States. The
selected companies comprised settings where the agile method had been used, and both the
managers and the employees have a clear perspective of its implementation. Four companies
were selected for the study, and permission sought to interview a section of the production
managers and the members about their experience in the use of the agile method for project
management and other organizational activities.

42. Agile Management 42
3.6 Data Collection Method
The preferred data collection method, as aforementioned, constitutes the use of a
questionnaire. The questionnaires are self-administered and form the basis upon which the
researcher interacts with the respondents. Unlike the other cases such as interviews where the
researcher is required in the study scene, the questionnaires are self-administered, an implication
that they are sent via email to the respondents and returned upon completion.
The first towards participant recruitment included perusing prospective companies to
ascertain their use of agile practices in management. The profile of the companies was assessed
and inquiries made through emails to the production departments about the management
strategies used, and the possibility of implementing agile management practices in production.
The email correspondence further included details of the research and request for participation.
The email further requested that managers and portion of members of the production department
be allowed to participate in the research study. Upon granting permission, the respondents got
contacted via emails and assured about the safety of their data and responses. A consent form
seeking their intentions to participate in the interview willingly was attached on the request
letters, and the members had to download, print, and sign as a proof of their willingness to
participate in the research study. The consent form further provided the options to opt-out of the
study at any time in case they change their minds. The study forms, duly signed and returned by
the respondents were considered the number of persons selected in the study.
3.7 Ethical Issues, Validity, and Reliability of the Instruments
Researches involving human subjects often have certain ethical values aimed at limiting
any ethical issues that could arise. The key factors traversing research ethics include informed

43. Agile Management 43
consent, duty not to cause harm, having respect for confidentiality, and the respect for individual
privacy. Informed consent involves acquiring due permission from the respondents. Furthermore,
informed consent comes after the researcher has revealed the nature of the research and the
possible consequences that would follow. In the current study, the consent forms were attached
to the request to participate in the research study. The researcher is also bound by the duty to
ensure that the research does not cause any harm to the participant. The duty not to cause any
harm remains highly significant and shields the respondents from any threat during the course of
the experiment. Further, the confidentiality and privacy of the data must be guaranteed. The
current research in a bid to ensure privacy assigned the unique respondents numbers to act as
identifications. The data was also kept under the custody of the researcher and no other
unauthorized persons permitted to gain access. The ethical research standards used in the current
study emanated from the revised BERA guidelines, which places a greater obligation upon the
researcher to ensure confidentiality, honor their right to withdrawal from the research, and safe
storage of the collected data. The application of the above model ensures that an abundance of
caution is taken during the research.
The significance of measuring the consistency and accuracy of the research instruments
using questionnaires have been documented in a number of studies. The questionnaires have not
only proved to depict the variables accurately but also provide valid results that can be
interpreted to understand the research problem. Reliability constitutes the extent to which the
research procedures and instruments answer the research question. It further relates to the
manner in which the outcome of the research provided at close intervals using the same
instruments. The use of Likert scale forms a firm basis upon which the responses get quantified
and outcomes used in making inferences about the outcomes.

44. Agile Management 44
Chapter Four
4.0 Introduction
This chapter focuses on the outcome, analysis, and interpretation of the statistical results
of the study regarding the ways in which the agile method can make a company more effective
and efficient both internally and externally. Quantitative data got collected from the respondents,
summarized, and analyzed using the statistical software, SPSS version 22. The first part of the
analysis covers the respondents’ demographics, followed by the implementation of various
pertinent elements of the agile concept. The outcome of the analysis will be analyzed from a
theoretical context to determine the interaction between the study variables. Below is the analysis
of the research results.
4.1 Demographic Information
4.1.1 Participants’ Age
What is your age?
Frequency Percent Valid Percent Cumulative Percent
Valid
20-25 years 3 8.1 8.1 8.1
26-30 years 2 5.4 5.4 13.5
31-35 years 12 32.4 32.4 45.9
36-40 years 13 35.1 35.1 81.1
41 and above 7 18.9 18.9 100.0
Total 37 100.0 100.0
The study included 37 participants from different age groups. Considering the outcomes, the
majority of the participants comprised managers within the age groups 36-40 at 35.1%, and 31-
35 years at 32.4%. The managers falling within the age bracket of 41 years and above comprised
18.9%, followed by the 20-25 years at 8.1%, and 26-30 years at 5.4%. The above distribution
reveals that the majority of the leaders fall within the age of 30 years and above. This could

