People Factors Influencing Project Success in Software Development: A Survey of Agile Development Teams in Indonesia

Abstract

Currently, agile is one method often used in software development. However, implementing agile is not easy. Many factors can affect the successful implementation of agile software development (ASD). One of the factors that often arise is individuals/people. Previous research has proven that the people factor is one of the factors that can increase the success of ASD implementation. However, only one study focuses on the people factor that researchers in Portugal have done. Therefore, this study attempts to identify the effect of people's factors on the success of ASD in Indonesia. Respondents in this study are individuals who have or are currently using ASD. Data collection in this study used a questionnaire and validated the data using Partial Least Squares–Structural Equation Modeling (PLS-SEM). The findings of this study indicate that team capability influences the success of ASD implementation, while personal characteristics, societal culture, and customer involvement have no effect. In addition, other findings personal characteristics can affect team capabilities and customer involvement.

An Insight into the Capabilities of Professionals and Teams in Agile Software Development: An Update of the Systematic Literature Review

“…We observed that most studies address team level only (61%), followed by five studies that discuss individual level (27%), and two studies that discuss both team and individual levels together (12%). Studies that addressed together social and technical factors are predominant (50%) (P1 [37], P2 [38], P3 [39], P6 [42], P7 [43], P8 [44], P10 [46], P15 [51], P18 [54]). Studies that consider social only factors represent 44% (P4 [40], P12 [48], P13 [49], P9 [45], P11 [47], P14 [50], P16 [52], P17 [53]).…”

“…Study P1 [37], defined capability related to individuals and teams, while study P3 [39] defined competence about individuals. Studies P4 [40], P6 [42], P15 [51], and P18 [54] expressed capabilities pertaining to teams.…”

“…Wiedemann et al (P15 [51]) stated that competency models precisely describe the skills, knowledge, attitudes, and traits needed for a job position or role. Fadilah et al (P18 [54]) associated capability with the team and defined high commitment and technical expertise as team capabilities that can reduce risks and increase project success.…”

“…In terms of professional capabilities within teams, the most frequently cited attributes were technical expertise (P2 [38], P6 [42], and P18 [54]), diversity of competencies (P1 [37], P6 [42], and P17 [53]), testing experience (P8 [44] and P15 [51]), domain knowledge (P2 [38] and P15 [51]), programming language (P2 [38] and P7 [43]), and experience with various tools (P2 [38] and P7 [43]). As demonstrated by Costa et al [55], technical expertise remains crucial in forming agile teams.…”

“…The rest of the new attributes were unique to individual studies, with studies P11 [47] and P7 [43] specifically highlighting innovative team skills like openness to creativity, agile adaptation, and task variety/innovation. [54]) showed that team capability and personal traits are crucial for ASD project success. These findings underscore the importance of interpersonal and technical skills in ASD.…”