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Received 20 February 2007; received in revised form 12 August 2007; accepted 17 August 2007
Available online 26 August 2007
Abstract
While software is so important for all facets of the modern world, software development itself is not a perfect process. Agile software
engineering methods have recently emerged as a new and different way of developing software as compared to the traditional method-
ologies. However, their success has mostly been anecdotal, and research in this subject is still scant in the academic circles. This research
study was a survey study on the critical success factors of Agile software development projects using quantitative approach.
Based on existing literature, a preliminary list of potential critical success factors of Agile projects were identified and compiled. Sub-
sequently, reliability analysis and factor analysis were conducted to consolidate this preliminary list into a final set of 12 possible critical
success factors for each of the four project success categories – Quality, Scope, Time, and Cost.
A survey was conducted among Agile professionals, gathering survey data from 109 Agile projects from 25 countries across the world.
Multiple regression techniques were used, both at the full regression model and at the optimized regression model via the stepwise screen-
ing procedure. The results revealed that only 10 out of 48 hypotheses were supported, identifying three critical success factors for Agile
software development projects: (a) Delivery Strategy, (b) Agile Software Engineering Techniques, and (c) Team Capability.
Limitations of the study are discussed together with interpretations for practitioners. To ensure success of their projects, managers are
urged to focus on choosing a high-caliber team, practicing Agile engineering techniques and following Agile-style delivery strategy.
2007 Elsevier Inc. All rights reserved.
0164-1212/$ - see front matter 2007 Elsevier Inc. All rights reserved.
doi:10.1016/j.jss.2007.08.020
962 T. Chow, D.-B. Cao / The Journal of Systems and Software 81 (2008) 961–971
each factor when compared to other factors?; and (c) Is developed by Rockhart (1979) and later on refined and
there a difference among those five factor categories in became well-established (Bullen and Rockhart, 1981;
terms of their impact on the success of an Agile software Rockhart and Crescenzi, 1984). CSF is defined by Bullen
development project? and Rockhart (1981) as ‘‘the limited number of areas in
which satisfactory results will ensure successful competitive
performance for the individual, department, or organiza-
2. Background
tion. CSF’s are the few key areas where ‘things must go
right’ for the business to flourish and for the managers goal
This section reviews briefly two key concepts, Agile
to be attained’’ (p. 385).
method and Critical Success Factor (CSF). It is followed
As for software development project area, the CSF
by a discussion of failure and success research on Agile
method has also been considered in recent studies. CSF’s
projects. Finally, the research model is presented covering
in software projects are found to relate to fundamental pro-
the research hypotheses.
ject management techniques (Reel, 1999), or to relate to the
combination of software engineering and business strategy
2.1. Agile methods (Bytheway, 1999). Another case study finds that CSF’s in
software projects consists of various dimensions, from the
The word ‘‘agile’’ by itself means that something is flex- development life cycle and estimation and validation to
ible and responsive, so agile methods implies its ‘‘[ability] executive management, project management, and resource-
to survive in an atmosphere of constant change and emerge and strategic-level planning (Bosghossian, 2002). In the
with success’’ (Anderson, 2004, p. xxviii). This ‘‘maneuver- context of the present study, the CSF’s can be defined as
ability’’ in software business is a characteristic that is more the factors that must be present for the Agile project to
important than ever these days since ‘‘deploying software be successful.
to the Web has intensified software competition further
than before’’ and ‘‘staying in business involves not only 2.3. Success factors in agile software development projects
getting software out and reducing defects but tracking con-
tinually moving user and marketplace demands’’ (Cock- There has not been any formal study on CSF’s in the
burn, 2002, p. xxii). The official definition of Agile Agile software development project per se, based on recent
Software Development was contained in a form of ‘‘mani- searches in peer reviewed academic literature or practi-
festo’’ in February 2001 by a group of 17 noted software tioner literature related to this topic. However, there are
process methodologists, who attended a summit meeting case studies and research theories on successes or fail-
to advocate for a better way of developing software and ures/problems in agile implementation and agile software
then formed the Agile Alliance. The ‘‘Manifesto for Agile development projects. The review of both failures and suc-
Software Development’’ posted on the Agile Alliance web- cesses in the literature will be beneficial in identifying the
site (<http://www.agilemanifesto.org>) reads as follows: possible success factors in agile software development pro-
We are uncovering better ways of developing software jects, as failures can contribute to the understanding of
by doing it and helping others do it. Through this work how to avoid certain serious pitfalls that are critical to
we have come to value: the success of a project.