45. Agile Management 45
translate to vast experiences in handling cases relating to agile management compared to the
other management approaches.
4.1.2 Participant Gender
What is your gender?
Frequency Percent Valid Percent Cumulative Percent
Valid
Male 28 75.7 75.7 75.7
Female 9 24.3 24.3 100.0
Total 37 100.0 100.0
Gender constitutes a major issue in any research paradigm. Majority of researches often seek to
ensure parity across the participants to eliminate any bias that could affect the study. In the
current study, the male gender seems to dominate in representation at 75.7% while the female
24.3%. The observed male dominance could relate to the postulation made by Braun, Stegmann,
Hernandez Bark, Junker, and van Dick (2017), that most social norms encourage male
dominance in distinct leadership sectors. The perceived dominance of the males in leadership
can, therefore, be assumed not to have a significant impact on the outcome of the study.
4.1.3 How many years have you been in the company?
How many years have you been in the company?
Frequency Percent Valid
Percent
Cumulative
Percent
Valid
Less than 5 years 4 10.8 10.8 10.8
6-10 years 9 24.3 24.3 35.1
11 years and
above
24 64.9 64.9 100.0
Total 37 100.0 100.0
The number of years spent in an organization determines the levels of experience and
understanding earned to operate in the top positions.

46. Agile Management 46
Managers that have spent many years in their respective organizations tend to have proper
knowledge of the employees, organizational procedures, and means of operations within the
work environment. Conversely, new trends in management practice may be less understood, and
old and tried techniques be preferred. In the current study, the majority of the participants
reported having spent over five years in their respective organizations. The table breakdown
shows that 64.9% of the participants reported working in the organizations for 11 years and
above, followed by the 6-10 years category at 24.3%, and the less than 5 years scoring 10.8%.
The outcome indicates that most respondents had spent over five years in their respective
organizations and, therefore, capable of providing data regarding the effectiveness of the agile
practices alongside other management approaches during the project life.
4.1.4 Which of the following best describes your area of practice?
Which of the following best describes your area of practice?
Frequency Percent Valid Percent Cumulative Percent
Valid
Team leader 8 21.6 21.6 21.6
Manager 17 45.9 45.9 67.6
Supervisor 12 32.4 32.4 100.0
Total 37 100.0 100.0
The area of practice for the participants remains a critical factor in determining how to
understand agile project management practices. Organizations have different positions for
leaders, and such positions determine the roles and responsibilities of each party in project life.
Supervisors, managers, and team leaders tend to engage distinctively in management practices
considered useful in improving performance. Depending on the organizational setup, each of the
above leaders plays a critical role in the management processes.

47. Agile Management 47
In this context, managers comprised the largest numbers, standing at 45.9%, followed by
supervisors at 32.4%, and finally the team leaders at 21.6%. The distribution of the participants
reveals that all of them fell within the leadership positions. Managers play key roles in
controlling different processes; having a large number of managers could influence the outcome
of the study. Similar to managers, supervisors exercise certain roles of controlling and leading
teams towards the attainment of the organizational goals. Team leaders also directly engage in
the management of organizational teams and groups, a factor that influences their abilities to
implement agile practices. The affirmation that the selected organizational leaders hold
influential positions make them ideal for the study, and the response provided would stem from
adequate experience in an organizational setting.
4.1.5 How long has your company been using Agile management?
How long has your company been using Agile management?
Frequenc
y
Percent Valid
Percent
Cumulative
Percent
Valid
Less than a
year
2 5.4 5.4 5.4
1-3 years 5 13.5 13.5 18.9
3-5 years 9 24.3 24.3 43.2
6-10 years 13 35.1 35.1 78.4
Over 10 years 8 21.6 21.6 100.0
Total 37 100.0 100.0
The length of implementation of the agile approach is relative to the knowledge and
experience of the participants of the agile management practices. Companies that have practiced
agile management approaches for many years tend to repeatedly engage in a certain pattern of
activities that, over time form part of the organizational culture. Lengthy periods of applicability
translate to an affluent understanding of effective practices and vice versa. This question sought

