International Journal of Advanced Engineering, Management and

Science (IJAEMS)
Peer-Reviewed Journal
ISSN: 2454-1311 | Vol-10, Issue-7; Nov-Dec, 2024
Journal Home Page: https://ijaems.com/
DOI: https://dx.doi.org/10.22161/ijaems.107.15

Analysis of Telecom Projects using Agile Framework

Aqib Shahzad

[email protected]

Received: 17 Nov 2024; Received in revised form: 16 Dec 2024; Accepted: 21 Dec 2024; Available online: 26 Dec 2024

Abstract— The telecoms sector is the focus of this research project, which thoroughly explores the critical
success factors associated with the implementation of Agile project management techniques. It has shown
out to be beneficial in the industry of telecommunications, notably in digital services and managed services.
Research is primarily focused on identifying the key success factors related to both individuals &
organizational aspects, and how they impact the success of projects within the managed services and digital
services functional departments of selected organizations. The study examines the influence of 5 major
variables which includes Team Size, Team Communication, Team Performance, Customer Involvement, and
Management Involvement. Survey was conducted using random sampling, and 110 participants from two
telecom organizations, Pakistan Telecommunication Company Ltd (PTCL) and Special Communications
Organization (SCO), replied. According to findings, team size and performance (in terms of experience &
Agile expertise) was found as critical success element. Furthermore, active customer interaction on a daily
basis, as governance (rather than micromanagement), was highlighted as essential factors to project success.
These five variables appeared as essential in this study. The study found a positive correlation between these
characteristics and project performance, specifically in terms of project value. However, it was not possible
to make precise statistical predictions about the strength of this association. Study also identified additional
areas for investigation, with a particular emphasis on team communication, customer interaction, contract
formats, and internal corporate regulations. While the study provided new insights into contract formats and
the use of Agile methodology in quality assurance, more research is needed to gain a better understanding
of the impact of people and organizational factors, especially in the telecommunications industry, which
includes data services and managed services functional domains.
Keywords— AGILE, Agile Project Management, Digital Services, Telecommunications, Agile
Telecommunication Projects, Managed Services.

I. INTRODUCTION service vendors are businesses which supply services to

In corporate environment, it is critical to react to fast- service providers, which are then delivered to market
changing market needs in the sector of telecommunications customers or end-users. In essence, a telecommunication
and the services provided to subscribers. With fierce rivalry service provider is a licensed operator who is authorized to
and a large number of operators, frequently three or more provide telecommunication services to people in a specific
per country, company leaders must be continually on the country. The telecommunications service vendor, on the
lookout for new opportunities and responding to changes other hand, is responsible for building the network
begun by their competitors. This circumstance forces infrastructure and supplying services to service providers,
service providers to consider agile methods in order to allowing them to lawfully offer services to the general
handle these changes efficiently and avoid losing market public in the country.
share to competitors. Every project requires the implementation of a technique
The projects are integrated into business operations by (Murugaiyan, 2012). Waterfall, V-model, and agile project
organizations (Brosseau et al., 2019). There are two management strategies are examples (Balaji. 2012). The
separate entities within the telecommunications business suitable approach is chosen based on the specific qualities
(Techie, 2017): (Investopedia, 2019). Telecommunication of the project that an organization wishes to undertake. The

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agile methodology is recommended for projects that have Background

frequent scope changes, can be broken down into smaller Telecommunication vendors (Techie, 2017) are looking for
tasks, require competent workers, and must be completed the best approach to assure effective project delivery to
within a specific deadline. Organizations choose project telecommunication providers, often known as "customers"
management methodologies depending on a number of (Investopedia, 2019). The necessity for a technique that can
criteria, including the type of project, unique requirements, effectively deal with quick changes in requirements has
contractual duties, and project objectives (Balaji and become critical and substantial, prompting the development
Murugaiyan, 2012). of Agile project management as a solution to problem.
Projects are critical in the telecommunications business Agile project management manifesto (Beck et al. 2001) acts
because service delivery is primarily reliant on project as road map for individuals who use Agile project
execution. Because the nature, scope, and objectives of management technique, guiding them in creating projects in
projects can vary substantially, project management offices accordance with the manifesto's principles. Goncalves
within organizations must take a professional approach to (2020) defines "agile methodology" as a set of great
ensure effective project outcomes (Hirner et al., 2019; practices utilized for software development in the modern
Balashova and Gromova, 2017; Serti et al., 2007). world, basing his description on Beck et al.'s (2001) Agile
Organizations can effectively deploy agile approaches that manifesto. Goncalves explains Agile methodology and
are aligned with their unique circumstances and describes the Agile transformation path using Beck et al.'s
requirements by carefully examining these criteria. twelve principles and four values. Since the creation of the
Agile project management is recognized as a novel strategy manifesto, research on Agile methodology has evolved
for successfully conducting information systems continuously introducing new ideas. In order to ensure
development programs in dynamic and changing project success, each organization must carefully identify
environments (Diegmann et al., 2018). the most appropriate methodologies to use.
Telecommunications sector (Techie, 2017) includes many - Short History of Agile
domains, one of which is telecommunications (Balashova
Agile development is a methodology that was first proposed
and Gromova, 2017).
in the early 1990s. It was created as an alternative to the
Digital services largely include product or project strategy, traditional waterfall model of development. In agile, is
solutions, and delivery (Speta, 2011). There is a particular developed in short cycles, or sprints, and each sprint focuses
emphasis in this industry on using agile approaches to on a specific set of features. This allows for more flexibility
successfully respond to quick changes in market needs and and iteration than the waterfall model. Agile has become
competition. Digital services (DS) projects can range in size increasingly popular in recent years, and many
from modest to medium-sized, as well as complicated organizations have adopted it as their primary method of
projects that might last for years, such as transformation development.
initiatives. The existence of a solution unit in the DS
- Agile Mindset
domain is notable since it allows for close closeness to
clients and promotes the translation of their needs into As a result, Agile is a mindset founded on the ideas and
deliverable solutions. principles of the Agile Manifesto. These beliefs and
principles demonstrate how to generate and adapt to change,
The managed services domain is divided into two
as well as deal with uncertainty. The opening statement of
subdomains (Kumbakara, 2008). The first subdomain is
the Agile Manifesto encapsulates the entire concept: "By
devoted to pure operations, with a focus on network
doing it and helping others do it, we are discovering new
management and key performance indicators (KPIs).
ways of building." When faced with uncertainties, try
Simply said, this subdomain guarantees that the network
something you think could work, get feedback, and make
runs smoothly and efficiently, in accordance with set
changes as needed. Keep the ideals and principles in mind
metrics and performance criteria. Application Development
when you accomplish this. Allow the frameworks,
and Modernization (ADM) is the second subdomain. There
methodologies, and approaches you use to engage with your
are two key concepts in ADM. The first notion, known as
team and give value to your customers to be informed by
the Business Management (BM) process, is adding
your context.
configurations to existing systems in order to define new
business offers. The second concept, which falls under the - Agile Development Model
purview of the ADM concept, entails creating code from According to the Agile model, each project should be
scratch to generate whole new business solutions. handled differently, and current approaches should be
updated to better match the project objectives. In Agile,

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tasks are divided into time boxes (small time intervals) to follows:
provide specific features for a release. It is an iterative
process, with each iteration yielding a functional build.
Each build is incremental in terms of features; the final
version has all of the features required by the customer.

