Razzaq, Mah am; Hani , Aame ; A zal, Nim a
A icle
So wa e p ojec complexi y and p ojec success:
Media ing ole o p ojec dynamism and mode a ing ole
o agili y-based p ojec managemen
Pakis an Jou nal o Comme ce and Social Sciences (PJCSS)
P o ided in Coope a ion wi h:
Joha Educa ion Socie y, Pakis an (JESPK)
Sugges ed Ci a ion: Razzaq, Mah am; Hani , Aame ; A zal, Nim a (2025) : So wa e p ojec complexi y
and p ojec success: Media ing ole o p ojec dynamism and mode a ing ole o agili y-based
p ojec managemen , Pakis an Jou nal o Comme ce and Social Sciences (PJCSS), ISSN 2309-8619,
Joha Educa ion Socie y, Pakis an (JESPK), Laho e, Vol. 19, Iss. 3, pp. 522-542,
h ps://doi.o g/10.64534/Comme .2025.515
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Pakis an Jou nal o Comme ce and Social Sciences
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So wa e P ojec Complexi y and P ojec Success:
Media ing Role o P ojec Dynamism and Mode a ing
Role o Agili y-Based P ojec Managemen
Mah am Razzaq1, Aame Hani 2, Nim a A zal3
1 Tecb ix Cloud, Ga houd, Dubai, UAE
2 NUST Business School, Na ional Uni e si y o Sciences & Technology, Islamabad, Pakis an
3 Facul y o Managemen Sciences, Riphah In e na ional Uni e si y, Islamabad, Pakis an
*Co esponding au ho ’s Email: nim a.a zal@ iphah.edu.pk
A icle His o y
Recei ed: 30 June 2025
Re ised: 23 Sep 2025
Accep ed: 26 Sep 2025
Published: 30 Sep 2025
Abs ac
This a icle examines he ela ionship be ween p ojec complexi y and p ojec success
while in es iga ing he media ing ole o p ojec dynamism, and he mode a ing ole o
agili y-based p ojec managemen app oach wi h he applica ion o con ingency heo y.
Quan i a i e app oach has been used o da a collec ion and analysis h oughou his s udy.
Da a was collec ed [n = 341] om employees wo king a di e en managemen le els in
so wa e p ojec -based i ms ac oss Pakis an. Fo da a analysis, SPSS P ocess Mac o was
used wi h simple media ion (model 4) and mode a ed media ion analysis (model 14). The
mode a ed media ion model 14 depic ed ha p ojec complexi y does no ha e a signi ican
nega i e e ec on a p ojec ’s success, whe eas p ojec dynamism media es he ela ionship
be ween p ojec complexi y and p ojec success. Fu he mo e, he agili y-based p ojec
managemen app oach plays a i al ole being he only mode a o be ween p ojec
dynamism and p ojec success. The p esen s udy indings sugges ed o policy o decisions
make s ha adop ion o agili y-based p ojec managemen p ac ices in dynamic
en i onmen can signi ican ly enhance he chances o p ojec success. This s udy has
highligh ed he conce n ha p ojec s wi h g ea e numbe o complexi ies and dynamism
should be handled using agili y-based p ojec managemen app oach in o de o achie e
p ojec success. O ganiza ions mus lea n implemen ing agili y-based p ojec managemen
app oach o p ojec s ha a e bo h complex and dynamic in na u e.
Keywo ds: P ojec dynamism, so wa e p ojec s, agile p ojec managemen , p ojec
success, p ojec complexi y.