48. Agile Management 48
to establish the period and levels of experience the managers have had in dealing with the agile
management approach. Based on the above table, the 6-10 years category scored 35.1%,
followed by the 3-5 years at 24.3%, followed by over 10 years at 21.6%, then 1-3 years at 13.5%,
and finally, less than a year at 5.4%. The above outcomes reveal that majority of the companies
had practiced over three years of agile management approach. Only 5.4 percent used the agile
management approach for less than a year, an implication that the managers had affluent
experience in the implementation of various aspects of the agile method.
4.1.6 To what extent has your company been using agile management?
To what extent has your company been using Agile management?
Frequenc
y
Percent Valid
Percent
Cumulative
Percent
Valid
In the learning
phase
3 8.1 16.2 16.2
Just started 6 16.2 8.1 24.3
Small number 6 16.2 16.2 40.5
Large number 16 43.2 43.2 83.8
Majority 6 16.2 16.2 100.0
Total 37 100.0 100.0
The extent of practice depicts the depth of implementing agile management practices in
the organizational system. The current study categorized the levels of application into the
learning phase where the company is still at the preliminary stages of implementation, the "just
started" level where the company has begun implementation but at the novice levels, then the
"small number," where only a small proportion utilizes the concept while others do not. The
"larger number" comprises a stage where a significant portion of the organization utilizes the
agile approach but integrated with other management styles. Considering the outcome, most of

49. Agile Management 49
the participants reported being at the "larger number" category, where many organizations use
the project The scores for the majority, in the learning phase stood at 16.2% and a small number
had 16.2%, and finally, the just started category stood at 8.1%. The above descriptive statistics
show that most of the organizations had already commenced using agile practices, a factor that
makes them knowledgeable about the overall implementations.
4.1.7 What factors do you consider limitations for agile project management?
What factors do you consider limitations for agile project management?
Frequenc
y
Percent Valid
Percent
Cumulative
Percent
Valid
Lack of upfront
planning
5 13.5 13.5 13.5
Budgeting 7 18.9 18.9 32.4
Lack of predictability 10 27.0 27.0 59.5
Training requirements 9 24.3 24.3 83.8
Not suitable for small
organizations
3 8.1 8.1 91.9
None of the above 3 8.1 8.1 100.0
Total 37 100.0 100.0
As postulated in the literature review, agile management practices tend to accrue
numerous challenges and limitations that could potentially limit the applicability. The
respondents were asked to mention the factors they considered to mostly affect the
implementation of agile practices within their respective organizations. The outcome showed that
majority of the respondents at 27% indicated a lack of predictability as a major challenge.
Training requirements ranked second with a score of 24.3% as a major challenge in the
implementation process. The third limitation was budgeting, scoring 18.9%, followed by lack of
upfront planning, and finally unsuitable for small organizations.

50. Agile Management 50
Thus, the above responses reveal the severity of the limitations. The above factors could
be considered the major setbacks that determine the success of the implementation.
4.3 Impacts of the Agile Practices
The respondents got queried regarding their perceived impacts of the identified agile
practices. The practices queried in this context include continuous adaptation, deployment,
integration, and rapid feedback. The first case seeks the overall perceptions regarding the
application of the method. Below is the analysis of the responses.
4.3.1 The use of Agile method has significantly improved organizational
productivity
The use of Agile method has significantly improved organizational performance
Frequency Percent Valid Percent Cumulative Percent
Valid
Strongly disagree 3 8.1 8.1 8.1
Disagree 2 5.4 5.4 13.5
Neutral 7 18.9 18.9 32.4
Agree 15 40.5 40.5 73.0
Strongly agree 10 27.0 27.0 100.0
Total 37 100.0 100.0
The above question required the participants to state the overall impacts of the agile
method in their organizational productivity. The impacts of the approach create a general
perception about the applicability and use of the model in distinct organizational settings.
Considering the outcomes, the majority of the respondents, spanning 40.5% agreed that the agile
method has significantly improved organizational productivity. The second-largest score
comprised 27%, also depicting the groups that strongly agreed that the approach had improved
the operations and productivity within the firms. The neutral responses registered a score of

