Software Project Complexity and Project Success: Mediating Role of Project Dynamism and Moderating Role of Agility-Based Project Management
Keywords:
Project dynamism, software projects, agile project management, project success, project complexity.Abstract
This article examines the relationship between project complexity and project success while investigating the mediating role of project dynamism, and the moderating role of agility-based project management approach with the application of contingency theory. Quantitative approach has been used for data collection and analysis throughout this study. Data was collected [n = 341] from employees working at different management levels in software project-based firms across Pakistan. For data analysis, SPSS Process Macro was used with simple mediation (model 4) and moderated mediation analysis (model 14). The moderated mediation model 14 depicted that project complexity does not have a significant negative effect on a project’s success, whereas project dynamism mediates the relationship between project complexity and project success. Furthermore, the agility-based project management approach plays a vital role being the only moderator between project dynamism and project success. The present study findings suggested to policy or decisions makers that adoption of agility-based project management practices in dynamic environment can significantly enhance the chances of project success. This study has highlighted the concern that projects with greater number of complexities and dynamism should be handled using agility-based project management approach in order to achieve project success. Organizations must learn implementing agility-based project management approach for projects that are both complex and dynamic in nature.
References
Ahimbisibwe, A., Cavana, R. Y., & Daellenbach, U. (2015). A contingency fit model of critical success factors for software development projects: A comparison of agile and traditional plan-based methodologies. Journal of Enterprise Information Management, 28(1), 7–33. https://doi.org/10.1108/JEIM-08-2013-0060
Ahsan, Q., Abdullah, M. I., Chughtai, M. A., & Hafeez, H. (2022). The impact of project managers’ transformational leadership on work crafting: explaining a moderating role of environmental dynamism in software project teams. Middle East J. of Management, 9(1), 1-22. https://doi.org/10.1504/MEJM.2022.119354
Al-Mohammad, M. S., Haron, A. T., Aloko, M. N., & Rahman, R. A. (2023). Factors affecting BIM implementation in post-conflict low-income economies: the case of Afghanistan. Journal of Engineering, Design and Technology, 21(1), 299–318. https://doi.org/10.1108/JEDT-04-2021-0205
Barry, C., & Lang, M. (2003). A comparison of ‘traditional’ and multimedia information systems development practices. Information and Software Technology, 45(4), 217–227. https://doi.org/10.1016/S0950-5849(02)00207-0
Baskerville, R. L., & Pries-Heje, J. (2004). Short cycle time systems development. Information Systems Journal, 14(3), 237–264. https://doi.org/10.1111/J.1365- 2575.2004.00171.X
Batra, D., Xia, W., van der Meer, D., & Dutta, K. (2010). Balancing Agile and Structured Development Approaches to Successfully Manage Large Distributed Software Projects: A Case Study from the Cruise Line Industry. Communications of the Association for Information Systems, 27(1), 21. https://doi.org/10.17705/1CAIS.02721
Bergmann, T., & Karwowski, W. (2019). Agile project management and project success: A literature review. Advances in Intelligent Systems and Computing, 783, 405–414. https://doi.org/10.1007/978-3-319-94709-9_39
Black, K. (2010). Business Statistics For Contemporary Decision Making 6th edition.
Boehm, B., & Turner, R. (2005). Management challenges to implementing agile processes in traditional development organizations. IEEE Software, 22(5), 30–39. https://doi.org/10.1109/MS.2005.129
Boonstra, A., & Reezigt, C. (2023). A Complexity Framework for Project Management Strategies. Project Management Journal, 54(3), 253-267.