1. In oduc ion
Rapid echnological p og ess in he so wa e indus y has signi ican ly inc eased he
complexi y o so wa e-based p ojec s. Coupled wi h apid changes ha ake place in
o ganiza ions, p ojec s equen ly expe ience al e a ion in iden i ied scopes, leading o
Razzaq, Hani & A zal
523
epea ed e-wo ks, ecycling o p ojec phases, inclusion o con ingencies ha in ol e
addi ional cos s, and inhe en isk o ailu e in e ms o bo h applica ion and cu ency
(Coope & Somme , 2016; Boehm, 2002). The desi e o clien s o include in icacies and
e inemen s a di e en s ages o p ojec s has d i en he ansi ion om adi ional
p ac ices o agile p ac ices in ecen yea s (G epan, 2025; Jaba e al., 2019). As a esponse
o his shi , esea ch on agile p ac ices has been conduc ed on a global scale wi h assis ance
om mul iple eams o mee he g owing demand o he so wa e indus y and o solidi y
guidelines o he smoo h implemen a ion o agile p ac ices, pa icula ly in la ge and
complex p ojec s (Shas i e al., 2021). This backg ound se s he s age o unde s anding
why agili y has eme ged as a cen al app oach in managing dynamically complex p ojec s.
Se e al s udies ha e been conduc ed o unde s and he nega i e e ec s o di e en
elemen s p esen in p ojec s (Al-Mohammad e al., 2023; Kukah e al., 2022). These
elemen s di ec ly impac he success o p ojec s, which has been explained as he ex en o
which a p ojec achie es i s es ablished goals, mee s schedule equi emen s, s ays wi hin
he alloca ed budge , ensu es quali y con ol, and main ains e iciency and o e all
p oduc i i y (Bu le e al., 2020; Monse a e al., 2025). P io esea ch (Li e al., 2022;
TASA e al., 2023) con i med ha wo p oblema ic ac o s—p ojec complexi y and
p ojec dynamism—ha e he mos p o ound in luence on p ojec ou comes. Schola s such
as Ahsan e al. 2022 and Ma newick e al. 2017 emphasized ha he in e wined na u e o
complexi y and dynamism makes i nea ly impossible o pe o m eliable o ecas ing,
which is a co e necessi y o achie ing p ojec success. This di icul y s eng hens he
a ionale o explo ing adap i e p ojec managemen app oaches capable o managing
unce ain y while s ill enabling p ojec success.
Ea lie esea ch in his ield has p edominan ly elied on case s udies and scena io-based
in es iga ions, mos o which we e quali a i e in na u e. While such s udies p o ided
aluable insigh s in o he signi icance o aligning p ojec ac o s wi h app op ia e p ojec
managemen app oaches (Ba a e al., 2010; Boehm & Tu ne , 2005) hey le ce ain gaps
unadd essed. Speci ically, he mode a ing ole o agili y-based p ojec managemen
app oach (APMA) in managing he ela ionship be ween p ojec dynamism and p ojec
success has no been ho oughly in es iga ed. Fu he mo e, al hough in e na ional
li e a u e highligh s he bene i s o agile me hodologies, he e is a lack o quan i a i e,
empi ical esea ch ha in es iga es how hese me hodologies ac ually impac he success
o dynamically complex p ojec s in p ac ice. This limi a ion is e en mo e p onounced when
conside ing he con ex o Pakis an, whe e so wa e i ms o en ace challenges in coping
wi h complexi y and dynamism due o limi ed amilia i y and lesse expe ience wi h
APMA. The sca ci y o such esea ch in he Pakis ani con ex es ablishes a clea and
signi ican esea ch gap.
To add ess his esea ch gap, he p esen s udy se s ou o examine h ee speci ic objec i es.
Fi s , i in es iga es he impac o p ojec complexi y on p ojec success. Second, i
So wa e P ojec Complexi y and P ojec Success
524
explo es whe he p ojec dynamism media es he ela ionship be ween p ojec complexi y
and p ojec success. Thi d, i examines whe he he agili y-based p ojec managemen
app oach mode a es he ela ionship be ween p ojec dynamism and p ojec success (Chow
& Cao, 2008; Young e al., 2016). The ocus on so wa e p ojec -based i ms in Pakis an
allows his s udy o p o ide insigh s ha a e bo h con ex ually ele an and p ac ically
aluable. In doing so, he s udy no only de elops a deepe unde s anding o he dynamics
be ween complexi y, dynamism, and success bu also ex ends he empi ical ounda ion o
p ojec managemen esea ch.