51. Agile Management 51
18.9%, an indication of the percentage that was not aware of the impacts brought by the process.
Based on the findings, the majority of the respondents consider the agile method to comprise
different elements that cumulatively influence the general output of the organizational teams.
Do you find the practice of continuous adaptation useful in Agile project management?
Frequency Percent Valid Percent Cumulative Percent
Valid
Strongly disagree 3 8.1 8.1 8.1
Disagree 4 10.8 10.8 18.9
Neutral 7 18.9 18.9 37.8
Agree 13 35.1 35.1 73.0
Strongly agree 10 27.0 27.0 100.0
Total 37 100.0 100.0
The above findings show that 27% strongly agree and 35.1% agree that the practice of adaptation
is useful in the process of Agile project management. Among the remaining, 18.9%, 10.8%, and
8.1% responded in neutral, disagreed, and strongly disagreed. This shows that a large percentage
supports the use of continuous adaptation in agile project management.
Do you find the practice of continuous deployment useful in Agile
project management?
Frequenc
y
Percent Valid
Percent
Cumulative
Percent
Valid
Strongly
disagree
3 8.1 8.1 8.1
Disagree 6 16.2 16.2 24.3
Neutral 6 16.2 16.2 40.5
Agree 11 29.7 29.7 70.3
Strongly agree 11 29.7 29.7 100.0
Total 37 100.0 100.0
The practice of continuous deployment remains a significant issue in agile project management.
The respondents expressed opinions regarding the use of continuous deployment in an agile
project. From the responses, the 29.7% agreed, 29.7% strongly agreed, 16.2% remained neutral,

52. Agile Management 52
16.2 disagreed, and 8.1% strongly disagreed. The above findings show that a large number of
respondents consider continuous deployment an important practice.
Do you find the practice of continuous integration useful in Agile
project management?
Frequenc
y
Percent Valid
Percent
Cumulative
Percent
Valid
Strongly
disagree
4 10.8 10.8 10.8
Disagree 5 13.5 13.5 24.3
Neutral 9 24.3 24.3 48.6
Agree 13 35.1 35.1 83.8
Strongly agree 6 16.2 16.2 100.0
Total 37 100.0 100.0
Relatively, continuous integration was considered a major practice in agile project management.
Based on the outcomes, 16.2% strongly agreed, 35.1% agreed, 24.3% remained neutral, and
10.8% strongly disagreed. This outcome illustrates that a large number supports the practice of
continuous integration.
Do you find the practice of continuous rapid feedback useful in Agile
project management?
Frequenc
y
Percent Valid
Percent
Cumulative
Percent
Valid
Strongly
disagree
2 5.4 5.4 5.4
Disagree 3 8.1 8.1 13.5
Neutral 7 18.9 18.9 32.4
Agree 12 32.4 32.4 64.9
Strongly agree 13 35.1 35.1 100.0
Total 37 100.0 100.0
The final question sought to establish the participant perceptions about continuous
feedback in agile project management. According to the outcome, 35.1% strongly agreed, 32.4%

53. Agile Management 53
agreed, 7% neutral, 8.1% agreed, and 5.4% strongly disagreed. Continuous feedback ensures that
the results of group actions are received within a short time, and improvements made to
streamline the output.
The results show that the majority of responses are in affirmative, with the participants
agreeing that indeed, the agile practices have influenced the organizational outcome. The
assenting responses reveal that the members have experienced the impact of the practices and
can attest to their effectiveness. A certain portion of the participants also disagreed with the
perceptions; these could be attributed to a lack of adequate understanding of the agile practices
and failure of the management to properly implement the technique. The responses represent the
respondents' perspective of the approach.

