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Agile Project Management and Effects of Scaling Agile for Software Delivery

  • Hemant Sharma

    Hemant Sharma is a Research Scholar in the Department of Management at Symbiosis Centre for Research andInnovation, Symbiosis International University, Pune, India. He has 13 years of experience in Agile Project Management within the IT industry and hold an Executive MBA in Operations from Symbiosis Institute ofManagement Studies. He also hold a Bachelor of Engineering (B.E.) in Computer Science. His research focuses onagile methodologies and the effects of scaling Agile in software delivery.

     EMAIL logo     und Alpana Agarwal

    Dr Alpana Agarwal is a Assistant Professor in Symbiosis Centre For Management Studies, Symbiosis International (Deemed University), Noida, India. She has 16 years of teaching experience. Her major areas of research include bioinspired management system, performance management, block chain tech., IoT, attrition, work life balance, etc.She has more than 30 publications in refereed journals. She is the reviewer of many refereed journals.
Veröffentlicht/Copyright: 20. November 2025
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Abstract

Agile is a popular technique for continuous improvement. To remain competitive, firms must adopt it for softwaredelivery. Large-scale organizations, in particular, need to scale agile methods. This process blends agile with otherlean practices. Scaling aims to create an agile culture, not just alter existing systems. This research investigates theimplications and challenges of this adoption. The study implements quantitative techniques using SPSS version 23.Data was gathered from software engineers in Indian firms via questionnaires. A purposive sampling strategy wasused for data analysis. The research focuses on scaling agile and its impact on software product quality. Descriptivestatistics and regression tests were performed on the data. Results confirm scaling agile is important, highlighting itsbenefits and challenges.

Abstract

Agile ist eine beliebte Technik zur kontinuierlichen Verbesserung. Um wettbewerbsfähig zu bleiben, müssen Unternehmen sie bei der Softwarebereitstellung übernehmen. Insbesondere große Organisationen müssen agile Methoden skalieren. Dieser Prozess verbindet Agile mit anderen Lean-Praktiken. Ziel der Skalierung ist es, eine agile Kultur zu schaffen und nicht nur bestehende Systeme zu verändern. Diese Forschung untersucht die Auswirkungen und Herausforderungen dieser Einführung. Die Studie implementiert quantitative Techniken unter Verwendung von SPSS Version 23. Die Daten wurden von Softwareentwicklern in indischen Unternehmen über Fragebögen gesammelt. Für die Datenanalyse wurde eine gezielte Stichprobenstrategie verwendet. Die Forschung konzentriert sich auf die agile Skalierung und ihre Auswirkungen auf die Qualität von Softwareprodukten. An den Daten wurden deskriptive Statistiken und Regressionstests durchgeführt. Die Ergebnisse bestätigen, dass eine agile Skalierung wichtig ist, und verdeutlichen ihre Vorteile und Herausforderungen.

Keywords: Agile; Lean Practices; Significance; Challenges; Product Delivery; Quality
Schlüsselwörter: Agil; Lean-Praktiken; Bedeutung; Herausforderungen; Produktlieferung; Qualität

Note

This article is peer reviewed by the members of the ZWF Advisory Board.

About the authors

Hemant Sharma

Hemant Sharma is a Research Scholar in the Department of Management at Symbiosis Centre for Research andInnovation, Symbiosis International University, Pune, India. He has 13 years of experience in Agile Project Management within the IT industry and hold an Executive MBA in Operations from Symbiosis Institute ofManagement Studies. He also hold a Bachelor of Engineering (B.E.) in Computer Science. His research focuses onagile methodologies and the effects of scaling Agile in software delivery.

Dr. Alpana Agarwal

Dr Alpana Agarwal is a Assistant Professor in Symbiosis Centre For Management Studies, Symbiosis International (Deemed University), Noida, India. She has 16 years of teaching experience. Her major areas of research include bioinspired management system, performance management, block chain tech., IoT, attrition, work life balance, etc.She has more than 30 publications in refereed journals. She is the reviewer of many refereed journals.