The use ulness o his s udy lies in i s po en ial con ibu ions o bo h heo y and p ac ice.
Theo e ically, i builds upon con ingency heo y by examining how he selec ion o p ojec
managemen app oaches should depend on speci ic p ojec cha ac e is ics. By empi ically
es ing he ole o APMA, he s udy enhances he li e a u e on p ojec complexi y, p ojec
dynamism, and hei combined in luence on success. I en iches exis ing knowledge by
going beyond desc ip i e and case-based accoun s and o e ing a quan i a i e, e idence-
based pe spec i e on how i ms can espond e ec i ely o complexi y and change.
P ac ically, he s udy p o ides guidance o i ms ha a e s uggling o achie e success in
dynamically complex en i onmen s by o e ing e idence on he bene i s o adop ing agile
p ac ices. Fo Pakis ani so wa e i ms, which o en lack expe ience in implemen ing
APMA, hese insigh s can be especially aluable in in o ming managemen s a egies.
The implica ions o his esea ch ex end o mul iple s akeholde s. Fo p ojec manage s,
he s udy o e s insigh s in o how agili y can be le e aged o coun e he nega i e e ec s
o complexi y and dynamism, he eby imp o ing he likelihood o achie ing p ojec
success. Fo p ac i ione s and employees, he s udy unde sco es he impo ance o aining
and capaci y building in agile concep s, ensu ing ha skilled manpowe is equipped o
na iga e unce ain y and dynamic change. Fo policymake s and leade s in he so wa e
indus y, he indings p o ide a s imulus o design ini ia i es ha p omo e he adop ion o
agile me hodologies and suppo o ganiza ional lea ning. F om an academic pe spec i e,
his s udy con ibu es o he line o inqui y on p ojec complexi y and success by illing a
con ex -speci ic esea ch gap and ad ancing empi ical e idence on APMA.
In summa y, he s udy con ibu es o p ojec managemen li e a u e by ocusing on a
c i ical and unde - esea ched a ea: he in e play be ween p ojec complexi y, p ojec
dynamism, and p ojec success in he con ex o Pakis an’s so wa e indus y. By explo ing
he mode a ing ole o agili y-based p ojec managemen app oaches, i adds dep h o he
unde s anding o how adap i e me hodologies can sa egua d p ojec s agains he isks o
ailu e ha o en accompany complexi y and dynamism. The insigh s de i ed om his
s udy will en ich academic li e a u e, p o ide p ac ical ools o manage s, and in o m
b oade o ganiza ional s a egies aimed a imp o ing p ojec pe o mance in apidly
e ol ing en i onmen s. The impo ance o his s udy lies no only in i s academic
con ibu ion bu also in i s p ac ical implica ions o o ganiza ions s i ing o emain
Razzaq, Hani & A zal
525
compe i i e and success ul in he ace o e e -inc easing echnological and o ganiza ional
challenges.
The pape is o ganized as ollows: A e iden i ying he s udy’s objec i es and
implica ions, he heo e ical con ex and hypo heses de elopmen a e p esen ed in he
second sec ion. The nex sec ions p esen da a collec ion me hods, indings, and discussion.
Finally, he s udy's conclusion is p esen ed oge he wi h i s limi a ions and sugges ed
u u e di ec ions.
2. Li e a u e Re iew and Hypo heses De elopmen
2.1 Unde pinning Theo y
The p esen s udy esea ch model is based on con ingency heo y. As his heo y is
de eloped by (Fiedle , 1964). In 2001 (Donaldson, 2001) claimed ha i can be used o
o ganiza ional e ec i eness. The con ingency heo y emphasizes ha he e is no bes way
o manage, a he i depends on he i be ween con ex . In simple wo ds, he e is no
uni e sal app oach o manage o ganiza ional e ec i eness, decision making ega ding
o ganiza ions depends on con ex . In he con ex o p ojec managemen , his heo y
emphasizes ha he need o lexible and adap i e s a egies o p ojec wi h high deg ee o
complexi y and dynamism. Agili y-based p ojec managemen is i e a i e and lexible
app oach ha can change in acco dance wi h equi emen s and con ex , which is e ec i e
o complex and dynamic en i onmen . Acco ding o he heo e ical lens o con ingency
heo y, he s udy p oposes a model whe e p ojec complexi y cause dynamism ha
nega i ely in luence he success o a p ojec . Howe e , agili y-based p ojec managemen
mi iga es he ad e se e ec s o complexi y and dynamic en i onmen on he p ojec
success in he con ex o so wa e indus y.