Fig 1.2: Scrum Method

a) The Scrum Master holds the responsibility for team

Fig 1.1: Agile Development Model organization, coordinating sprint meetings, and
eliminating obstacles that hinder progress.
b) The Product Owner is responsible for delivering
Agile thinking emerged early in development and gained in
functionality during each iteration and constructing the
favor over time due to its flexibility and adaptability. Some
product backlog.
of the most well-known agile techniques (1995) are
Rational Unified Process (1994), Scrum (1995), Crystal c) Scrum Meeting: A scrum meeting is a short, daily
Clear, Extreme Programming (1996), Adaptive meeting where team members discuss what they have
Development, Feature Driven Development, and Dynamic accomplished since the last meeting and what they plan
Systems Development Method (DSDM). Following the to do before the next one. This type of meeting helps
2001 publication of the Agile Manifesto, these are now ensure that everyone is on the same page and that tasks
known as Agile Methodologies. are being completed in a timely manner.

- Agile Development Process Use d) Product Backlog: It is an agile artefact that captures
what needs to be delivered in order to achieve the
There are several common development methodologies,
desired outcome. The product backlog items are
such as Scrum, Extreme Programming, and Feature-Driven
ordered by priority, with the most important items at
Development (FDD). The processes involved in these
the top. As new items are added, they are placed in
methodologies are planning meetings, test-driven
priority order based on their impact on the business.
development, pair programming, stand up meetings and
sprints. With Agile, people and the tasks their team does are - SCRUM Process Flow
the focus of development. An important aspect of the Agile a) The team works on the set sprint backlog
development is the teams (self-organizing cross-functional) b) The team checks for daily work
collaborating to finish a project. For example, those
c) At the end of the sprint, the team provides product
development teams would create their own plans to
complete a task based on using best practices for their functionality
context while they keep in mind their potential failure and d) The product backlog is a list where all information
crisis management should they encounter an issue or is included to achieve the final-product
problem. Those self-organizing teams should also work - Benefits of Using the AGILE Methodology
with other members who have different expertise as needs
Agile methodology is a set of practices and methods that
arise. Managers will still play a role in an agile
encourage collaboration and flexibility in the development
environment; however, managers aid in implementing
process. It has become popular in recent years because it
change within an agile project by creating a group that
helps to improve communication, speed up project
possesses or acquires skill sets to tackle projects
completion, and reduce risks. Following are some of the
successfully.
benefits of using agile methodology in your project.
- SCRUM
On Time Delivery
It's a technique used in agile development. Scrum is named
Organizations that adopt agile methodology achieve a
after the rugby strategy and believes it's more beneficial to
number of benefits, including on-time delivery. The
work in small teams than large ones. Within this method
traditional waterfall development process often results in
there are three categories, with their responsibilities as
projects taking longer than necessary to complete. This is

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because the traditional process involves a long and detailed can lead to improved satisfaction levels. In addition, agile
planning phase followed by a long and detailed methods help Organizations reduce the amount of time
development phase. During the planning phase, developers needed to deliver products or services, which can also lead
are required to compile a detailed list of features and specs, to increased customer satisfaction.
which can be difficult to change once the project has begun. Overall, the agile methodology is a useful way for
This can also lead to delays in the development phase, as organizations to improve their customer satisfaction ratings.
developers need time to incorporate all the proposed
Better Control
changes into the project.
Agile methods allow for better control over project
Agile methodology, on the other hand, focuses on
deadlines and product quality. By working incrementally
completing projects quickly and efficiently. This is done by
and continuously testing, agile techniques help developers
breaking projects down into small, manageable pieces and
to find and fix errors early, saving time and money.
building them until they are completed. This approach
Furthermore, agile methods promote collaboration among
allows for more flexibility in project planning and
team members, which leads to a better understanding of the
development, which leads to quicker completion times. In
project and an increased ability to meet deadlines. With
addition, agile methods often result in improved quality
everyone working together in an open environment, the
because they allow for more rapid feedback and iteration
project can move more quickly and efficiently. Overall,
between stakeholders.
agile techniques offer many advantages for both the
Superior Quality Product developers and the organization as a whole - making it a
Agile methodology is more than just a development popular choice for projects of all types.
methodology. It's a way of life, one that stresses Improved Project Predictability
collaboration and communication, focus on customer needs
The agile methodology has been shown to be an effective
and constant learning. The benefits of embracing agile are
tool for improving project predictability. This allows for
clear: superior quality products that are delivered on time
better planning and communication, which in turn leads to
and on budget. With an agile process in place,
a more efficient and successful project. One of the key
communication between team members is key. This allows
benefits of using the agile methodology is that it helps to
for seamless integration of new features and updates into the
overcome the "waterfall model" mentality. The waterfall
product, resulting in a better user experience and less
model is a process where a project is planned and executed
rework. An agile process allows for quicker development
in a sequential manner, with each step requiring prior
times, leading to a faster time to market. This can be
completion of the previous step. However, this model can
essential in the ever-competitive world of technology.
be inefficient because it can lead to delays in project
By implementing an agile process, you can reduce costs milestones.
associated with developing. The streamlined workflow will
By using the agile methodology, projects are able to move
help keep your team organized and coordinated, allowing
faster and more efficiently through the stages of
for more accurate estimates and fewer missteps. An agile
development. This allows for a more accurate prediction of
process leads to higher quality products by encouraging
when certain tasks will be completed and ultimately leads
teams to work quickly and efficiently without
to a more accurate end product.
compromising on quality. By minimizing errors from the
start, you can ensure that your final product is of the highest Reduced Risks
caliber. Agile methodologies help to reduce the risks associated
Customer Satisfaction with project delivery. This is because they emphasize
communication and collaboration between team members,
The agile methodology is a process that helps organizations
which helps to eliminate misunderstandings and potential
to be more responsive to customers and improve their
conflict. Another benefit of agile methodology is that it
overall customer satisfaction. By using the agile
allows teams to adapt quickly to changes in the
methodology, organizations can increase their ability to
environment. This means that they are able to respond more
respond quickly to changes in the marketplace and provide
effectively to unforeseen challenges and problems. Overall,
better service to their customers.
agile methods provide a number of advantages that can help
Organizations that use the agile methodology often find that organizations achieve their goals faster and with fewer
they are able to improve their customer satisfaction ratings. risks.
This is because agile methods help organizations to become
more responsive to customer needs, and this responsiveness

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Increased Flexibility success element, emphasizing the importance of

Agile methodology has been shown to lead to increased organizations assessing their contextual factors, corporate
flexibility. This is because agile encourages the use of short, culture, business practices, and systems before applying
iterative cycles that allow for changes to be made quickly agile project management methodologies.
and easily. As a result, projects are able to move faster and Rationale of the Research
achieve their objectives more quickly. Furthermore, Based on the literature analysis, this study has reduced its
because agile is incremental, it is less risky and allows for focus to two components: people and organizational factors.
corrections along the way. This methodology also leads to These characteristics were chosen because of their
a better understanding of the problem and results in better importance to the organization and the time limits of the
solutions. study project, which hindered the examination of all
Continuous Improvement variables.
Agile methodologies are designed to help organizations Research Questions
achieve continuous improvement. According to the • Does utilization of APM methodologies is
National Institute of Standards and Technology, "Each advantageous for success of DS and MS functional
iteration of the agile methodology focuses on delivering domains?
working frequently, with a focus on customer satisfaction."
This approach encourages teams to continuously assess • Which are the key factors associated with
their work and make necessary changes in order to improve implementation of APM techniques which have
the quality and efficiency of their work. the most significant impact on project success?