Individuals and interactions over processes and tools 2.3.1. Failure research
Working software over comprehensive documentation Failure or Problem research is typically based on ‘‘les-
Customer collaboration over contract negotiation sons learned’’ from certain types of projects, but they are
Responding to change over following a plan mostly similar enough to be generalized. Reel (1999)
focuses more on generic software development projects
That is, while there is value in the items on the right, we and compiles 10 signs of software development project fail-
value the items on the left more. ure, at least seven of which are determined even before a
There are many software development methods that can design is developed or a line of code is written. Cohn and
be called ‘‘agile’’, and the list varies depending on different Ford (2003) study problems in transitioning organizations
viewpoints, but in general the list in the literature includes to agile processes, while Larman (2004) discusses in detail
Extreme Programming (XP), Scrum, Feature-Driven mistakes and misunderstandings occurred in agile projects.
Development (FDD), Dynamic System Development A research by Boehm and Turner (2005) emphasizes on
Method (DSDM), Adaptive Software Development management challenges in implementing agile projects,
(ASD), Crystal, and Lean Software Development (LD). whereas a study by Nerur et al. (2005) covers problems
not only in management aspect but also in people, process,
2.2. The critical success factor approach and technology dimensions of migrating to agile projects.
Based on the above-mentioned literature, failures/
The Critical Success Factor (CSF) approach to identify- problems can be classified into four categories: organiza-
ing and measuring an organization’s performance was first tional, people, process, and technical, summarized in Table 1.
T. Chow, D.-B. Cao / The Journal of Systems and Software 81 (2008) 961–971 963
Table 1 Table 2
Failure Factors Success Factors
Dimension Factor Dimension Factor
Organizational 1. Lack of executive sponsorship Organizational 1. Strong executive support
2. Lack of management commitment 2. Committed sponsor or manager
3. Organizational culture too traditional 3. Cooperative organizational culture instead of
4. Organizational culture too political hierarchal
5. Organizational size too large 4. Oral culture placing high value on face-to-face
6. Lack of agile logistical arrangements communication
5. Organizations where agile methodology is universally
People 7. Lack of necessary skill-set
accepted
8. Lack of project management competence
6. Collocation of the whole team
9. Lack of team work
7. Facility with proper agile-style work environment
10. Resistance from groups or individuals
8. Reward system appropriate for agile
11. Bad customer relationship
People 9. Team members with high competence and expertise
Process 12. Ill-defined project scope
10. Team members with great motivation
13. Ill-defined project requirements
11. Managers knowledgeable in agile process
14. Ill-defined project planning
12. Managers who have light-touch or adaptive
15. Lack of agile progress tracking mechanism
management style
16. Lack of customer presence
13. Coherent, self-organizing teamwork
17. Ill-defined customer role
14. Good customer relationship
Technical 18. Lack of complete set of correct agile practices
Process 15. Following agile-oriented requirement management
19. Inappropriateness of technology and tools
process
16. Following agile-oriented project management
process
2.3.2. Success research 17. Following agile-oriented configuration management
Success research cited in the literature is mostly based on process
case studies or meta-data or compilations and observations 18. Strong communication focus with daily face-to-face
meetings
of agile projects and practices. Specifically, Highsmith 19. Honoring regular working schedule – no overtime
(2002) reports from direct experience with agile implemen- 20. Strong customer commitment and presence
tations, while Schatz and Abdelshafi (2005) provide results 21. Customer having full authority
from the Primavera case study, and Karlstrom and Rune- Technical 22. Well-defined coding standards up front
son (2005) give insight from the Star-Gate case study. Other 23. Pursuing simple design
success researches which have a comparative flavor between 24. Rigorous refactoring activities
traditional and agile methods include Boehm and Turner 25. Right amount of documentation
26. Regular delivery of software
(2003), Augustine et al. (2005), and Ceschi et al. (2005).