2.2 P ojec Complexi y and P ojec Success
P ojec complexi y based on di e se 'di icul y' ac o s in pa icula p ojec p ominence,
accoun abili y, p ecision o scope and c i icali y o a p ojec (Wozniak, 1993). (Mo co e
al., 2021) de ined p ojec complexi y as some hing which c ea es di icul y in
unde s anding, an icipa ing and managing a p ojec ’s beha io , e en when easonable
amoun o in o ma ion is p o ided ega ding he p ojec . A highe deg ee o p ojec
complexi y in e s o he p esence o addi ional dependencies and di icul ies in execu ing
and supe ising he p ojec . In case o so wa e-based p ojec s, he deg ee o complexi y is
a unc ion o i s scope and echnical equi emen s. Acco ding o (Jaiswal e al., 2025;
Nguyen & Mohamed, 2020), p ojec complexi y ends o be a c i ical ac o in managing
p ojec s because i adds mo e ouble in accomplishing he aim o he p ojec . (Elia e al.,
2020) s a ed ha complexi y a ec s he p ojec s p ocesses and hei ou come. Highe
numbe o equi emen s equa e o mo e complex p ojec s.
(Ominde e al., 2025; Zolin e al., 2009) iews a complex p ojec as one which in ol es
inconsis encies in a ious ields o PM a di e en s ages o cu ency o a p ojec , he eby
So wa e P ojec Complexi y and P ojec Success
526
a ec ing he p ojec in e ms o con ols and smoo h managemen wi h lowes le el o
p edic ions o i s success. Consequen ly, (Damasio is e al., 2018) ou lines ha so wa e-
based p ojec s a e complex by na u e and in mos cases hei ou come is unce ain.
Simila ly, p ojec success has always been con o e sially discussed in he li e a u e.
(Bu le e al., 2020; Rehman, 2020) de ines p ojec success as he deg ee o which a p ojec
achie es i s ecognized goals, such as i s schedule, obliga o y equi emen s, cos s o be
incu ed, alloca ed budge , quali y con ol, e iciency, and o e all p oduc i i y. (Hoxha &
Mcmahan, 2019; Luo e al., 2020) s a es ha p ojec success is ega ded as he i al goal
which is pu sued by he p ojec eam membe s and all s akeholde s in p ojec managemen .
A ibu ing ac o s iden i ied by (I ia e & Bayona, 2020) o success o a p ojec include
us , keenness and seamless & unin e up ed communica ion be ween all s akeholde s
which a e ins umen al in e ec i e and e icien p og ession du ing each phase o
de elopmen o he p ojec . Acco ding o (Tam e al., 2020) ime, cos , and quali y a e
ecognized as he i on iangle o p ojec managemen and hese measu es a e used o
e alua e p ojec success whe eas, (Radhak ishnan e al., 2022) a gued ha ac ual measu e
o he success o a p ojec is ound in clien ’s sa is ac ion. Mo eo e , an undesi able
in luence on he success igge s by adding mo e o scope and equi emen s o he p ojec .
An inc eased numbe o equi emen s means mo e complexi y in ol ed which esul s in
delays in comple ion o he p ojec (Cla k, 1989). Exis ing li e a u e indica es ha p ojec
complexi y has a nega i e e ec on p ojec success. P ojec s also ail due o p e ailing
complexi ies in a p ojec which a e able o cause cos o e uns (Kaming e al., 2010). The
p esence o complexi ies in a p ojec ends o enhance isks associa ed o he success o he
p ojec . Conside ing he a o emen ioned in o ma ion, he ollowing hypo hesis has been
p oposed:
➢ H1: P ojec complexi y will ha e a signi ican e ec on p ojec success.
