dc.contributor.author | Siddique, Lubna | |
dc.contributor.author | Hussein, Bassam A. | |
dc.date.accessioned | 2020-03-23T08:25:28Z | |
dc.date.available | 2020-03-23T08:25:28Z | |
dc.date.created | 2016-06-30T13:25:11Z | |
dc.date.issued | 2016 | |
dc.identifier.citation | International Journal of Information Systems and Project Management. 2016, 4 (2), 63-79. | en_US |
dc.identifier.issn | 2182-7796 | |
dc.identifier.uri | https://hdl.handle.net/11250/2648007 | |
dc.description.abstract | This paper provides practical insights into the success criteria in agile projects in the Norwegian software industry. We conducted 32 interviews with practitioners working with agile projects. The findings revealed two fundamental differences that distinguish the perception of success in agile projects from that in projects that are based on the waterfall approach. Firstly, the evaluation is carried out on a regular basis after each increment. This regular and continuous measurement of success contributes several advantages, including greater commitment and involvement from the customer and a higher level of mutual trust between the supplier and the customer; and thus leads to better knowledge sharing and reduced task uncertainty. The reduction of task uncertainty provides more predictability about the direction of the project and better grounds for change control; not least, it allows room to consider multiple and subjective assessments by various stakeholders. Secondly, there is a stronger emphasis on customer satisfaction. Customer satisfaction is measured in terms of how quickly the customer obtains value from the project. The continuous assessment of success at the end of each iteration also has a significant, positive impact on the customer’s evaluation of the project outcome. | en_US |
dc.language.iso | eng | en_US |
dc.title | A qualitative study of success criteria in Norwegian agile software projects from suppliers’ perspective | en_US |
dc.type | Peer reviewed | en_US |
dc.type | Journal article | en_US |
dc.description.version | publishedVersion | en_US |
dc.source.pagenumber | 63-79 | en_US |
dc.source.volume | 4 | en_US |
dc.source.journal | International Journal of Information Systems and Project Management | en_US |
dc.source.issue | 2 | en_US |
dc.identifier.doi | 10.12821/ijispm040204 | |
dc.identifier.cristin | 1365309 | |
dc.description.localcode | Copyright © 2016, SciKA. General permission to republish in print or electronic forms, but not for profit , all or part of this material is grn ted, provided that the Internat ional Journal of Informat ion Systems and Project Management copyr ight not ice is given and that reference made to the publ icat ion, to it s date of issue, and to the fact that repr int ing pr ivi leges were granted by permiss ion of SciKA - Associat ion for Promot ion and Disseminat ion of Scient if ic Knowledge. | en_US |
cristin.ispublished | true | |
cristin.fulltext | original | |
cristin.qualitycode | 1 | |