Abstract

The accelerating complexity of today’s digital products demands that software-engineering processes—not merely management models—evolve in lock-step with change. This study examines how traditional, Agile and hybrid software-development life-cycles affect technical success metrics. Focusing on engineering practices such as continuous integration, automated testing, incremental refactoring and time-boxed iterations, we apply a mixed-methods design that combines factor and correlation analysis, structural-equation modelling (SEM) and semi-structured interviews with practicing developers. The findings reveal a strong positive association (r ≈ +0.7) between systematic use of Agile practices and improvements in defect density, mean time to restore, deployment frequency and stakeholder satisfaction, while simultaneously lowering intra-team stress. Organisational culture and Agile maturity significantly moderate these effects. The paper distils practical recommendations for developers, team leads and technical executives seeking to enhance code quality and delivery resilience in volatile environments.

Keywords

  • Agile
  • software engineering
  • code quality
  • continuous integration
  • deployment frequency
  • SEM
  • organisational culture
  • adaptability.

References

  1. 1. Ali, H., Khan, M.Z., Rehman, U. ur. (2021). An Empirical Study on Adoption of Agile Project Management Methodology and Its Effect on Project Success with Moderating Role of Organizational Culture. European Journal of Social Impact and Circular Economy, 2(1), 75–99. https://doi.org/10.13135/2704-9906/5158 (accessed: 18.04.2025).
  2. 2. Ciric Lalic, D., Lalic, B., Delić, M., Gracanin, D., Stefanovic, D. (2022). How Project Management Approach Impacts Project Success? From Traditional to Agile. International Journal of Managing Projects in Business, 15(3), 494–521. https://doi.org/10.1108/IJMPB-04-2021-0108 (accessed: 11.04.2025).
  3. 3. Gemino, A., Horner Reich, B., Serrador, P.M. (2020). Agile, Traditional, and Hybrid Approaches to Project Success: Is Hybrid a Poor Second Choice? Project Management Journal, 52(2), 161–175. https://doi.org/10.1177/8756972820973082 (accessed: 16.04.2025).
  4. 4. Ghimire, D., Charters, S. (2022). The Impact of Agile Development Practices on Project Outcomes. Software, 1, 265–275. https://doi.org/10.3390/software1030012 (accessed: 09.04.2025).
  5. 5. Kanski, L., Budzynska, K., Chadam, J. (2023). The Impact of Identified Agility Components on Project Success—ICT Industry Perspective. PLoS ONE, 18(3), e0281936. https://doi.org/10.1371/journal.pone.0281936 (accessed: 17.04.2025).
  6. 6. Salman, A., Jaafar, M., Malik, S., Mohammad, D., Muhammad, S.A. (2020). An Empirical Investigation of the Impact of Communication and Employee Motivation on Project Success Using the Agile Framework and Its Effect on the Software Development Business. Business Perspectives and Research, 9(1), 46–61. https://doi.org/10.1177/2278533720902915 (accessed: 06.04.2025).
  7. 7. Sandstø, R., Reme-Ness, C. (2021). Agile Practices and Impacts on Project Success. Journal of Engineering, Project, and Production Management, 11(3), 255–262. https://doi.org/10.2478/jeppm-2021-0024 (accessed: 05.04.2025).
  8. 8. Wafa, R., Khan, M.Q., Malik, F., Abdusalomov, A.B., Cho, Y.I., Odarchenko, R. (2022). The Impact of Agile Methodology on Project Success, with a Moderating Role of Person’s Job Fit in the IT Industry of Pakistan. Applied Sciences, 12(10698). https://doi.org/10.3390/app122110698 (accessed: 19.04.2025).
  9. 9. Dupret, K., Pultz, S. (2021). Beyond Agility: Flex to the Future. Pulse of the Profession / Project Management Institute. https://www.pmi.org/learning/library/beyond-agility-gymnastic-enterprises-12973 (accessed: 17.04.2025).