2.3 P ojec Complexi y, P ojec Dynamism and P ojec Success
P ojec dynamism e e s o he “Rapid Changes” made o encoun e ed in a p ojec (Collye
& Wa en, 2009). (Maylo e al., 2008) de ines p ojec dynamism in e ms o inconsis ency
and a iabili y whe eas, (Ge aldi & Adlb ech , 2007) sugges ha p ojec dynamism ela es
o he sum o a ia ions in scope and he nega i e e ec s i induces upon he success o he
p ojec . P ojec s ha go h ough cons an changes in scope a e conside ed as highly
dynamic p ojec s. These highly dynamic p ojec s a e p one o g ea e pos ponemen s in
schedule and unexpec ed incu ed cos s (Reichel & Lyneis, 1999), which a e p esumed as
a h ea o he success o a p ojec (Collye e al., 2013). Howe e , in ce ain p ojec s, i
has been expe ienced ha dynamism due o suppo i e echnological ad ancemen s and
downwa d e ision o scope by he end use s ha e simpli ied he scope o p ojec he eby
acili a ing he p ojec ’s success bo h in e ms o cos s and du a ion o he p ojec .
Fu he mo e, in some cases a ipple e ec o ewo ks is p oduced in p ojec s whe e
con inuous and equen changes in scope and equi emen s is obse ed (Ch i ama a e al.,
2001; Mooke jee & Chiang, 2002). (Wang e al., 2017) s a ed ha un o eseen e en s a e
Razzaq, Hani & A zal
527
always p esen while wo king on p ojec s. These un o eseen e en s can only be concei ed
o examined once he p ojec s a s o p og ess, hus om his pe spec i e i is qui e e iden
ha p ojec dynamism has a signi ican nega i e e ec on p ojec success. (Maylo e al.,
2008) sugges ed ha p ojec dynamism e e s o he numbe o changes and hei e ec on
scope and clien ’s equi emen s. F equen changes in he p ojec scope also causes nega i e
impac on eam mo ale which subsequen ly e ec s he success o he p ojec (Thamhain,
2004). P ojec complexi y is no he only challenge so wa e-based i ms ace while
execu ing p ojec s bu dynamism is also a o midable ba ie o p ojec ’s success (Bu le
e al., 2020).
I was abs ac ed in many esea ches ha he e m p ojec dynamism is one dimension o
p ojec complexi y. Dynamic cha ac e is ics i p esen in a p ojec , esul in o
uncon ollable la ge changes (Jaba e al., 2019). (Tam e al., 2020) sugges ed ha
dynamism can be handled by es ablishing a coope a i e wo king connec ion be ween he
clien and p ojec manage , wi h bo h pe cei ing he p ojec as a pa ne ship. (Wu e al.,
2021) poin ed ou ha he complex na u e o he p ojec (i.e., p ojec complexi y) and
consecu i e changes (i.e., p ojec dynamism) make i nea ly impossible o pe o m eliable
o ecas ing in o de o achie e success o he p ojec . The e o e, ollowing hypo hesis has
been p oposed:
➢ H2: P ojec dynamism will media e he ela ionship be ween p ojec complexi y
and p ojec success.