Agile development, according to Dipendra Ghimire, has an • Is there a correlation between effective APM and
impact on team communication, project requirements, and factors like team communication, team size, and
project priorities, with more practices being followed team performance?
correlating with better project outcomes. Rashina Hoda Objectives
discusses the Rise and progress of Agile Development in a
• Performing extensive literature review for
research paper, providing a historical review of agile's
identifying gaps in current research & knowledge.
primary focus areas as well as a holistic synthesis of its
tendencies, their progress over the past two decades, and • Analyzing key critical factors linked to successful
agile's current position and anticipated future. Elvan Kula implementation of agile project management &
conducted a study called Factors Affecting On-Time attaining project value.
Delivery in Large-Scale Agile Development, which • Investigating correlation b/w APM and team
discovered that factors like requirements refinement, task communication, size, and performance.
dependencies, organizational alignment, and organizational
• Confirming outcomes obtained through a
politics are perceived to have the greatest impact on time
quantitative research methodology.
delivery, whereas proxy measures like project size, number
of dependencies, historical delivery performance, and team Research Significance
familiarity can help explain a large degree of schedule Based on a restricted literature survey, the researcher's
deviations. present study topic targets a relatively unexplored region
Problem Statement within the telecommunications industry, focusing primarily
on DS and MS departments. The researcher aims to
Telecomm services providers in Telecommunication sector,
contribute valuable insights to the field of project
particularly in DS or MS, confront the issue of frequently
management, particularly within the telecommunications
changing requirements and the necessity to deliver project
industry. Following are five independent variables:
value fast while adjusting to these changes in order to
achieve time-to-market (TTM) targets. Agile project • Team Size
management methods may be modified in order to meet the • Team Capability
needs of organizations while maintaining the essential
• Team Communication
ideals and concepts of agile techniques. Nguyen (2016)
emphasizes the value of relevant agile engineering • Customer involvement
methodologies, appropriate technology and development • Management Involvement
tools, and customer involvement for agile production teams,
The dependent variables are:
which is consistent with earlier research on CSFs.
Researchers identify team size as the most important • Project Value measured in terms of time to market

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Shahzad International Journal of Advanced Engineering, Management and Science, 10(7) -2024

(TTM) organizations (Doyle et al., 2005).

It seeks to validate the effectiveness of Agile methodology The timely completion of the project scope within the
in Digital Services & Managed Services departments. allotted budget is often seen as the definition of success for
projects under the traditional idea of project management
Even if a project is finished on schedule and within budget,
II. BACKGROUND
it is still important to emphasize its worth. This is such that
According to World atlas in 2019, telecommunications if a project is not supplied with upfront value, market
plays a big part in contributing to the global GDP. In the dynamics may change and perhaps make it obsolete
United States, for example, telecommunications are the (McGaughy et al., 2018). Let's use the development of a
tenth largest contributor to GDP, accounting for 4% of the website as an example to highlight the importance of project
total (World atlas, 2019). To reduce the focus, this study value. However, the project would not be deemed
will look exclusively at the IT component of successful if end users had difficulty finding the necessary
telecommunication, also known as "IT telecom." Two information quickly. Another illustration involves putting
specific departments within IT telecom will be investigated an application atop a new technology, like 5G in the telecom
i.e. Digital Services Department and the Managed Services sector. Failure to provide the application sooner would
department. reduce its expected value if the project is intended to be
DS department is an essential component of information finished within a year but, after six months, there is a
technology that incorporates all IT services, from project pressing need for it since it has the potential to generate
management to rollout and delivery. It is crucial to highlight large money. Therefore, the ability to achieve the required
that many telecommunications organizations have moved outputs and benefits in line with strategic goals, regardless
their focus from a product-oriented to a service-oriented of adherence to budget and deadline constraints, is the
strategy, giving rise to the dominance of the digital services primary definition of project success.
department in the telecom sector (Williams et al., 2008). In the IT and digital industries, agile project management
Apple, Amazon, and eBay are currently key market has grown significantly in popularity (Kaur et al., 2015).
participants in the digital service provider arena, with a This is mainly because of the current digital transformation
large presence and impact in the industry. period and the ever-changing requirements that
The operational characteristics and performance of the organizations must meet in order to complete projects. A
services offered by communications service providers, on thorough assessment of the literature was undertaken to
the other hand, must be monitored by a managed services pinpoint the research gap and lay the groundwork for the
department. 20% yearly growth has been recorded in the study. This review focused on the material that was
market for managed IT services (Speta, 2011; Kumbakara, pertinent to the subject at hand and identified the most
2008). The market has been thoroughly examined by Speta suitable principles to direct the investigation.
(2011) and Kumbakara (2008), who have shown that it is In agreement with these authors, Goncalves (2020)
extremely competitive, with a wide spectrum of service acknowledged the presence of various agile approaches,
providers, from tiny businesses to huge corporations, many of which have similar practices, traits, and
competing for a competitive advantage. philosophies. Nevertheless, each agile methodology has its
It is clear how important project management is to many own special techniques, jargon, and tactics when it comes
organizational endeavors. The emphasis has switched from to implementation. All of these approaches were compared
product-centric to service-oriented approaches among by Goncalves (2020), who highlighted the benefits,
telecom vendor providers. As a result, organizations are drawbacks, and best practices of each method.
giving their project managers and program directors top Scrum is a management and control system that handles
priority because they understand the critical role they play iterations and increments across a range of project types. It
in managing these companies successfully. The suggested is an adaptable framework that may be used with various
research project will look into the DS and MS divisions of agile approaches. Because Scrum may increase productivity
the IT telecommunications industry. while providing simplicity and flexibility, it has become
When compared to conventional project management increasingly popular within the agile technique. According
frameworks, agile project management approaches include to Al-Zewairi et al. (2017) and Margini et al. (2017), the
a number of techniques that have proven to be more Scrum framework offers rules for using product backlogs,
effective (Onag, 2017). Because they allow staff to adjust to working with cross-functional production teams, involving
constantly changing customer requirements, these strategies key roles like the product owner and scrum master, and
are highly advised for IT-related work and developing holding sprint retrospective meetings. Agile teams may