https://doi.org/10.1177/87569728221142229
Butler, C. W., Vijayasarathy, L. R., & Roberts, N. (2020). Managing Software Development Projects for Success: Aligning Plan- and Agility-Based Approaches to Project Complexity and Project Dynamism. Project Management Journal, 51(3), 262–277. https://doi.org/10.1177/8756972819848251
Cao, L., Mohan, K., Xu, P., & Ramesh, B. (2009). A framework for adapting agile development methodologies. European Journal of Information Systems, 18(4), 332–343. https://doi.org/10.1057/EJIS.2009.26
Chakko, J. P., Huygh, T., & De Haes, S. (2021). Achieving Agility in IT Project Portfolios
– A Systematic Literature Review. In Lean and Agile Software Development: 5th International Conference, LASD 2021, 408(January), 71–90. https://doi.org/10.1007/978- 3-030-67084-9_5
Chow, T., & Cao, D. B. (2008). A survey study of critical success factors in agile software projects. Journal of Systems and Software, 81(6), 961–971. https://doi.org/10.1016/J.JSS.2007.08.020
Chritamara, S., Ogunlana, S. O., & Luong Bach, N. (2001). Investigating the effect of initial scope establishment on the performance of a project through system dynamics modelling. Engineering, Construction and Architectural Management, 8(5–6), 381–392. https://doi.org/10.1108/EB021198
Ciric, D., Delic, M., Lalic, B., Gracanin, D., & Lolic, T. (2021). Exploring the link between project management approach and project success dimensions: A structural model approach. Advances in Production Engineering and Management, 16(1), 99–111. https://doi.org/10.14743/apem2021.1.387
Clark, K. B. (1989). Project Scope and Project Performance: The Effect of Parts Strategy and Supplier Involvement on Product Development. Management Science, 35(10), 1247– 1263. https://doi.org/10.1287/MNSC.35.10.1247
Collyer, S., Management, C. W.-I. J. of P., & 2009, undefined. (2013). Project management approaches for dynamic environments. Elsevier, 27(4), 355–364. https://doi.org/10.1016/j.ijproman.2008.04.004
Collyer, S., Warren, C., Hemsley, B., & Stevens, C. (2010). Aim, Fire, Aim—Project Planning Styles in Dynamic Environments. Project Management Journal, 41(4), 108–121. https://doi.org/10.1002/PMJ.20199
Collyer, S., & Warren, C. M. J. (2009). Project management approaches for dynamic environments. International Journal of Project Management, 27(4), 355–364. https://doi.org/10.1016/J.IJPROMAN.2008.04.004
Conforto, E. C., Amaral, D. C., da Silva, S. L., Di Felippo, A., & Kamikawachi, D. S. L. (2016). The agility construct on project management theory. International Journal of Project Management, 34(4), 660–674. https://doi.org/10.1016/j.ijproman.2016.01.007
Cooper, R. G., & Sommer, A. F. (2016). The Agile–Stage-Gate Hybrid Model: A Promising New Approach and a New Research Opportunity. Journal of Product Innovation Management, 33(5), 513–526. https://doi.org/10.1111/JPIM.12314
Damasiotis, V., Fitsilis, P., & O’Kane, J. F. (2018). Modeling Software Development Process Complexity. International Journal of Information Technology Project Management, 9(4), 17–40. https://doi.org/10.4018/IJITPM.2018100102
Donaldson, L. (2001). The Contingency Theory of Organizations. The Contingency Theory of Organizations. SAGE Publications, Inc. https://doi.org/10.4135/9781452229249
Dybå, T., Dingsoyr, T., & Moe, N. B. (2014). Agile project management. [chapter in] Software Project Management in a Changing World, 9783642550355, 277–300. https://doi.org/10.1007/978-3-642-55035-5_11
Elia, G., Margherita, A., & Secundo, G. (2020). Project management canvas: a systems thinking framework to address project complexity. International Journal of Managing Projects in Business, 14(4), 809–835. https://doi.org/10.1108/IJMPB-04-2020-0128
Fiedler, F. E. (1964). A Contingency Model of Leadership Effectiveness. Advances in Experimental Social Psychology, 1(C), 149–190. https://doi.org/10.1016/S0065- 2601(08)60051-9
Floricel, S., Piperca, S., & Tee, R. (2018). Strategies for Managing the Structural and Dynamic Consequences of Project Complexity. Complexity, 2018(1), 3190251. https://doi.org/10.1155/2018/3190251
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
Geraldi, J. G., & Adlbrecht, G. (2007). On Faith, Fact, and Interaction in Projects. Project Management Journal , 38(1), 32–43. https://doi.org/10.1177/875697280703800104
Grepan, V. (2025). Approaches to Implementing Agile Within Traditional Project Management Standards. The American Journal of Management and Economics Innovations, 07(05), 76–82. https://doi.org/10.37547/tajmei/Volume07Issue05-09