2.4 Mode a ing E ec o APMA on he Rela ionship Be ween P ojec Dynamism and
P ojec Success
The agili y-based p ojec managemen app oach (APMA) is also known o be a change-
d i en app oach (Se ado & Pin o, 2015). Acco ding o (Baske ille & P ies-Heje, 2004)
his app oach ocuses on li e cycles o p ojec s which ha e a endency o being adap i e in
na u e as p ojec s end o ace luc ua ions in assump ions, inc emen al inc ease in
equi emen s, and qui e a ew limi a ions and cons ain s. APMA is iewed o be mo e
abou swi ly managing he a ia ion in equi emen s linked wi h he unce ain y p esen
in a p ojec , while becoming a posi i e o ce o bo h he p ojec and he p ojec eam
(Jugde & Mülle , 2005; Sands ø & Reme-Ness, 2021)
Acco ding o (Mo co e al., 2020) in oday’s dynamic en i onmen , p ojec s expe ience
mo e issues ela ing o complexi y and dynamism, which a e obse ed h ough nume ous
me hods used o acqui ing ools and echnologies du ing he de elopmen p ocess. In
APMA, elemen a y ou comes a e de ined, ini ial a ge s a e es ablished, and he p ojec
ou comes a e consis en ly e isi ed & u he e ined using an adap i e p ocess (Gemino
e al., 2020). (T ippensee & Remané, 2021) emphasized upon he need o o ganizing
mee ings o he en i e o ganiza ion, whe ein he p ojec managemen eam, de elope s and
agile aine s can collec i ely sha e ideas and de ine co e agile alues. As APMA is mo e
So wa e P ojec Complexi y and P ojec Success
528
abou managing and dealing wi h he nega i e e ec s o complexi y and unce ain y (i.e.,
dynamism), p esen in a p ojec (Dybå e al., 2014). Hence o h, in o de o adjus o
echnological ad ancemen s, p ojec s’ changing scope and clien s’ equi emen s, agile
p ac ices mus be adop ed. (Collye e al., 2010) s a ed ha p ojec complexi y is solely
managed by p ojec eams using he con en ional p ojec managemen app oaches
al hough implemen ing agili y-based p ojec managemen app oach will acili a e p ojec
eams in managing dynamically complex p ojec s wi h g ea e e iciency. The e o e, i has
been ag eed by many esea che s ha agili y-based p ojec managemen app oach helps
o e come dynamism h ough adap a ion, imp o isa ion and inc emen al and i e a i e
p ocesses (Cao e al., 2009; Ha is e al., 2009). In his ega d, con ingency heo y suppo s
he phenomenon ha he e is no single p ac ice o me hod o handle he complexi ies and
hei impac on p ojec success due o a ious cha ac e is ics o a p ojec and i s dynamic
a mosphe e. Howe e , agili y-based p ojec managemen is conside ed as e ec i e and
i al app oach o managing complexi ies and dynamic en i onmen o p ojec s, as i
p o ides amewo k and enables i ms o quickly adap changes and lexibili y in hei
p ocesses in acco dance wi h he si ua ion and cha ac e is ics o a p ojec (Ahimbisibwe e
al., 2015; Con o o e al., 2016). Hence, he ollowing hypo hesis has been p oposed:
➢ H3: Agili y-based p ojec Managemen app oach will mode a e he ela ionship
be ween p ojec dynamism and p ojec success in such a way ha his ela ionship
will be weak when agili y-based p ojec managemen app oach is high.
Based on he abo e li e a u e o exis ing s udies, he concep ual model de eloped o his
s udy is shown in Fig 1.
Figu e 1: P oposed Resea ch F amewo k
Razzaq, Hani & A zal
529
3. Resea ch Me hodology
3.1 Da a Collec ion and Sample Size
The da a was ga he ed h ough a sel -adminis e ed ques ionnai e using pu posi e sampling
echnique since he esea che s wan ed o use hei bes judgmen in selec ing pa icipan s
o he su ey (Black, 2010). The ques ionnai e was o wa ded o sui ably expe ienced
employees wo king in he ield o so wa e all ac oss Pakis an. Some pa icipan s ecei ed
i by email and some ecei ed a di ec link o he c ea ed ques ionnai e on google o m. Six
hund ed i y ques ionnai es we e dis ibu ed ou o which 390 we e ecei ed back howe e
only 341 we e usable a e emo ing ou lie s. Hence, he inal sample size o he s udy was
341 cons i u ing a esponse a e o 52%.