27. Delivering most important features first
Some studies focus on agile implementation on large orga- 28. Correct integration testing
nizations or scaling of agile methods to large projects, such 29. Appropriate technical training to team
as Reifer et al. (2003), Lindvall et al. (2004), and Ambler
Project 30. Project nature being non-life-critical
(2006). Finally, Koch (2005) makes research compilation 31. Project type being of variable scope with emergent
of a wide range of success factors of agile implementations. requirement
Based on the above-mentioned literature, agile project 32. Projects with dynamic, accelerated schedule
success factors can be classified into five categories: organi- 33. Projects with small team
34. Projects with no multiple independent teams
zational, people, process, technical, and project, summa-
35. Projects with up-front cost evaluation done
rized in Table 2. 36. Projects with up-front risk analysis done
Table 3
2.3.3. Success attributes Success attributes
In terms of attributes of success, which depict the overall
Dimension Attribute
perception of success of a particular project, Cohn and
Overall perceived level of 1. Quality (delivering good product or
Ford (2003) and Lindvall et al. (2004) suggest Quality
success project outcome)
(i.e. delivering a good working product), Scope (meeting 2. Scope (meeting all requirements and
all requirements by the customer), Timeliness (delivering objectives)
on time), and Cost (within estimated cost and effort). These 3. Time (delivering on time)
attributes can be summarized in Table 3 below. 4. Cost (delivering within estimated cost and
effort)
2.3.4. Factor consolidation development project, a number of factors that share similar
From the two lists of possible factors (Tables 1 and 2) characteristics were consolidated into a reduced list of fac-
which may affect the success or failure of an agile software tors which cover 39 attributes.
964 T. Chow, D.-B. Cao / The Journal of Systems and Software 81 (2008) 961–971
Since this research is of exploratory nature, a reliability studies, it is agreed that a coefficient alpha level of 0.5 could
analysis is necessary so that each and every factor is be deemed acceptable (Nunally, 1967).
ensured of a high level of reliability. Using reliability anal- A reliability analysis was performed on all multi-item
ysis, the researcher can determine the extent to which the factors using the Cronbach’s alpha method. After two
items in each factor are related to each other. This can pro- rounds of reliability analysis, the number of factors that
vide an overall index of internal consistency of the vari- had Cronbach’s alpha value below the acceptable level
ables, and also can help single out problematic items that was reduced from 5 to 1.
should be excluded from the variable and/or included in One way to see if this factor could be reduced any fur-
another variable. According to Rubin and Babbie (1997), ther is to perform factor analysis on it (Williams and
‘‘the most common and powerful method used today for Monge, 2001). A principal component factor analysis with
calculating internal consistency reliability is coefficient Varimax rotation was performed on this factor.
alpha.’’ Cronbach a is a coefficient alpha which is a direct The final results revealed 12 factors were identified,
function of both the number of items and their magnitude which were translated into 12 main hypotheses, each link-
of inter-correlation, and is the lower bound to the test var- ing its existence as a critical success factor to the success
iance attributable to common factors among the items of the Agile software development project in terms of four
within each variable (Cronbach, 1951). For exploratory success dimensions: Quality, Scope, Time, and Cost.
ORGANIZATIONAL FACTORS
Management Commitment
Organizational Environment
Team Environment
PEOPLE FACTORS
Team Capability
Customer Involvement
TECHNICAL FACTORS
PROJECT FACTORS
Project Nature
Project Type
Project Schedule
According to McClave and Benson (1988), the general able, the coefficients B and b as well as the t-value were
multiple regression model, assuming that there are k inde- computed. Additionally, the significance level of each inde-
pendent variables, can be written as follows: pendent variable and the distribution normality of the
dependent variable were checked. Those variables with
y ¼ b0 þ b1 x1 þ b2 x2 þ . . . : þ bk xk þ e top coefficient values that reached certain thresholds (i.e.
significance level p 6 0.10 for the full model and p 6 0.06
where y is the dependent variable and x1,x2, . . . ,xk are the for the optimized model) would be recognized as candi-
independent variables, and bi is the regression coefficient, dates for being critical success factors. Finally, the list of
and e is the random error component. The value of the candidates from the two model approaches were compared
coefficient bi determines the contribution of the indepen- and analyzed for inclusion in the list of critical success
dent variable xi, given that the other x variables are held factors.
constant and b0 is the y-intercept.
In the case of this study, the above translates to the fol- 4.2. Summary of hypothesis testing results
lowing general equation:
From the above analyses, we finally arrived at the list of
Y ðQ; S; T ; CÞ ¼ b1 SF 1 þ b2 SF 2 þ b3 SF 3 þ b4 SF 4 þ . . . the most significant independent variables as shown in
þ b12 SF 12 Table 8.