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produce products with fewer problems and challenges by system while staying inside the allotted budget and
successfully performing sprints, which are crucial to both achieving user expectations is essential. Gathering end-user
Scrum and agile approaches as a whole. requirements is a key step in the analysis phase, and users
Lean software was created by Mary and Tom Poppendieck are essential in defining all the features and expectations for
as an iterative process in 2003. They see it as a continuation the new system. The decision-making phase of the
of the lean business movement, which Toyota first applied development process is followed by the design phase,
to lean manufacturing. Lean software adheres to the during which the new system's blueprint is developed. In
following seven guiding principles in order to deliver this stage, data flow diagrams, charts, and other visual
complex software systems: According to Al-Zewairi et al. representations of the project's flow are created.
(2017) and Margini et al. (2017), these seven goals include Additionally, sample prototypes may be created to obtain
generating knowledge, ensuring quality, delivering quickly, client feedback that the programmer will utilize to develop
honoring commitments, promoting a culture of respect for the product. Following development, the software must then
people, optimizing the system, and removing waste. The be implemented before being evaluated and having user
lean technique relies on open lines of communication input gathered. If the product doesn't satisfy customer
between consumers and programmers and places a needs, it goes through a maintenance phase to fix the
significant emphasis on speed and efficiency. Lean places a problems.
strong emphasis on the flexibility and efficiency of The Crystal process is recognized as one of the easiest and
individual or small team decision-making rather than the most effective methods for developing applications. It
use of hierarchical decision-making procedures. The goal is includes a variety of agile systems, including Crystal
to move the software development process along by making Yellow, Transparent, and others. The importance of the
decisions more quickly and intelligently. system, the size of the team, and the project's objectives are
The Scrum method is used to make project conception just a few of the variables that have an impact on these
easier while emphasizing continuous execution and systems. The Crystal family of techniques places a strong
preventing the construction team from being overworked. emphasis on the knowledge that every project has particular
Scrum processes are intended to increase team productivity, characteristics that call for adjustments to be made to the
much like scrum. The team may further boost performance processes.
by using a Scrum board to visualize the workflow, spot A dynamic system design methodology (DSDM) arose as a
problems, and efficiently manage the flow by matching the platform for business project management in 1994 to solve
workload with phase restrictions. The foundation of the the problems brought on by the rapid advancement of
Scrum Method is a set of guidelines/procedures for technology. The method used to manage this expansion
streamlining & improving workflow. It is an evolutionary during the 1990s was frequently disorganized and lacking
strategy that promotes gradual modifications to an in structure. But since its origin, DSDM has grown and
organization's operations without creating havoc. matured, offering a well-structured framework for
Organizations can use Scrum to improve flow, shorten cycle organizing, carrying out, delivering, and reproducing agile
times, and boost overall efficiency in their business systems and iterative initiatives (Margini et al., 2017).
processes by putting these concepts and practices into Rajashima, Lim Bak Wee, Paul Szego, Jon Kern, and
practice. Stephen Palmer created the Feature-Driven Development
XP is regarded as one of the most commonly used and (FDD) technique. It is a method that, by first determining
thought-provoking agile approaches, according to Kent the structure of the agile model, emphasizes concept-driven,
Beck's (2004) description. It offers a methodical strategy for iterative work. Every two weeks, the "plan by feature, build
effectively and reliably creating high-quality apps. In order by feature" process is used in various iterations. Due to their
to develop functional applications and reduce time to functionality and portability, these features are intended to
market (TTM), XP places a strong emphasis on active user improve the consumer experience.
involvement in ongoing planning, monitoring, and rapid To define success determinants from the perspectives of
feedback. Technical practices such as the use of story cards, multiple stakeholders, Davis (2014) undertook a thorough
iterative development, refactoring, and automated testing integrative literature review. But he found that among the
have all been significantly impacted by this methodology. stakeholders he looked at, there were no consistent
Planning is the first step in the XP process, and at this stage, perceptions of these issues. For instance, project managers
several important factors are taken into account. The used a traditional methodology in which a project's success
project's goals are established during this phase, and the was determined by its ability to adhere to time, financial,
expected cost is established as well. Designing a new and scope restrictions. This meant that the project had to be

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completed on schedule and within the allotted budget. On successful deployment. They also emphasized the
the other hand, according to project team members, importance of addressing technological implementation and
communication and ongoing learning are signs of a architectural issues. Drury-Grogan (2014) examined CSFs
successful project (Cooke-Davies, 2002). As their measure from a different angle, emphasizing the team, crucial
of success, senior management concentrated on generating decision-making, and agile team iteration objectives. This
benefits for the company. Despite the disparate perspectives supports the findings of Lalsing, Mohammad, Wan, and
and opinions of different stakeholders, Davis' research Wang, emphasizing the significance of the people aspect in
found that communication was the sole shared success the success of agile projects.
component, which is consistent with the Project Conforto et al. (2016) adopted a distinctive stance by
Management Institute's (2013) position. characterizing agility as culture as opposed to framework.
Agile professionals participated in a survey study to Their findings suggest that agility should be considered as
determine the key success factors (CSFs). Unlike Davis, a team's performance rather than a fixed process or
they were able to collect first-hand information to identify approach that must be rigidly adhered to. The stakeholders
key success elements and divide them into three major involved are essential to the agile methodology's success.
categories: (1) delivery strategies; (2) agile software Along with Tam et al. (2020), the authors also found that
engineering approaches; and (3) delivery team rapid project planning and customer interaction can be used
competencies. When applying agile approaches, the authors to evaluate the performance of agile development. These
did not discover evidence to support several prerequisites. results make it more difficult to determine whether the agile
Stankovic et al. (2013) proposed two new success criteria methodology actually aids in project management.
relating to deadlines and cost after discovering that not all Project success was defined by de Carvalho et al. (2015)
of these success factors could be used in the study they taking into account variables including schedule, cost, and
conducted in Yugoslavia. To further classify the observed margin. Regardless of the methods utilized, they discovered
success elements, Chow and Cao proposed five dimensions: that project complexity positively influenced project
organization, people, process, technical, and project. success using a three-year quantitative longitudinal field
Lindsjrn et al. (2016) found no appreciable differences survey. Their study demonstrated how project management
between agile project management and traditional surveys enablers and initiatives have a favorable impact on project
when analyzing the impact of workgroup quality as a performance. In conclusion, both articles emphasized how
success element. They did note, however, that when using important PM is.
an agile methodology, the impact of teamwork quality on Kalenda et al. (2018) emphasized the difficulties in putting
total teamwork performance was more apparent, agile project management into practice, such as resistance
highlighting the efficacy of the agile methodology. to change, quick adoption, problems with consistency, and
Rehman and Nawaz (2020), on the other hand, discovered inclusion without agile business alignment. The writers
answers and suggested tools for testing software created came to the conclusion that, even while adopting a
using agile processes, allowing for the use of agile particular plan is not necessary inside an organization, the
approaches to testing phases. Joslin and Müller (2015) process or approach should be modified to satisfy client
discovered inconsistent evidence, despite Kaur et al.'s study demands while preserving the fundamentals of agile
highlighting the advantages. They found that using the methodologies.
project management approach for services results in more Itai and Shtub (2019) investigated the methods used by
successful projects than using it for products. They also organizations to evaluate the outcomes of their agile project
found that the likelihood of a project's success increased management. They discovered that many projects fell short
with the amount of project management expertise used in of the objectives of the organizations and the standards by
adopting the technique. Although the results are intriguing, which they were judged successful. According to the
it is yet unclear how they were arrived at. survey, organizations still use outdated success metrics like
Lalsing (2012) especially addressed team size with regard planned vs. real timeframes and product quality since they
to attaining successful agile project management, don't have the right tools to evaluate success using agile
emphasizing the significance of choosing the right team size framework.
at the outset. In agreement with Lalsing, Mohammad (2013) Understanding client loyalty and demands is a key
emphasized that the people, especially the client and agile component of the agile approach, which prioritizes
team members, are the essence of the agile process. providing the consumer with the entire market value.
Wang (2010) discovered that education, planning, and According to the principles of lean software development,
active engagement in the agile community are crucial for any tasks that do not benefit the customer should be