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Published Online: 2025-11-20
Published in Print: 2025-11-20

© 2025 Walter de Gruyter GmbH, Berlin/Boston, Germany

Artikel in diesem Heft

  1. Inhalt
  2. Editorial
  3. Durchgängiger Informationsfluss über den Lebenszyklus
  4. Fabrikplanung
  5. Modulare Fabrikplanung mit der Integrierten Unternehmensmodellierung
  6. Operative Umzugsplanung mit Bestandsdigitalisierung
  7. Additive Fertigung
  8. Entwicklung einer additiven Produktionszelle
  9. Nachhaltige Produktion
  10. Wärmekontaktleitwert
  11. Fehlermanagement
  12. Semantische Datenmodellierung für Fehlermanagement auf dem Shopfloor
  13. Störungsmanagement
  14. Intelligente Störungserfassung in der kundenindividuellen Fertigung
  15. Resilienz
  16. Modellbasierte automatisierte Kontrollen
  17. Arbeitsproduktivität
  18. Champions League der Produktivität
  19. Lean Leadership
  20. Führen vor Ort: Lean Leadership als Hebel für Veränderung in der Praxis
  21. Wissensmanagement
  22. Implizites Wissen in Unternehmen
  23. Praxisorientierte Schulung
  24. Entwicklung einer praxisnahen MBSE-Schulung
  25. Agile Methods
  26. Agile Project Management and Effects of Scaling Agile for Software Delivery
  27. Künstliche Intelligenz
  28. Künstliche Intelligenz spricht jetzt die Sprache der Produktion
  29. Mensch und Maschine im Team
  30. Digitaler Zwilling
  31. Digitaler Zwilling für den Einsatz von Autonomer Mobiler Robotik
  32. 3D-Visualisierung
  33. OntoXR: XR-gestützte 3D-Visualisierung komplexer Ontologien
  34. Vorschau
  35. Vorschau
https://doi.org/10.1515/zwf-2025-1128
Schlagwörter für diesen Artikel
Agile; Lean Practices; Significance; Challenges; Product Delivery; Quality

Artikel in diesem Heft

  1. Inhalt
  2. Editorial
  3. Durchgängiger Informationsfluss über den Lebenszyklus
  4. Fabrikplanung
  5. Modulare Fabrikplanung mit der Integrierten Unternehmensmodellierung
  6. Operative Umzugsplanung mit Bestandsdigitalisierung
  7. Additive Fertigung
  8. Entwicklung einer additiven Produktionszelle
  9. Nachhaltige Produktion
  10. Wärmekontaktleitwert
  11. Fehlermanagement
  12. Semantische Datenmodellierung für Fehlermanagement auf dem Shopfloor
  13. Störungsmanagement
  14. Intelligente Störungserfassung in der kundenindividuellen Fertigung
  15. Resilienz
  16. Modellbasierte automatisierte Kontrollen
  17. Arbeitsproduktivität
  18. Champions League der Produktivität
  19. Lean Leadership
  20. Führen vor Ort: Lean Leadership als Hebel für Veränderung in der Praxis
  21. Wissensmanagement
  22. Implizites Wissen in Unternehmen
  23. Praxisorientierte Schulung
  24. Entwicklung einer praxisnahen MBSE-Schulung
  25. Agile Methods
  26. Agile Project Management and Effects of Scaling Agile for Software Delivery
  27. Künstliche Intelligenz
  28. Künstliche Intelligenz spricht jetzt die Sprache der Produktion
  29. Mensch und Maschine im Team
  30. Digitaler Zwilling
  31. Digitaler Zwilling für den Einsatz von Autonomer Mobiler Robotik
  32. 3D-Visualisierung
  33. OntoXR: XR-gestützte 3D-Visualisierung komplexer Ontologien
  34. Vorschau
  35. Vorschau
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