The results show that for Time and Cost, both model
where Y is Agile Project Success dependent variable, Q is approaches arrived at the same conclusions, namely in each
the Quality dimension, S is the Scope dimension, T is the case, Team Capability and Delivery Strategy were selected
Time dimension, C is the Cost dimension, Bi is the Partial as the most significant factors. For Scope, factors Agile
regression coefficient for the ith Success Factor (SF). Software Engineering Techniques and Delivery Strategy
The multiple regression analysis was done on both levels showed up in both approaches, but the stepwise optimized
– the full model and the optimized model. First, at the full model approach yielded another factor, namely Customer
model level, all 12 independent variables were entered into Involvement. Finally, for Quality, each approach yielded
a regression model at the same time, with the expectation one similar factor, which was Agile Software Engineering
that the calculation of the coefficients would take into Techniques, while the second factor was different for each:
account the interaction of all other variables being present. Team Environment in the Full model case and Project
In this case, the relative importance of each and every inde- Management Process in the Optimized model case.
pendent variable would be accounted for, and those vari- With the above observations, the results of the hypoth-
ables that got top scores would be considered to be a esis testing can be finalized as follows: out of 48 research
critical success factor. Second, at the optimized model hypotheses, a total of 10 hypotheses were supported, while
level, a stepwise regression screening procedure was carried the remaining 38 hypotheses were rejected. Those hypoth-
out in order to come up with as few variables as possible eses were rejected due to their low coefficient values and
while still predicting well the results of Agile projects. In high probability level for their corresponding null hypoth-
this case, those variables that made it to the model would eses, meaning the presence of those factors did not make a
be considered to be a critical success factor, as they alone significant difference to the value of the success dimensions.
could account for the outcome of the dependent variables. Table 9 summarizes the results of the hypothesis testing.
At each level described above, the multiple correlation The 10 supported hypotheses are labeled with a check mark
coefficient (R) and the coefficient of determination (R2) of (U). Those without the check mark are rejected
the model were calculated, and for each independent vari- hypotheses.
Table 8
Summary of outcome from the two modeling approaches
Quality Scope Time Cost
Selected variable b Selected variable b Selected b Selected b
value value variable value variable value
Full model Agile SW engineering 0.39 Agile SW engineering 0.24 Team 0.30 Delivery 0.37
techniques techniques capability strategy
Team environment 0.20 Delivery strategy 0.19 Delivery 0.24 Team 0.23
strategy capability
Optimized Agile SW engineering 0.46 Agile SW engineering 0.27 Team 0.32 Delivery 0.36
model techniques techniques capability strategy
Project management process 0.24 Delivery strategy 0.20 Delivery 0.31 Team 0.17
strategy capability
Customer involvement 0.20
T. Chow, D.-B. Cao / The Journal of Systems and Software 81 (2008) 961–971 967
Table 10
Ranking of critical success factors
Rank Factor Hypotheses supported Selection in the full model Selection in the optimized model
Frequency b value Frequency b value
1 Delivery strategy H9b, H9c, H9d 3 0.37 3 0.36
0.24 0.31
0.19 0.20
2 Agile software engineering techniques H8a, H8b 2 0.39 2 0.46
0.24 0.27
3 Team capability H4c, H4d 2 0.30 2 0.32
0.23 0.17
4 Project management process H6a 0 – 1 0.24
5 Team environment H3a 1 0.20 0 –
6 Customer involvement H5b 0 – 1 0.20
968 T. Chow, D.-B. Cao / The Journal of Systems and Software 81 (2008) 961–971
Table 11 summarizes the level of impact of the five fac- When interpreting the findings, the reader should be
tor dimensions on the perceived success of Agile software aware this study was done based on data that reflected a
development projects based on the above discussion. relatively immature state of the Agile development meth-
ods. As more and more organizations adopt Agile methods
4.4. Research limitations in their software development, it is anticipated that critical
success factors may involve. It may be worthwhile to repeat
Based on the data collected from the survey, there are such a study again in five and ten years to see whether any
five limitations that need to be recognized in this research. new factors may emerge or current key success factors
First of all, the data did not represent all methods that were become no longer critical.
