A Comparative Analysis of Traditional versus Agile Project Management Methodologies on IT Project Outcomes
Kenneth O Ogirri
*
Ladoke Akintola University of Technology, Ogbomosho, Oyo State, Nigeria. b Nasarawa State University, Nigeria.
Itohan Jacqueline Idugie
Nasarawa State University, Nigeria.
*Author to whom correspondence should be addressed.
Abstract
Agile project management approaches have gained popularity over the last two decades for managing IT projects. However, there remains an ongoing debate on which approach, agile or traditional plan-driven, yields more successful projects in terms of on-time and on-budget delivery, customer satisfaction, and team engagement. This study consolidates quantitative data from over 50 sources, encompassing over 1,250 IT projects implementing traditional waterfall or agile methodologies like Scrum and Kanban. The results show that agile approaches resulted in a 21% higher rate of project success compared to traditional methods. Projects using agile exhibited a 20% increase in customer satisfaction ratings as measured by Net Promoter Scores. Team members engaged in various agile projects reported higher motivation, empowerment, and better work-life balance compared to traditional projects. Statistical analysis found these differences were very unlikely to occur by chance the iterative nature of agile, its emphasis on continuous customer feedback, and autonomous team structure provide more flexibility to evolving IT projects. Traditional plan-driven methods remain effective for large, complex infrastructure projects requiring extensive pre-planning.
Keywords: Agile project management, traditional project management, waterfall methodology, customer satisfaction, net promoter score, team engagement, comparative analysis