54. Agile Management 54
Correlations between the length of use and performance against the agile
practices
How long
has your
company
been using
Agile
managemen
t?
The use of
Agile
method has
significantl
y improved
organizatio
nal
productivity
Do you find
the practice
of
continuous
adaptation
useful in
Agile
project
managemen
t?
Do you find
the practice
of
continuous
deployment
useful in
Agile
project
managemen
t?
Do you find
the practice
of
continuous
integration
useful in
Agile
project
managemen
t?
Do you find
the practice
of
continuous
rapid
feedback
useful in
Agile
project
managemen
t?
How long
has your
company
been using
Agile
managemen
t?
Pearson
Correlati
on
1 .174 -.009 .608** .010 .151
Sig. (2-
tailed)
.302 .960 .000 .952 .374
N
37 37 37 37 37 37
The use of
Agile
method has
Pearson
Correlati
on
.174 1 .177 .195 -.150 .191

55. Agile Management 55
significantly
improved
organization
al
productivity
Sig. (2-
tailed)
.302 .293 .249 .375 .258
N
37 37 37 37 37 37
Do you find
the practice
of
continuous
adaptation
useful in
Agile
project
managemen
t?
Pearson
Correlati
on
-.009 .177 1 .207 .047 .265
Sig. (2-
tailed)
.960 .293 .220 .784 .113
N
37 37 37 37 37 37
Do you find
the practice
of
continuous
deployment
Pearson
Correlati
on
.608**
.195 .207 1 .003 .227
Sig. (2-
tailed)
.000 .249 .220 .985 .177

56. Agile Management 56
useful in
Agile
project
managemen
t?
N
37 37 37 37 37 37
Do you find
the practice
of
continuous
integration
useful in
Agile
project
managemen
t?
Pearson
Correlati
on
.010 -.150 .047 .003 1 .038
Sig. (2-
tailed)
.952 .375 .784 .985 .824
N
37 37 37 37 37 37
Do you find
the practice
of
continuous
rapid
Pearson
Correlati
on
.151 .191 .265 .227 .038 1
Sig. (2-
tailed)
.374 .258 .113 .177 .824

57. Agile Management 57
feedback
useful in
Agile
project
managemen
t?
N
37 37 37 37 37 37
**. Correlation is significant at the 0.01 level (2-tailed).
One sample T-test
One-Sample Test
Test Value = 0
T df Sig. (2-
tailed)
Mean
Difference
95% Confidence Interval of
the Difference
Lower Upper
What is your age? 19.064 36 .000 3.51351 3.1397 3.8873
What is your gender? 17.386 36 .000 1.24324 1.0982 1.3883
How many years have
you been in the
company?
22.364 36 .000 2.54054 2.3102 2.7709
Which of the following
best describes your area
of practice?
25.644 36 .000 3.10811 2.8623 3.3539
How long has your
company been using
Agile management?
18.811 36 .000 3.54054 3.1588 3.9223
To what extent has your
company been using
Agile management?
15.480 36 .000 3.35135 2.9123 3.7904
What factors do you
consider limitations for
agile project
management?
13.560 36 .000 3.18919 2.7122 3.6662

58. Agile Management 58
The use of Agile
method has
significantly improved
organizational
productivity
19.387 36 .000 3.72973 3.3396 4.1199
Do you find the practice
of continuous
adaptation useful in
Agile project
management?
17.871 36 .000 3.62162 3.2106 4.0326
Do you find the practice
of continuous
deployment useful in
Agile project
management?
16.660 36 .000 3.56757 3.1333 4.0019
Do you find the practice
of continuous
integration useful in
Agile project
management?
16.494 36 .000 3.32432 2.9156 3.7331
Do you find the practice
of continuous rapid
feedback useful in
Agile project
management?
20.004 36 .000 3.83784 3.4487 4.2269
Group Statistics
What is your
gender?
N Mean Std.
Deviation
Std. Error
Mean
What is your age?
Male 28 3.5357 1.10494 .20881
Female 9 3.4444 1.23603 .41201
How many years have
you been in the
company?
Male 28 2.6071 .68526 .12950
Female
9 2.3333 .70711 .23570
Which of the following
best describes your area
of practice?
Male 28 3.0000 .76980 .14548
Female
9 3.4444 .52705 .17568
How long has your Male 28 3.3929 1.16553 .22026