The au ho s ook in o accoun each esponden 's au onomy when conduc ing his s udy,
and e e yone's esponse o he su ey was op ional. Pa icipan s' anonymi y was exp essly
gua an eed. E e yone was made awa e ha hei answe s and iden i ies would be kep
s ic ly con iden ial and used solely o his s udy.
In he ques ionnai e, he e we e wo main sec ions. The i s sec ion comp ised o all he
demog aphic in o ma ion such as gende , le el o managemen , and o al job expe ience.
75% o he pa icipan s we e male and 25% we e emale. 53% o pa icipan s we e in a
middle-le el managemen posi ion, 27% o pa icipan s we e in a op-le el managemen
posi ion whe eas, 20% o pa icipan s we e in a lowe -le el managemen posi ion. 50% o
pa icipan s had a o al job expe ience be ween ze o o i e yea s, 20% o pa icipan s had
a o al job expe ience be ween six o en yea s, 28% o pa icipan s had a o al job
expe ience be ween ele en o i een yea s and las ly 2% o pa icipan s had a o al job
expe ience be ween six een o wen y yea s.
3.2 Measu es
The second sec ion o he ques ionnai e co e ed i ems om each a iable i.e., p ojec
complexi y, p ojec dynamism, APMA and p ojec success. The i ems om each a iable
we e o con ibu e owa ds acqui ing da a ele an o he subjec o he s udy. Fo all s udy
a iables, a i e-poin esponse scale o measu emen was used, whe e 1 ep esen s
“s ongly disag ee” and 5 ep esen s “s ongly ag ee”. P ojec complexi y was measu ed
ia a 3 i ems scale, de eloped by (Bu le e al., 2020). A sample i em is “P ojec complexi y
was high”. P ojec dynamism was de eloped by (Bu le e al., 2020) using a 3 i ems scale
o measu emen . The i ems o P ojec Dynamism we e e e se coded. A sample i em is
“Scope was clea ly de ined”. Agili y-based p ojec managemen app oach (APMA) was
measu ed ia a 10 i ems scale, de i ed om (Bu le e al., 2020). A sample i em was “The
p ojec eam an icipa ed and adap ed o changing assump ions, cons ain s, and
equi emen s”. P ojec success was measu ed using a 10 i ems scale, de i ed om (Shenha
& D i , 2007; Whi e & Fo une, 2002). A sample i em was “The p ojec me eliabili y
goals.”
So wa e P ojec Complexi y and P ojec Success
536
he dynamic en i onmen p ojec complexi ies signi ican ly and nega i ely in luence
success o a p ojec . This inding signi ican ly con ibu es o he con ingency heo y and
highligh s dynamic en i onmen can c ea e hu dles o p ojec s. In case o agili y-based
p ojec managemen i can unde mine he e ec s o complexi y and dynamism. This
ou come emphasizes adap abili y, lexibili y and agili y as i al con ingencies o p ojec
success.
Simila o e e y o he esea ch, his s udy also inhe i s a ew limi a ions. The esponden s
o his s udy we e based in Pakis an, and he s udy was conduc ed only o p ojec -based
so wa e i ms. As his s udy only ocused on one indus y, he esul s ob ained only speci y
he p ojec s which a e so wa e echnology- ela ed p ojec s. Fu u e s udies could be
eplica ion o s udy in a ious con ex s o coun ies like de eloped and unde de eloped o
s eng hen and alida e he indings gene alizabili y. This esea ch can also be conduc ed
o alida e esul s om o he indus ies such as cons uc ion, and elecom. Fu he mo e,
u u e esea ch could also ocus speci ically on examining he in luence o agile p ojec
managemen on p ojec pe o mance wi h he applica ion o esou ce-based iew. This
could p oduce some in e es ing di e ences in p ojec managemen app oaches and p ojec
ou comes. Las ly, u u e s udies can s a is ically de e mine he mode a ing ole o
o ganiza ional suppo .
Resea ch Funding
The au ho s ecei ed no esea ch g an o suppo o his esea ch s udy.
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