Harris, M. L., Collins, R. W., & Hevner, A. R. (2009). Control of Flexible Software Development Under Uncertainty. Information Systems Research, 20(3), 400–419. https://doi.org/10.1287/ISRE.1090.0240
Hayes, A. F. (2018). Partial, conditional, and moderated moderated mediation: Quantification, inference, and interpretation. Communication Monographs, 85(1), 4–40. https://doi.org/10.1080/03637751.2017.1352100
Hoxha, L., & Mcmahan, C. (2019). The Influence of Project Manager’s Age on Project Success. Journal of Engineering, Project, and Production Management, 9(1), 12–19. https://doi.org/10.2478/jeppm-2019-0003
Iriarte, C., & Bayona, S. (2020). IT projects success factors: a literature review. International Journal of Information Systems and Project Management, 8(2), 49-78. https://doi.org/10.12821/ijispm080203
Jabar, M. A., Abdullah, S., Jusoh, Y. Y., Mohanarajah, S., & Ali, N. M. (2019). Adaptive and dynamic characteristics in hybrid agile management model for software development project success. International Conference on Research and Innovation in Information Systems, ICRIIS, December-2019. https://doi.org/10.1109/ICRIIS48246.2019.9073337
Jaiswal, A., Raikwal, J., & Raikwal, P. (2025). Importance of Addressing Complexity Factors to Improve Project Success Rates and the Overall Effectiveness of Software Development (pp. 734–746). https://doi.org/10.2991/978-94-6463-716-8_55
Jugdev, K., & Müller, R. (2005). A Retrospective look at our Evolving Understanding of Project Success. Project Management Journal, 36(4), 19–31. https://doi.org/10.1177/875697280503600403
Kaming, P. F., Olomolaiye, P. O., Holt, G. D., & Harris, F. C. (2010). Factors influencing construction time and cost overruns on high-rise projects in Indonesia. Construction Management and Economics, 15(1), 83–94. https://doi.org/10.1080/014461997373132
Keyworth, C., Epton, T., Goldthorpe, J., Calam, R., & Armitage, C. J. (2020). Acceptability, reliability, and validity of a brief measure of capabilities, opportunities, and motivations (“COM-B”). British Journal of Health Psychology, 25(3), 474–501. https://doi.org/10.1111/BJHP.12417
Kukah, A. S. K., Owusu-Manu, D. G., Badu, E., & Edwards, D. J. (2022). Delphi study for evaluating critical success factors (CSFs) for PPP power projects in Ghana. Journal of Facilities Management, 22(5), 828-848. https://doi.org/10.1108/JFM-04-2022-0040
Li, W., Yuan, J., Zhang, G., Wei, S., Zhang, B., & Skibniewski, M. J. (2022). Agent-Based Simulation Modeling for the Evaluation and Dynamic Adjustment of Project Benefits in Urban Rail Transit PPPs. Journal of Management in Engineering, 39(2), 04022074. https://doi.org/10.1061/JMENEA.MEENG-4682
Luo, L., He, Q., Xie, J., Yang, D., & Wu, G. (2017). Investigating the Relationship between Project Complexity and Success in Complex Construction Projects. Journal of Management in Engineering, 33(2), 04016036. https://doi.org/10.1061/(ASCE)ME.1943-
5479.0000471
Luo, L., Zhang, L., & He, Q. (2020). Linking project complexity to project success: a hybrid SEM–FCM method. Engineering, Construction and Architectural Management, 27(9), 2591–2614. https://doi.org/10.1108/ECAM-05-2019-0241
Ma, L., & Fu, H. (2020). Exploring the influence of project complexity on the mega construction project success: a qualitative comparative analysis (QCA) method. Engineering, Construction and Architectural Management, 27(9), 2429–2449. https://doi.org/10.1108/ECAM-12-2019-0679
Marnewick, C., Erasmus, W., & Nazeer, J. (2017). The symbiosis between information system project complexity and information system project success (p 184). Publisher: AOSIS. https://doi.org/10.4102/aosis.2017.itpsc45
Maylor, H., Vidgen, R., & Carver, S. (2008). Managerial Complexity in Project-Based Operations: A Grounded Model and Its Implications for Practice. Project Management Journal, 39(1_suppl), S15–S26. https://doi.org/10.1002/PMJ.20057
Monserrat, M., Mas, A., & Mesquida, A. L. (2025). A Study of Factors That Influence the Software Project Success. Journal of Software: Evolution and Process, 37(2), e2735. https://doi.org/10.1002/smr.2735
Mookerjee, V. S., & Chiang, I. R. (2002). A dynamic coordination policy for software system construction. IEEE Transactions on Software Engineering, 28(7), 684–694. https://doi.org/10.1109/TSE.2002.1019482
Morcov, S., Pintelon, L., & Kusters, R. (2020). Definitions, characteristics and measures of it project complexity-a systematic literature review. International Journal of Information Systems and Project Management, 8(2), 5–21. https://doi.org/10.12821/ijispm080201
Morcov, S., Pintelon, L., & Kusters, R. J. (2021). A Practical Assessment of Modern IT Project Complexity Management Tools: Taming Positive, Appropriate, Negative Complexity. International Journal of Information Technology Project Management, 12(3), 90–108. https://doi.org/10.4018/IJITPM.2021070106