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eliminated. Using a prioritized set of criteria to direct the more research was required to ascertain its efficacy.
production process and segregating criteria depending on According to Pundak (2014), it is important to choose a
their market worth are two ways to do this. According to project management technique depending on the kind, size,
Jarzbowicz and Sitko (2020), this pattern fits with particular and relevance of each project because each one is unique.
design methodologies like Scrum or Extreme Programming. However, selecting a certain methodology for every project
In order to characterize the success criteria connected with may be difficult and waste time and resources.
the adoption of agile project management on a bigger scale Abdalhamid (2019) observed that agile is preferable to
than other papers, Misra et al. (2009) conducted a thorough traditional techniques because it can handle fluctuating
study utilizing a strictly quantitative technique. The authors needs and achieve faster time to market.
advocated team member empowerment, which is consistent Agile may not always be the best option, according to
with the results of prior studies on the topic. O'Sheedy and Sharma et al. (2012), who compared it to other software
Sankaran's (2013) work concentrated on creating an agile development life cycles. This finding suggests that some
project management framework and identifying the crucial organizations continue to work within a traditional
factors for every stage of conventional project management. framework. However, the authors discovered that in terms
They agreed that more action research and practical of productivity, performance, time to market, and risk
applications needed to be investigated. analysis, agile initiatives typically exceed others. The
A study was undertaken by Sheffield and Lemétayer researchers' objective to use agile methodology in the
(2013b) to pinpoint crucial elements that affect project context of testing and quality assurance is aligned with the
success when utilizing an agile methodology. They fact that agile procedures are frequently used in web-based
discovered that it's critical for the project environment and and testing tools.
the selected agile approach to be in sync. In order to Robbins et al. (2016) identified a number of critical factors
complete projects successfully, organizations should also for success and failure in agile project delivery to ease the
decide on the right amount of software development agility. transition from traditional to agile project management.
Critical success factors (CSFs) were the subject of Hummel These include organizational culture, team member skill
and Epp's (2015) research, and they discovered that self- level and attitude, project type and planning, team structure,
governance is a crucial characteristic of agile project teams. stakeholder involvement, and customer participation.
Additionally, they emphasized how crucial management In order to illustrate how successfully implementing agile
participation, agile values, customer participation, and good project management approaches can be, Paasivaara et al.
communication are at the organizational level. These results (2018) used the research and design division of a sizable
are consistent with earlier work on consumer interaction and company like Ericsson as their case study.
organizational culture by Tam et al. (2020b). Researchers
Misra et al. (2010) claim that in order to successfully
have all agreed that organizational culture, customer
embrace agile project management approaches,
involvement, and team dynamics are crucial components of
organizations must take into consideration a number of
agile methodology.
elements. Changes in organizational culture, managerial
Nasir and Sahibuddin (2011) outlined twenty-six CSFs, style, knowledge management strategy, and development
highlighting the need of top management backing, procedures are some of these influences. This is consistent
competent project managers, customer input, accurate with what Robbins et al. (2016) found.
estimating, clear requirements, and good communication.
It is crucial to remember that conventional models work
29 success variables were discovered by Dikert et al.
well for simple projects with constant scope and
(2016). They emphasized the significance of these elements
specifications. Agile techniques, as emphasized by Reddy
while also recognizing the need for additional research in
and Kumar (2020), are the suggested course of action for
the area.
projects with unclear, ambiguous, and frequently changing
Papadopoulos (2015) emphasized how traditional project requirements or scope. Additionally, Nurdiani et al. (2019)
management has trouble responding to shifting client needs, advise implementing agile practices in a particular sequence
necessitating the search for an alternate strategy. Agile to get around any difficulties that may arise when switching
project management may increase client satisfaction and from traditional to agile techniques.
eventually deliver the intended project value because to its
Only 2.5% of businesses worldwide have a 100%
flexibility in establishing needs and assuring project
completion rate for their projects, according to Rasnacis and
success.
Berzisa's (2015) analysis of project completion rates. The
Papadopoulos (2015) recommended the adoption of a majority of projects were either over budget, overdue, or
tailored agile methodology for larger organizations, while

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unfinished. main data acquired by the researcher comes after the

Lebdeh et al. (2020) assert that improving collaboration analysis phase. An online survey is used as the data
between various technical and management employees gathering mechanism for the quantitative method. The
should be the solution to the integration problem when suggested technique guarantees the gathering of pertinent
using agile approaches in large-scale organizations. It's data, while identifying the research gap and guaranteeing
critical to have efficient communication plans during the that the research project's findings add to our understanding
planning phase of a significant construction project. In order of the world.
to optimize tasks and plans based on particular job - Conceptual Framework
specifications, it is therefore crucial to customize an agile According to Blomquist et al. (2016), the conceptual
structure before deployment for each project. framework acts as a visual representation illuminating the
relationship between independent and dependent variables.
III. RESEARCH METHODOLOGY It will be used in this study to investigate the relationships
between variables. Literature review revealed that many
The literature review indicates that software development is
definitions of project success have been used by
where Agile technique is most frequently used. The study
researchers, with project success being treated as the
on its use in data science (DS) and management science
dependent variable. The literature also showed that various
(MS) in general, however, is scarce. Only a few of the
combinations of independent variables were used by
literature review's articles address its applicability to the
researchers. Some only paid attention to the people element,
telecoms sector. This dearth of research in the telecom
while others took into account all factors, including the
sector points to a knowledge vacuum. As a result, both MS
project, process, organization, and people. The people
and DS will gain from the study project's findings that will
component and the organization element are the only
add significant knowledge to the use of Agile methodology
independent factors in this research endeavor, though.
in the telecoms industry.
The benchmark research paper selected for this research
- Methodology
was published by Wafa, Rubab, Muhammad Qasim Khan,
Quantitative approach uses data and statistics to describe, Fazal Malik, Akmalbek Bobomirzaevich Abdusalomov,
explain & even make predictions. It makes it possible to get Young Im Cho, and Roman Odarchenko. (2022). "The
first-hand information from a sizable sample size and can Impact of Agile Methodology on Project Success, with a
be used both cross-sectional and longitudinally across time. Moderating Role of Person’s Job Fit in the IT Industry of
This methodology deals with issues including amounts, Pakistan" Applied Sciences 12, no. 21: 10698.
frequencies, amounts, causes, and processes. Even if https://doi.org/10.3390/app122110698
surveys aren't the only tool used by quantitative researchers,
Conceptualized model is shown below.
they are by far the most popular ones.
The research process is guided by the methodology, which
outlines the processes to accomplish the study objectives. It
guarantees that the research questions are effectively
answered. Quantitative data are gathered and analyzed in
this particular investigation. In order to collect data, the
survey approach is used, which entails asking participants
survey questions. The survey is carried out through a variety
of methods, including emails, phone calls, and in-person Fig 3.1: Conceptualized Model
interactions. The researcher decided to use these channels
to deliver questionnaires. By putting a focus on project
value, this research seeks to assist the organization under Independent Variables
examination in achieving its project goals. The quantitative • People Factor (Team Size, Communication and
method, which begins with quantitative data collecting and Performance)
is followed by quantitative data analysis, is then applied
• Organization Factor (Management and Customer
after the aforementioned technique has been adopted. After
Involvement)
that, qualitative data is gathered, and qualitative data is
analyzed. The analytical outcomes from the quantitative Dependent Variable
step are used by the researcher to validate and explain the • Project Success (Value)
findings. In other words, the quantitative analysis of the
- Hypothesis

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Following hypotheses are formulated for this research Social Sciences). It offers a full range of tools for
study: organizing, managing, and analyzing data as well as
Hypothesis 1 producing reports and visualizations. Researchers can enter,
modify, and change data using SPSS to get it ready for
H11: A correlation exists between the size of the team and
analysis. This involves activities including importing data
project success (measured in value) when utilizing an
from different sources, cleaning and recoding variables, and
AGILE Project Management Methodology/Framework
developing new variables based on old ones.
specifically designed for telecom projects.
After the data has been generated, a variety of statistical
H12: An association can be observed between team
techniques and processes are available in SPSS for analysis.
communication & project value when implementing
These comprise inferential statistics like t-tests, analysis of
AGILE Project Management Methodology/Framework
variance (ANOVA), regression analysis, and chi-square
specifically tailored for telecom projects.
tests as well as descriptive statistics like mean, median, and
H13: A connection can be identified between team standard deviation. These techniques assist researchers in
capability and project value when employing AGILE finding patterns, connections, and linkages in the data and
Project Management Methodology/Framework specifically in drawing statistical conclusions about the population
customized for telecom projects. under study.
Hypothesis 2 Researchers with different degrees of statistical knowledge
H21: A correlation exists between management can use SPSS because of its user-friendly graphical
involvement and project value when implementing an interface. Users can create Tabs, charts, and graphs to
AGILE Project Management Methodology/Framework present and visualize their findings. Overall, SPSS is an
specifically tailored for telecom projects. effective tool for managing data and performing statistical
analysis, allowing researchers to rigorously and
H22: A connection can be observed between customer
methodically analyze their data and draw conclusions from
involvement and project value when utilizing AGILE
it.
Project Management Methodology/Framework specifically
customized for telecom projects. - Ethical Considerations

