{"status":"ok","message-type":"work","message-version":"1.0.0","message":{"indexed":{"date-parts":[[2026,4,15]],"date-time":"2026-04-15T11:46:11Z","timestamp":1776253571999,"version":"3.50.1"},"reference-count":20,"publisher":"MDPI AG","issue":"3","license":[{"start":{"date-parts":[[2022,8,5]],"date-time":"2022-08-05T00:00:00Z","timestamp":1659657600000},"content-version":"vor","delay-in-days":0,"URL":"https:\/\/creativecommons.org\/licenses\/by\/4.0\/"}],"content-domain":{"domain":[],"crossmark-restriction":false},"short-container-title":["Software"],"abstract":"<jats:p>Agile software development methods were introduced to minimize problems faced using traditional software development approaches. There are several Agile approaches used in developing software projects, these include Scrum, Extreme programming and Kanban. An Agile approach focuses on collaboration between customers and developers and encourages development teams to be self-organizing. To achieve this there are different Agile practices teams choose to use in their projects. Some teams only use one practice whilst others use a combination of practices. The most common practices used are stand-ups, user stories, Burndown chart\/Burnup chart, pair programming, Epic and User stories. This paper reports on the analysis of the data collected from people involved in Agile software development teams and identifies that the combination of practices in Agile software development have an impact on the communication in the team, project requirements and project priorities, with more practices being adopted correlating with better project outcomes.<\/jats:p>","DOI":"10.3390\/software1030012","type":"journal-article","created":{"date-parts":[[2022,8,7]],"date-time":"2022-08-07T21:03:50Z","timestamp":1659906230000},"page":"265-275","update-policy":"https:\/\/doi.org\/10.3390\/mdpi_crossmark_policy","source":"Crossref","is-referenced-by-count":25,"title":["The Impact of Agile Development Practices on Project Outcomes"],"prefix":"10.3390","volume":"1","author":[{"ORCID":"https:\/\/orcid.org\/0000-0003-1336-7541","authenticated-orcid":false,"given":"Dipendra","family":"Ghimire","sequence":"first","affiliation":[{"name":"Department of Business and Digital Technologies, Ara Institute of Canterbury, Christchurch 8011, New Zealand"},{"name":"School of Landscape Architecture, Lincoln University, Lincoln 7647, New Zealand"}]},{"ORCID":"https:\/\/orcid.org\/0000-0002-1560-0805","authenticated-orcid":false,"given":"Stuart","family":"Charters","sequence":"additional","affiliation":[{"name":"School of Landscape Architecture, Lincoln University, Lincoln 7647, New Zealand"}]}],"member":"1968","published-online":{"date-parts":[[2022,8,5]]},"reference":[{"key":"ref_1","doi-asserted-by":"crossref","first-page":"63","DOI":"10.1016\/j.infoandorg.2016.07.001","article-title":"Routine interdependencies as a source of stability and flexibility. 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