Measuring Agile Benefits Realization



By Adam Alami

IT Consultant





This paper presents findings from a case study that sought to understand the effectiveness and the value add of Agile methodology in project management as well as its success. The study focuses on measuring and identifying Agile benefits realization. The research findings suggest that Agile Methodology has, to some extent, facilitated the achievement of project defined benefits. In addition, ‘Agile Adoption’, a ’Cultural Fit’, and ‘Process Maturity Level’ are critical factors that directly influence the realization of benefits.


Project success is indispensably critical for organizations to succeed in executing their strategies and implementing their visions. However, the definition of project success lacks universal acceptance or consensus. Project success can be defined subjectively by the organization and the project management teams. This research aims to define benefits realization as evaluating the benefits delivered by the project meeting the objectives of the organization. This evaluates how well projects deliver the benefits required by business strategies in order to meet wider business objectives and to create value.

Agile process is an iterative and incremental method used in project management. As a project management methodology, it seeks to create a product or service development in an iterative and highly flexible manner. Agile methodology for software development refers to a group of software development methods in which resolutions emerge through the collaboration between cross functional teams, thereby facilitating adaptive planning, ongoing improvement, and evolutionary developments that contribute to a rapid and flexible response to the changes. In the Agile Paradigm, every aspect of the development process is revisited and reiterated continually throughout the lifecycle of the project. The ability to permit the team to stop and re-evaluate the logistics of the project, thus allowing the team to easily navigate in a different direction, has contributed the most to the widespread use of the Agile methodology. The impact of the ability to ‘inspect-adapt’ to changes accorded by Agile methodology minimizes the time to market and the costs related to development.

Today more than ever, organizations are under increasing pressure to deliver promptly whilst yet remaining competitive and flexible. Agile processes objectives are to address an organization’s needs to deliver rapidly. This methodology has evolved in response to the so called heavyweight software development methods, which have been argued to exert heavy governance and rigidity upon constituents and participants. Hence, lightweight methods, which later came to be collectively known as Agile Methods, were championed. Carmel(1999) suggests that among the many benefits expected from Agile Methodology by organizations are ‘time-to-benefits, overall quality and efficiency, and team morale.’

Despite the growing body of knowledge, available literature has scarcely challenged this assumption, thereby limiting the focus on the implementation aspects of Agile, adoption, and Agile in distribution environments. As a result, insufficient empirical studies have been dedicated to the benefits realization of Agile Methodology. In addition, the literature shows little evidence of issues faced by organizations as they try to realize benefits from Agile while trying to develop and enhance their Agile Maturity Level. Hence, a comprehensive review and analysis of benefits realized by the organization through adoption and implementation of Agile methodology are required to streamline potential benefits.


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About the Author

pmwj41-Dec2015-Alami-PHOTOAdam Alami

Sydney, Australia


Adam Alami
is a seasoned IT consultant with over 18 years’ experience. Business Analysis and Project Management is his passion. His experience revolved around major business transformation projects. He is a versetail IT professional. He accumulated a wealth of cross industry experience with Tier 1 businesses in major projects in the areas of Enterprise Transformation, Integration, Migration, and Systems Modernization.

He has a track of academic achievements. He holds a Bachelor degree in Software Engineering from the Université du Québec à Montréal (UQÀM) and a Master degree in Computing from the University of Technology, Sydney (UTS).

Adam has a passion for research. His research interests are IT Offshoring, Global Project Managements, Banking Technology, Business Analysis, Information Technology and Culture, Enterprise Innovation and Business Solutions.

Email: [email protected]

Website: http://www.adamalami.com/