- Data Collection Throughout the course of the project, the researcher made
precautions to uphold ethical standards. The right to
The process of gathering data used tools that were suited for
withdraw from the survey was given to participants, and
the topic of research, such as surveys for both quantitative
they were not required to give a reason. Additionally, the
and qualitative methodologies. Quantitative approach was
acquired data was safely preserved and not made public in
used to start the investigation. Random sampling approach
its unprocessed form. Prior to taking part in the study,
was used to calculate sample size or assuring fairness and
participants had to give their permission. It's critical to
reduce bias. A survey (Jisc, 2020) was given to the chosen
remember that every participant was older than 18.
sample in order to thoroughly evaluate the links between the
independent and dependent variables. The analysis tool
used was SPSS, which was used to analyze the data IV. DATA ANALYSIS AND DISCUSSION
gathered and look into causal effects. The survey data for
- Data Collection
this research endeavor underwent both descriptive and
inferential analyses. It's vital to remember that the survey With great consideration given to its design, the survey was
had a cross-sectional design. used as the primary approach for gathering data in order to
properly answer the study questions. The survey questions
- Sample Size
were developed to provide responses and insights related to
Sample size is established using recognized formulas. the research objectives by drawing on the knowledge
Having confidence level of 99% and a confidence interval obtained from the literature review. Questionnaire was
of 5%, 110 survey participants were determined to be the divided into four main sections: Demographic questions
ideal sample size, taking into account a population size of were in Section 1, and the details of the Agile project were
130 (65 questionnaires from each company, i.e., PTCL and in Section 2. Agile success elements were covered in
SCO). Section 3 before success perception was examined in
- SPSS Tool Section 4.
A popular piece of software for social science research and In order to collect data for the study's analysis and
data processing is called SPSS (Statistical Package for the conclusion, a set of demographic questions were added to
the survey. The five particular questions in the demographic

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section were designed to gather information about the

participants' positions, ages, departments, and other
pertinent criteria. Because demographic questions were
included, statistical analysis was made easier and survey
respondents' responses could be thoroughly examined in
light of numerous demographic factors. Tab 4.4: Perception of Success

Likert Scale was used.

Tab 4.1: Demographic Questions

Tab 4.5: 5-Point Likert Scale

The researcher gathered feedback on important issues such
project management approach, project definition, and scope
within the area devoted to Agile project information. In - Descriptive Statistics
addition, the poll asked about the three crucial success There were 110 respondents in the survey sample, meaning
factors as shown in the table below. This section's data that everyone who participated answered every question.
collection yielded important insights into certain particular There were no missing data points. This sample size, which
facets of Agile project management. is greater than 100, can be regarded as a normal sample and
allow for direct analysis. The demographic data from
Section One analysis showed that there were no missing
data and that all survey respondents submitted legitimate
responses. For instance, the variable Age had a mean of 3.69
because all 110 respondents supplied a response. This
Tab 4.2: Project Information shows that most survey respondents are over 40 years old.
The researcher received replies from the section on Agile A kurtosis score of -0.439 shows that the tail of the
success criteria that offered insights into a number of distribution is slightly skewed to the left of the mean, while
independent variables. To obtain information on aspects a skewness value of 0.154 suggests that the data distribution
including team size, communication within the team, and is relatively symmetrical. In terms of gender distribution, 95
performance, questions were developed. These replies were out of 110 survey participants—or 86.4% of the sample—
gathered in order to perform a thorough analysis of these were male, while 15 out of 110—or 13.6%—were female.
factors and how they affected the study's findings. The fact that over 40 percent of survey respondents are
clearly senior personnel is demonstrated by the poll results.
Further confirming the idea that most workers in this field
are older, the majority of respondents who fell within the
medium age group were between 36 and 40 years old.
In terms of departmental representation, 31.8% of
Tab 4.3: Success Factors respondents were from the managed services department,
compared to 68.2% from the department of digital services.
The digital services department within the chosen
Participants were asked a series of questions about how they organizations may be greater in size than the managed
saw success in the survey's final segment. With the use of services department, notwithstanding the fact that the
these questions, the survey's participants were asked to sample was randomly chosen. The frequency and
provide their opinions on the efficiency of the Agile PM percentage of survey respondents by department were
approach in both the DS and MS departments. This examined, and it was discovered that 48.2% of respondents
component is crucial because it gives the researcher held positions such as project/program managers, while
important information about how participants perceive and 22.7% of respondents represented program directors, a
use Agile project management approach. This information major position in the department of digital services. 1.8% of
will be used to inform the study's overall analysis and the employees in the managed services division were chiefs,
conclusions. and 2.7% were directors. The statistics are shown in the
Tabs below:

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Tab 4.10: Position

Tab 4.6: Statistics

Tab 4.11: Gender by Departments

Tab 4.7: Gender

Tab 4.12: Gender &Age

- Reliability
Based on the presented Tab, it was determined that the
data was dependable after evaluating the dependability of
Tab 4.8: Age
both the dependent and independent variables.

Tab 4.9: Department

Tab 4.13: Testing Reliability

- Correlation
By formulating hypotheses, you can assess and examine the
potential relationship b/w dependent variable &
independent factors. p-value is 0.007 in the Tab below,

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which is less than 0.01, suggesting statistical significance.

This shows a 0.255-positive association between the size of
the crew and the importance of the project. The p-value in
Tab is 0.000, which also denotes statistical significance.
Consequently, there is a positive correlation of 0.392
between team communication and project value. Similar to
Tab shows a positive correlation of 0.538 between team
performance and project value with a p-value of 0.000,
showing statistical significance. The p-value is 0.000,
indicating statistical significance. This suggests a link
between management engagement and project value of
0.482, which is favorable. The final result is shown, where
a p-value of 0.001 (less than 0.01) denotes statistical
significance. This results in a correlation coefficient of
0.312 b/w customer involvement & project value that is
showing positive link.

Tab 4.18: Customer Involvement & Project Value

Tab 4.19: Correlation Analysis Summary

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- Regression
Fig 4.1: Histogram Team Size
The researcher performed a regression test as an additional
investigation to check the accuracy of the five hypotheses.
According to the Tab below, the association between team
size and project value has an R-squared value of 0.065, or a
prediction percentage of almost 6.5%. This proportion is
regarded as being extremely low. The association between
team communication and project value has an R-squared
value of 0.154, which translates to a prediction rate of about
15.4%. This percentage is likewise thought to be quite low.
Tab 4.22: Team Communication
The R-squared value for the association between Team
performance and project value is 0.29, which corresponds
to a low prediction percentage of about 29%. Additionally,
the link between management engagement and project
value has an R-squared value of 0.233, translating to a
prediction percentage of roughly 23.3% that is likewise
considered low.