Nguyen, T. S., & Mohamed, S. (2020). Interactive Effects of Agile Response-to-Change and Project Complexity on Project Performance. In The 10th International Conference on Engineering, Project, and Production Management, 311–320. https://doi.org/10.1007/978-981-15-1910-9_26
Ominde, D., Ochieng, E. G., & Zuofa, T. (2025). Multilateral analysis of stakeholder integration, project complexity and project performance on information technology (IT) projects. International Journal of Productivity and Performance Management, 74(3), 709– 740. https://doi.org/10.1108/IJPPM-02-2024-0135
Penny, K. I. (1996). Appropriate Critical Values When Testing for a Single Multivariate Outlier by Using the Mahalanobis Distance. Journal of the Royal Statistical Society: Series C (Applied Statistics), 45(1), 73–81. https://doi.org/10.2307/2986224
Radhakrishnan, A., Zaveri, J., David, D., & Davis, J. S. (2022). The impact of project team characteristics and client collaboration on project agility and project success: An empirical study. European Management Journal, 40(5), 758–777. https://doi.org/10.1016/J.EMJ.2021.09.011
Rehman, S. U. (2020). Impact of Inclusive Leadership on Project Success. Journal of Engineering, Project, and Production Management, 10(2), 87–93. https://doi.org/10.2478/jeppm-2020-0011
Reichelt, K. S., & Lyneis, J. (1999). The dynamics of project performance: benchmarking the drivers of cost and schedule overrun. European Management Journal, 17(2), 135–150. https://doi.org/10.1016/S0263-2373(98)00073-5
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
Serrador, P., & Pinto, J. K. (2015). Does Agile work? — A quantitative analysis of agile project success. International Journal of Project Management, 33(5), 1040–1051. https://doi.org/10.1016/J.IJPROMAN.2015.01.006
Shafique, M., Khan, M. Z., & Rahman, A. (2023). The impact of project complexity on project success with the mediating role of team performance. International Journal of Business and Management Sciences, 4(1), 181–202.
Shastri, Y., Hoda, R., & Amor, R. (2021). The role of the project manager in agile software development projects. Journal of Systems and Software, 173, 110871. https://doi.org/10.1016/J.JSS.2020.110871
Shenhar, A. J., & Dvir, D. (2007). Project Management Research—The Challenge and Opportunity. Project Management Journal, 38(2), 93–99. https://doi.org/10.1177/875697280703800210
Tam, C., Moura, E. J. da C., Oliveira, T., & Varajão, J. (2020). The factors influencing the success of on-going agile software development projects. International Journal of Project Management, 38(3), 165–176. https://doi.org/10.1016/J.IJPROMAN.2020.02.001
Tasa, O., Gholabchi, M., & Ravanshadnia, M. (2023). Evaluating the Response to Risks in Complex Construction Projects Using the Fuzzy TOPSIS Method. Industrial Management Journal, 15(2), 335-364.
Thamhain, H. J. (2004). Linkages of project environment to performance: lessons for team leadership. International Journal of Project Management, 22(7), 533–544. https://doi.org/10.1016/J.IJPROMAN.2004.04.005
Trippensee, L., & Remané, G. (2021). Practices for Large-Scale Agile Transformations: A Systematic Literature Review. AMCIS 2021 Proceedings.
Wang, L., Kunc, M., & Bai, S. jun. (2017). Realizing value from project implementation under uncertainty: An exploratory study using system dynamics. International Journal of Project Management, 35(3), 341–352. https://doi.org/10.1016/J.IJPROMAN.2017.01.009
White, D., & Fortune, J. (2002). Current practice in project management — an empirical study. International Journal of Project Management, 20(1), 1–11. https://doi.org/10.1016/S0263-7863(00)00029-6
Wozniak, T. M. (1993). Significance vs. capability:" Fit for use" project controls. AACE International Transactions, 20(1), 1-11.
Wu, G., Hu, Z., Zheng, J., Zhao, X., & Zuo, J. (2021). Effects of structure characteristics of project network on conflicts and project success. Engineering, Construction and Architectural Management, 28(1), 101–124. https://doi.org/10.1108/ECAM-03-2019-
0129
Young, D. K., Beebe, N. L., Dietrich, G., & Liu, C. Z. (2016). An Empirical Examination of an Agile Contingent Project/Method Fit Model. Communications of the Association for Information Systems, 39(1), 14. https://doi.org/10.17705/1CAIS.03914
Zolin, R., Turner, R., & Remington, K. (2009). A model of project complexity: distinguishing dimensions of complexity from severity. In International research network of project management conference (IRNOP) (pp. 1-30).