considered Agile. Indeed, only four out of seven methods
were reported in the returned surveys, namely Extreme 4.5. Possible interpretations for Practitioners
Programming (XP), Scrum, Feature-Driven Development,
and Crystal. The other three (Dynamic System Develop- Despite its limitations, this research has provided some
ment Method, Adaptive Software Development, and Lean interesting interpretations for practitioners. While the
Software Development) were not represented in the pro- empirical analysis validates some long-held beliefs, it also
jects reported. provides some surprises. First of all, the findings agree with
The second limitation is the possible bias toward XP in many of the 12 principles of agile practices laid down in the
the data reported. As Table 4 demonstrates, XP projects Agile Manifesto (Martin, 2003) that practitioners follow:
occupied 53.2% of all projects reported, thus the findings the three top critical success factors identified by the study
might have been rather influenced by the way XP projects (Delivery Strategy, Agile Software Engineering Practices,
worked, with such practices as pair programming, refactor- and Team Capability) consist of many attributes covered
ing, continuous integration, 40 h work week, etc. in the Manifesto. Specifically, Delivery Strategy corre-
The third limitation is the possibility of survey partici- sponds to the first and the third Manifesto practices – con-
pants’ subjective biases such as Agile proponents trying tinuous delivery of valuable, working software in short
to claim Agile success in introductory projects (in order time scales. Likewise, Agile Software Engineering Practices
to promote the adoption of their methodology), and the are in line with the ninth and tenth practices – continuous
lack of independent, non-Agile advocates in the survey. attention to technical excellence and simple design. Finally,
The fourth limitation is the relatively low US-based pro- Team Capability is parallel to the fifth practice, namely
jects representation in the sample population. The US user building projects around motivated individuals.
community had been the first to spread the Agile move- The other three auxiliary success factors identified by
ment, and it is the most experienced as well as the most the study also correspond to several Manifesto practices:
populous among Agile user communities worldwide. While Project Management Process is related to the sixth and
in this study the US was the top country with a 20% repre- eight practices (face-to-face conversation within team,
sentation of the projects, it may still be considered under- and sustaining a constant pace), while Team Environment
represented, as according to the Agile Alliance web site has to do with the eleventh practice (self-organizing team),
35% of all Agile user groups (29 out of 83) are US-based, and Customer Involvement is comparable with the first and
and its site demographic statistics shows over 58% of Agile the fourth practices (satisfying the customer, and business
Alliance users (1783 out of 3057) are from the US. people working closely with developers).
Lastly, the sample size was still small, considering the On the other hand, the study findings fail to support sev-
large Agile community population. A larger sample size eral common assumptions about Agile success factors.
could provide more robust and accurate statistical calcula- First of all, strong executive support and/or sponsor com-
tion and analysis, and also could include other Agile meth- mitment are found to be a non-factor, contrary to the belief
ods that were missing in this sample size. Although as that strong executive support is critical to carry out an
many user groups as possible were contacted during the Agile project. Moreover, the assumption that Agile-style
two email campaigns, the response rate of 2.40% was rather work facility, such as pair programming stations, commu-
low. nal areas, wall spaces, etc. which figure prominently in
Agile books, are prerequisite for successful Agile project
execution is not supported, either. This means that such
Table 11
Impact level of factor dimensions on project success work facilities while nice to have may not be critical. The
project team may improvise the working environment to
Rank Factor Hypotheses Success dimension
dimension supported suit their needs without having to rigidly follow the exact
physical set-up as suggested in Agile literature.
1 Technical H8a, H8b, Quality, Scope,
H9b,H9c, H9d Timeliness, Cost Perhaps the most interesting finding is that the Organiza-
2 People H4c, H4d, H5b Scope, Timeliness, Cost tional Environment factor had a negative coefficient in both
3 Process H6a Quality the regression analyses of the Timeliness and Cost depen-
4 Organizational H3a Quality dent variables. This seems to suggest that Agile projects
5 Project none –
could be done in a timely manner and within cost despite
T. Chow, D.-B. Cao / The Journal of Systems and Software 81 (2008) 961–971 969
the lack of agile-friendly organizational environment fac- engineering techniques and executes a correct Agile-style
tors, which include cooperative culture, oral culture, univer- delivery strategy, the project could be likely to be success-
sal acceptance of Agile, appropriate reward system, etc. ful. It provides a focus for the management when they
This finding can be explained by the fact that Agile is rela- embark on adopting Agile methods in their software devel-
tively new and those agile-friendly organizational traits opment projects.
