Factors Influencing Automated Agile Teams

Abstract

As we discussed in the previous papers Automated Agile Virtual Teams practice and in order to create high customer satisfaction, increase in value product in business, agile method has made with many changes in management. It presents an automated agile virtual team which is automatic with using a concept virtual governor which is efficient, cheaper, fast, highly predictable, quality improvement and high customer satisfaction increases when compared to previous technologies. Now in this paper in order to support and enhance Automated Agile teams we are including the Factors influencing Automated Agile Teams that will improve performance and predictability which is possible with Automated agile method instead of traditional Agile method. In traditional method, low team autonomy and high individual. But Automated Agile method includes both individual and team autonomy. For faster, cheaper, continuous delivery, better software development, agile method is used.

Introduction

The text compares Agile and Traditional Software Development Methodologies and highlights the factors that influence the success of automated Agile teams.

• Traditional software development uses fixed roles, detailed planning, extensive documentation, and strict requirements that are difficult to change. Agile, in contrast, is flexible, collaborative, and adaptive, allowing teams and customers to learn and evolve requirements together.
• Research shows that Agile methodologies are more adaptable to changing project needs and emphasize teamwork, communication, and knowledge sharing. Agile teams are people-focused and rely heavily on effective collaboration.
• Two major factors affecting Agile team success are senior management support and customer involvement.

Senior Management Support

• Senior management influences organizational culture, contracts, financial sponsorship, and resource management.
• Agile teams perform best in organizations with open communication, trust, and flexible structures rather than rigid hierarchies.
• Management can support Agile by providing Agile-friendly contracts, funding training and infrastructure, hiring suitable team members, and allocating dedicated resources.
• Support can be gained by demonstrating Agile benefits such as faster time-to-market, process improvement, customer satisfaction, and suitability for specific project contexts.

Customer Involvement

• Active customer participation is essential for gathering requirements, prioritizing features, and providing feedback.
• Poor customer involvement leads to unclear requirements, rework, delays, and reduced product quality.
• Agile teams use strategies such as changing customer mindsets, assigning story owners, conducting regular demonstrations, and using electronic collaboration tools (email, chat, video conferencing) to improve engagement.

Conclusion

Teams depend on environmental factors such as the support of senior management at their own organization and the level of customer involvement on their projects. The Champion and Promoter roles, mostly played by Agile coaches, handled these relationships. Senior management in?uences the organizational structure and culture in an organization. The importance of senior management support in the form of a conducive organizational culture has been widely acknowledged. Agile methods challenge conventional management ideas, and require changes in organization structure, culture, and management practices in traditional software development organizations. Customer collaboration in traditional software development projects is typically limited to providing the requirements in the beginning and feedback towards the end, with limited regular interactions between the customer and the development team. In contrast, customer collaboration is a vital feature and an important success factor in Agile software development. Agile methods expand the customer role within the entire development process by involving them in writing user stories, discussing product features, prioritizing the feature lists, and providing rapid feedback to the development team on a regular basis.

References

[1] Vikash Lalsing, Somveer Kishnah and Sameerchand Pudaruth, People Factors In Agile SoftwareDevelopment and Project Management International Journal Of Software Engineering & Applications (IJSEA), Vol.3, No.1, January 2012 [2] Christoph J. Stettina,Werner Heijstek, “Five Agile Factors: Helping Self-management to Self-reflect” EuroSPI 2011: Systems, Software and Service Process Improvement pp 84-96 [3] Viviane Santos, Alfredo Goldman,2014 “ The Influence of Organizational Factors on Inter-team Knowledge Sharing Effectiveness in Agile Environments”47th Hawaii International Conference on System Sciences. [4] Mahdi Javanmard, Maryam Alian, “Comparison between Agile and Traditional software development methodologies” Cumhuriyet University Faculty of Science Science Journal (CSJ), Vol. 36, No: 3 Special Issue (2015) ISSN: 1300-1949

Copyright

Copyright © 2026 Mohammed Mohiseen Ahamed, O Nagaraju. This is an open access article distributed under the Creative Commons Attribution License, which permits unrestricted use, distribution, and reproduction in any medium, provided the original work is properly cited.