Tab 4.23: Team Communication & Project Value

Tab 4.20: Team Size

Tab 4.21: Team Size & Project Value

Tab 4.25: Team Performance & Project Value

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Tab 4.29: Customer Involvement & Project Value

Fig 4.3: Histogram Team Performance

Fig 4.5: Histogram Customer Involvement

Tab 4.26: Management Involvement

Tab 4.30: Regression Analysis Summary

V. DISCUSSION AND CONCLUSION

- General Discussion
The study used a quantitative approach to its technique. 110
participants completed the survey, yielding 100% valid data
with no questions skipped or left out, according to the
primary data gathering process. A reliability test was
performed to ensure the consistency of the independent and
dependent variables, and the results supported the statistical
consistency of the study and its applicability for making
decisions. Except for team communication, which had a
reliability coefficient just above 0.5, suggesting lesser
reliability, the Cronbach's alpha test findings showed that
all variables were trustworthy because they all exceeded a
threshold of 0.7 (Field et al., 2013). It is important to keep
in mind that while the demographic data from the survey
may be important for the organization’s, it is not a crucial
component of the research study.
In terms of demographic data, just 13.6% of survey
respondents identified as female, while 86.4% identified as
Tab 4.28: Customer Involvement - Descriptive Analysis
male. Participants between the ages of 36 and 40 made up
roughly 30% of the total, while those between the ages of
41 and 45 made up roughly 30.9%. As a result, more than
60% of respondents were between the ages of 36 and 45,

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with 8.2% of respondents being above 50, indicating higher

organizational experience. This connection suggests that the company has already
- Analysis of Research Questions started applying APM methodology across its international
1st Research Question (RQ) R&D operations. The application of this practice should,
however, be done in stages, it is crucial to emphasize. In
Does utilization of APM methodologies is advantageous for
conclusion, the answer to research question 1 is yes, albeit
success of DS and MS functional domains?
under specific circumstances. These circumstances are
By analyzing how survey participants and interviews consistent with the body of literature and advise the
approached this topic, the primary data analysis will shed organizations to start with pilot projects.
light on the first research question. Questions in the survey
2nd RQ
directly addressed this topic. According to the poll findings,
39.1% of participants agreed with the assertion that Which are the key factors associated with implementation
applying APM in DS would be more successful than using of APM techniques which have the most significant impact
the conventional method, while 37.3% strongly agreed. on project success?
However, only 2.7% of respondents disagreed, and 20.9%
remained undecided. We get a total of 76.4% of respondents It sought to ascertain whether the organization's practices
endorsing the idea when we include the percentages of those were consistent with the body of literature or if new insights
who agreed and strongly agreed, demonstrating a high level could be acquired that would be useful for further study.
of agreement across the dataset. The statistical overview is shown below:

Fig 5.3: Using APM Methodology - Can It Achieve Project

Value?

In addition to confirming the value and effectiveness of Sizable majority of respondents to the survey of 55.5%
using the agile methodology in the DS department, as agreed that using an APM technique can result in the
previously proposed by Sjödin et al. (2020), the study's achievement of project value. Less than 1% objected, 10%
findings also help close the research gap in the field of DS. stayed indifferent, and 32.7% strongly agreed with this
Additionally, the findings provide insight into the assertion. A total of 88.2% of respondents agreed or
application of APM in the MS department, an area that strongly agreed with the concept when the percentages of
received little focus in earlier studies by Speta (2011) and those who agreed and strongly agreed are added together.
Kumbakara (2008). According to Diegmann et al. (2018), these results show an
increasing belief in the efficiency of APM technique and its
Participants in the poll were questioned about the possibility favorable impact on project success, which is consistent
of agile project management success in the MS department. with both the interview responses and the body of current
29.1% of the respondents said they strongly agreed with the literature.
statement, while 37.3% said they agreed. In comparison,
4.5% of respondents disagreed, 28.2% did not respond, and
0.9% strongly disagreed. We note that 66.4% of
respondents were in agreement when we add the
percentages of those who agreed and strongly agreed. In
comparison to the proportion of respondents who disagreed
with the proposal, this proportion is statistically significant.

Approximately 78.2% of survey participants concurred that

the project definition and framework have the potential to
result in project success. Within this group, 59.1% said they
agreed, and 19.1% said they strongly agreed. These results
are consistent with the Tab that emphasizes the significance

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of the agile framework. According to the survey positive association between the project value (dependent
respondents, training is one of the most important critical variable) and the five independent variables. Notably, team
success factors (CSFs), as shown in the Tab below, which capability and management participation exhibited the
is consistent with the aforementioned training information. strongest relationships, followed by team communication,
customer involvement, and team size.
There exists correlation b/w each variable and dependent
variable, as shown by the significance level of p 0.01 for all
statistical tests conducted on the variables. The above-
mentioned Tab's correlation coefficient, which is greater
than 0.5, shows a strong relationship between team
effectiveness and project value. The people element, which
is acknowledged as one of the crucial factors alongside
organization, process, and technical aspects in the literature,
is related to variables including team size, communication,
and performance.
With exception of people performance, Chow and Cao's
(2008) study found little evidence to support all people
Fig 5.6: Providing Training to Team characteristics as key success factors (CSFs). Their work is
extensively cited and warrants more research, particularly
with regard to the people component. The results of the
When the survey results were statistically analyzed, it was current study concur with their findings, demonstrating that
found that 93.7% of the respondents agreed that training, team performance shows the greatest association.
specifically appropriate training in agile project
Wan and Wang (2010) also highlight the significance of
management, is key success factor in achieving project
team competency, which is consistent with the findings of
value when using APM methodology.
Dikert et al. (2016). It is essential for organization’s to
carefully evaluate the selection of the right individuals and
Respondents' answers to direct question also agree with the team size in order to successfully apply APM methodology
preceding Tab and critical success factors (CSFs) and achieve project success. Team competence was
designated as the framework, as well as the following recognized by Aldahmash et al. (2017) as one of the crucial
examples of current literature: success elements associated with the people factor, but they
stressed the need for additional research to ascertain the
relative weight of each crucial aspect. Although Tsoy and
Staples (2020) concur that team size and communication are
important, their study lacked quantitative testing. Er
Meenakshi (2020) emphasized the value of effective
teamwork and communication, which points the way for
future studies on other crucial elements.
Quantitative technique was used to cross-reference, clarify,
and validate the findings due to the paucity of literature in
The vast majority of survey participants nearly 85.5%
the telecommunications industry, specifically in the context
agreed that following an agile framework is one of the key
of DS and MS. Team capability emerges as the most
critical success factors (CSFs) when putting into practice an
important component, closely followed by team
agile project management technique. These conclusions are
communication and team size.
consistent with the body of literature.
Study's findings demonstrate that the participants think
3rd RQ
these three human component traits have some bearing on a
Is there a correlation between effective APM and factors project's ability to succeed when employing the agile
like team communication, team size, and team project management methodology. Given that there is a link
performance? but there is no straight one-to-one mapping, the statistical
In order to assess the relationship between the independent results for these variables do not indicate a high correlation.
factors and the dependent variable, correlation analyses Team performance is considered as being essential to
were conducted. The results unequivocally demonstrate a success in the agile process, and team communication

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emerges as a key CSF. regarded dependent on both management and consumer