have not typically been introduced or entrenched in the
organizations where Agile projects were carried out; thus,
Appendix A
as long as the team is capable and has a correct delivery
strategy, a widely-accepted agile environment is not a prere-
For testing purpose, the factors in the research model
quisite for success in terms of Timeliness and Cost.
were used for forming the corresponding 12 main hypoth-
In terms of the impact of the five factor categories on
eses, each addressing four success dimensions. Some of
Agile project success, the research findings show a rather
these hypotheses have been reworded to properly represent
surprising unevenness in the distribution of supported
the various attributes that the literature review indicated as
hypotheses among the categories. While the Technical
possible success factor items:
dimension and the People dimension weigh heavily as the
most important categories, the Process dimension and the
1. Hypotheses related to the Organization dimension:
Organizational dimension are underrepresented in their
contribution to the Agile project success. Most notable is H 1. The existence of a strong management commitment is
the complete lack of contribution of the Project dimension a critical success factor that contributes to the successful
in the list of identified success factors, although there had agile software development projects in terms of (a) Quality,
been ample discussion of this dimension in the literature. (b) Scope, (c) Time, and (d) Cost.
This seems to suggest that project managers, when deciding
whether to go Agile for their software projects, may not H 2. The presence of agile-friendly organizational environ-
have to put too much weight on factors such as the project ment is a critical success factor that contributes to the suc-
nature, project type, or project schedule, thus broadening cessful agile software development projects in terms of (a)
the applicability of Agile development methods. Quality, (b) Scope, (c) Time, and (d) Cost.
Cockburn, A., 2002. Agile Software Development. Addison-Wesley, Rockhart, J.F., Crescenzi, A.D., 1984. Engaging top management in
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tion. Computer 36 (6), 74–78. Cole Publishing Company, Pacific Grove, California.
Cronbach, L.J., 1951. Coefficient alpha and the internal structure of tests. Schatz, B., Abdelshafi, I., 2005. Primavera gets agile: A
Psychometrika 16, 297–334. successful transition to agile development. IEEE Software 22
Highsmith, J., 2002. Agile Software Development Ecosystems. Addison- (3), 36–42.
Wesley, Boston, Massachusetts. Williams, F., Monge, P., 2001. Reasoning with Statistics. Thomson
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Koch, A.S., 2005. Agile Software Development: Evaluating the Methods Tsun Chow is an IT Management Faculty at Capella University. Dr.
for Your Organizations. Artech House, Northwood, Massachusetts. Chow’s research interests cover a variety of IT management issues
Larman, C., 2004. Agile & Iterative Development. Addison-Wesley, including outsourcing, information assurance and process re-engineering.
Boston, Massachusetts. Before joining Capella, Dr. Chow held many senior IT management
Lindvall, M., Muthig, D., Dagnino, A., Wallin, C., Stupperich, M., positions in a Fortune 100 company, covering data center management,
Kiefer, D., et al., 2004. Agile software development in large organi- enterprise network management, application development, process re-
zations. Computer 37 (12), 26–34. engineering and outsourcing management. He has published research
Martin, R.C., 2003. Agile Software Development: Principles, Patterns, articles in software development, quality assurance and artificial intelli-
and Practices. Prentice Hall, Upper Saddle River, New Jersey. gence. He received his PhD in Computer Science and Electrical Engi-
McClave, J.T., Benson, P.G., 1988. Statistics for Business and Economics. neering from University of California at Berkeley.
Dellen Publishing, San Francisco, California.
Nerur, S., Mahapatra, R.K., Mangalaraj, G., 2005. Challenges of migrating Dac-Buu Cao is currently a Director of Product Development & Support
to agile methodologies. Communications of the ACM 48 (5), 72–78. Systems at Siemens PLM Software, a division of Siemens Automation &
Nunally, J., 1967. Psychometric Theory. McGraw Hill, New York. Drives Group. His research interests include software quality and software
Reel, J.S., 1999. Critical success factors in software projects. IEEE engineering methodologies. Dr. Cao graduated in Computer Science
Software 16 (3), 18–23. from University of California at Irvine and received his PhD in IT
Reifer, D.J., Maurer, F., Erdogmus, H., 2003. Scaling agile methods. Management from Capella University. He is a member of the IEEE and
IEEE Software 20 (4), 12–14. the ACM.