59. Agile Management 59
company been using
Agile management?
Female
9 4.0000 1.00000 .33333
To what extent has
your company been
using Agile
management?
Male 28 3.3214 1.36228 .25745
Female
9 3.4444 1.23603 .41201
What factors do you
consider limitations for
agile project
management?
Male 28 3.3571 1.41981 .26832
Female
9 2.6667 1.41421 .47140
The use of Agile
method has
significantly improved
organizational
productivity
Male 28 3.6786 1.15642 .21854
Female
9 3.8889 1.26930 .42310
Do you find the
practice of continuous
adaptation useful in
Agile project
management?
Male 28 3.6786 1.15642 .21854
Female
9 3.4444 1.50923 .50308
Do you find the
practice of continuous
deployment useful in
Agile project
management?
Male 28 3.3929 1.34272 .25375
Female
9 4.1111 1.05409 .35136
Do you find the
practice of continuous
integration useful in
Agile project
management?
Male 28 3.1786 1.21879 .23033
Female
9 3.7778 1.20185 .40062
Do you find the
practice of continuous
rapid feedback useful
in Agile project
management?
Male 28 3.7857 1.16610 .22037
Female
9 4.0000 1.22474 .40825

60. Agile Management 60
Independent Samples Test
Levene's Test
for Equality of
Variances
t-test for Equality of Means
F Sig. t df Sig. (2-
tailed)
Mean
Difference
Std. Error
Difference
95% Confidence
Interval of the
Difference
Lower Upper
What is your age?
Equal
variances
assumed
.040 .843 .210 35 .835 .09127 .43538 -.79260 .97514
Equal
variances
not assumed
.198 12.395 .847 .09127 .46191 -.91159 1.09413
How many years have you
been in the company?
Equal
variances
assumed
.050 .825 1.035 35 .308 .27381 .26451 -.26318 .81080
Equal
variances
not assumed
1.018 13.202 .327 .27381 .26894 -.30629 .85390
Which of the following
best describes your area of
practice?
Equal
variances
assumed
.209 .651 -
1.607
35 .117 -.44444 .27648 -1.00573 .11684
Equal
variances
not assumed
-
1.948
19.953 .066 -.44444 .22810 -.92032 .03143

61. Agile Management 61
How long has your
company been using Agile
management?
Equal
variances
assumed
1.442 .238 -
1.402
35 .170 -.60714 .43293 -1.48603 .27175
Equal
variances
not assumed
-
1.520
15.629 .149 -.60714 .39953 -1.45576 .24147
To what extent has your
company been using Agile
management?
Equal
variances
assumed
.380 .542 -.241 35 .811 -.12302 .51134 -1.16110 .91507
Equal
variances
not assumed
-.253 14.798 .804 -.12302 .48583 -1.15977 .91374
What factors do you
consider limitations for
agile project
management?
Equal
variances
assumed
.042 .839 1.270 35 .212 .69048 .54355 -.41299 1.79395
Equal
variances
not assumed
1.273 13.600 .224 .69048 .54242 -.47611 1.85706
The use of Agile method
has significantly improved
organizational
productivity
Equal
variances
assumed
.067 .797 -.464 35 .646 -.21032 .45336 -1.13070 .71006
Equal
variances
not assumed
-.442 12.573 .666 -.21032 .47621 -1.24266 .82203
Do you find the practice
of continuous adaptation
useful in Agile project
Equal
variances
assumed
2.030 .163 .490 35 .627 .23413 .47740 -.73505 1.20330

62. Agile Management 62
management? Equal
variances
not assumed
.427 11.186 .678 .23413 .54850 -.97066 1.43891
Do you find the practice
of continuous deployment
useful in Agile project
management?
Equal
variances
assumed
2.080 .158 -
1.462
35 .153 -.71825 .49142 -1.71589 .27939
Equal
variances
not assumed
-
1.657
17.140 .116 -.71825 .43341 -1.63211 .19560
Do you find the practice
of continuous integration
useful in Agile project
management?
Equal
variances
assumed
.511 .480 -
1.287
35 .206 -.59921 .46554 -1.54430 .34589
Equal
variances
not assumed
-
1.297
13.719 .216 -.59921 .46211 -1.59224 .39383
Do you find the practice
of continuous rapid
feedback useful in Agile
project management?
Equal
variances
assumed
.012 .915 -.474 35 .638 -.21429 .45206 -1.13201 .70344
Equal
variances
not assumed
-.462 13.014 .652 -.21429 .46393 -1.21643 .78786