The respondents emphasized the drawbacks of looking at involvement. The importance of these two variables was
each variable separately when asked to explain the reduced underlined inside the organization factor, expanding on the
correlation between project value as the dependent variable findings of Chow and Cao (2008), even though they were
and team size as well as the moderate correlation with team not given specific focus in the literature.
communication. They gave the example of a team that was The following conclusions were reached based on survey
appropriately sized but had poor communication and questions about customer involvement:
average performance, which might not be successful. The
researcher then combined all variables related to the people
component into one variable. Unfortunately, as shown, the
result showed a moderate association. However, more study
and research are needed to determine the cause of this link.
In conclusion, the research results show that there is a
relationship b/w team size, team effectiveness, and team
communication. These three factors have a range of
association coefficients, from high to medium to low, as
shown by survey respondents' responses and corroborated
by the body of existing knowledge.
It is important to stress that there is a severe lack of research
particularly evaluating the combined effect of these three
variables in the literature. As a result, this study endeavor
significantly advances knowledge in the field of
communications. The study clarifies the reasons why there
isn't a significant correlation coefficient when all variables
are taken into account, pointing to the necessity for more
investigation into and comprehension of this phenomenon.
In this research, the researcher concentrated on two
organizational element variables: management and
consumer involvement. There was some diversity in how
management engagement was seen during the interviews,
with some interviewees viewing it as micromanagement
According to the aforementioned graphs, a sizable majority
and others as governance. However, given the medium
of survey participants—between 80% and 90%—agree that
correlation value and the correlation coefficient, it suggests
customer interaction is a critical success factor (CSF). The
that most survey participants viewed management
stronger correlation coefficient found for consumer
engagement as governance.
involvement compared to other categories reflects this high
Customer involvement and management involvement have level of agreement.
correlation coefficients that are more than 0.3, showing a
The following findings can be drawn from an analysis of the
moderate relationship between the two variables. Both
customer involvement survey questions:
relationships were discovered to be favorable as well.
Although Misra et al. (2009) and Chow and Cao (2008) both
acknowledged the importance of management engagement
as a main critical success factor, they did not uncover a
correlation. Wan and Wang (2010), on the other hand, were
able to designate both the flexible leadership management
and the customer involvement as CSFs.
Customer involvement was found to be the most important
organization factor in Tsoy and Staples' (2020) research.
Their study took into account micromanagement, as well as
consumer involvement in governance and support, which is
compatible with the knowledge gleaned from the interviews
conducted for this research project. Project success was

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Shahzad International Journal of Advanced Engineering, Management and Science, 10(7) -2024

depth.

Fig 5.12: Customer Involvement Achieves Project Value Fig 5.13: Success if used in Testing Phases
When Moderated by APM Methodology
Akerele et al. (2014) found that approximately 93% of
Based on the survey data, around 90% of the participants respondents felt that agile approach can be used effectively
acknowledged the significance of consumer participation as in quality assurance, notably in areas like unit testing,
a CSF, with moderately strong association. This outcome acceptance testing methods, and user acceptability testing.
highlights the necessity for more comprehensive - Present Research Recommendations
investigations into customer involvement that delve beyond There are a number of topics that demand additional study
team communication to explore the reasons behind the and research. Although only five variables were chosen for
absence of a significantly positive association. examination in the current research project, it is advised that
Gathering primary data was important in order to answer the future studies go even further into the people and
three research questions and reach the project's goals. The organization components. It is critical to investigate why,
relationship between the independent variables and the although being acknowledged as being essential to project
dependent variable, as described in the conceptual success, team communication does not show the highest
framework, was validated by the quantitative data collected correlation coefficient. It is also crucial to look more closely
from the survey respondents. It is noteworthy that the at how management engagement and customer involvement
approach used supported the criteria and adhered to the affect bigger initiatives.
body of prior research. If given additional time, the researcher might also think
To see if dependent variable could be predicted based on the about carrying out a longitudinal survey to collect data over
independent factors, the researcher ran extra study to look a lengthy period, which would improve the dependability of
at the variables' regression. R-squared values, which the results. The study also recommends that the company
quantify how well dependent variable can be predicted from launch trial projects utilizing several agile approaches,
the independent variable, were obtained from the regression particularly Scrum, to evaluate their efficacy.
analysis for each variable. The regression analysis's The researcher draws the conclusion that Scrum is an
findings show that team size only explains 6.5% of the appropriate agile project management approach for the
variation in the dependent variable, leaving it unable to telecommunications domains such as DS and MS based on
account for 93.5% of the variability. A similar 15.2% of the the outcomes of this study project. The study emphasizes
variance is explained by team communication, leaving an the value of regular standup meetings, small team numbers,
additional 84.8% unaccounted for. 29% of the variability is and team competence as factors that influence project
explained by team capability, whereas 71% is still unclear. success. Additionally, the study highlights the need of daily
23.3% of the variance is explained by management customer interaction and suggests that management
engagement, leaving 76.7% unaccounted for. Finally, 9.8% involvement be centered on governance rather than micro-
of the variance is explained by consumer interaction, managing. The independent and dependent variables were
leaving 90.2% unaccounted for. not shown to have a causal link in this study; hence,
These findings imply that although there is a correlation additional research is required to investigate the causality
between the variables, none of the independent variables and association of these variables.
can reliably predict the dependent variable, project success - Professional Contribution
under the agile project management technique. In other
The adoption of APM technique in the telecommunications
words, none of the independent variables by themselves can
industry, specifically in the DS and MS departments, is the
be relied upon to predict the outcome of a project. This
specific emphasis of this research project. The findings of
result emphasizes the need for additional study in this field.
this study show how successful and useful the Agile
Survey respondents expressed agreement over the methodology has been in these departments. The research
applicability of agile approach to testing and quality project also broadens the use of Agile methodology in
assurance. This disparity emphasizes the necessity of testing and quality assurance, which has not been
further investigation to comprehend these issues in greater

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Shahzad International Journal of Advanced Engineering, Management and Science, 10(7) -2024

thoroughly investigated in the telecommunications the organization. By participating in such pilot projects, the
industry. The originality enriches the study and adds to the organization will be able to obtain real-world experience
corpus of knowledge already in existence. and identify the Agile methodology that best suits their
The five Critical Success Factors (CSFs) are being applied unique requirements.
and validated for the first time in this research study of its - Research Limitation
sort. High correlation and regression results indicate the This research project's purview has been widened to include
value of customer interaction and team capacity or the telecommunications industry, with a focus on two
performance for the organization. The importance of team divisions in particular: MS & DS services functional
communication as a CSF was again emphasized by the departments. The project, however, had difficulties in
survey respondents. The organization is advised to give extrapolating dependent variable from five independent
priority to these CSFs, guarantee the right team size for each variables, highlighting the need for further focused
project, actively involve clients during all project phases, investigation. Instead of conducting a longitudinal survey,
hold daily standup meetings for efficient team which might have produced more thorough and trustworthy
communication, and ensure the team's proficiency with data over time, time restrictions forced the conduct of a
Agile project management techniques. It is crucial that cross-sectional survey. Additionally, the project did not take
management participation be kept to governance and not into account several independent variables, such as the type
micromanagement. The company should also analyze of contract, which according to respondent comments
current contracts to make sure they follow agile principles emerged as a crucial success factor for project success under
and think about implementing agile approaches in new the Agile project management approach. If given more time,
contracts. performing extensive research on a bigger project within the
The five CSFs for effectively implementing Agile Digital Services industry could assist the organization
methodology in the DS and MS departments of Pakistan conducting the research in numerous ways. The research
Telecommunication Company Ltd (PTCL) and Special project has nevertheless successfully emphasized the
Communications Organization (SCO) are clarified by this significance of Agile project management for the
research project, which serves as a summary. These CSFs administration of organization’s in this area.
should be carefully considered by project managers,
program managers, project directors, telecom directors, and
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