For verification of this paper, please visit on http://www.socialresearchfoundation.com/remarking.php#8

The historical evolution of IT project management forms a complex tapestry that has unfolded over many decades in response to rapid advances in information technology and the growing intricacies of IT projects. This overview will delve into a theoretical exploration of the pivotal milestones and prevailing trends that have sculpted the landscape of IT project management. In the nascent stages of IT project management, dating back to the 1950s and 1960s, projects were relatively straightforward, reflecting the fledgling nature of the discipline. Project managers primarily concentrated on ensuring the punctual delivery of hardware and software components within budget constraints. This era prominently featured the Waterfall model, a linear and sequential project management approach that placed considerable emphasis on exhaustive initial planning and meticulous documentation [1].

As computing technology advanced throughout the 1970s and 1980s, IT projects assumed greater complexity and sophistication. The limitations of the Waterfall model began to surface, particularly its struggles in accommodating evolving requirements and changes. This prompted the emergence of iterative and incremental methodologies, exemplified by the Rapid Application Development (RAD) approach. These methodologies introduced a higher degree of adaptability and responsiveness into IT project management. The 1990s witnessed a pivotal transformation in IT project management with the ascent of Agile methodologies. Agile ushered in a collaborative and customer-centric approach, emphasizing recurrent feedback and adaptability. The publication of the Agile Manifesto in 2001 laid the groundwork for methodologies such as Scrum, Kanban, and Extreme Programming (XP). These methodologies aimed to iteratively deliver functional software while adeptly responding to evolving business demands [1].

Concurrently, project management saw the development of formalized standards and frameworks. The Project Management Institute (PMI) introduced the inaugural edition of the Project Management Body of Knowledge (PMBOK) in 1996, offering an all-encompassing guide to project management practices applicable to IT projects. PMBOK, in conjunction with frameworks like PRINCE2, underscored meticulous planning, risk management, and standardized processes. In the 21st century, the arena of IT project management continued its evolution with the advent of DevOps. DevOps bridged the divide between development and operations, advocating for continuous integration and delivery to expedite software development and deployment. This movement accentuated automation, collaboration, and a culture of shared responsibility [1].

The ascendance of cloud computing and virtualization exerted a profound influence on IT project management. These technologies enabled enhanced scalability and flexibility in project infrastructure, facilitating the adaptation to fluctuating resource requirements. Moreover, the emergence of artificial intelligence (AI) and machine learning (ML) began to impact project management, offering predictive analytics and automation capabilities conducive to project planning, risk evaluation, and resource allocation [2].

In synthesis, the historical progression of IT project management has shifted from a rigid, Waterfall-centric paradigm to one that champions flexibility, collaboration, and customer-centricity. This evolution has been in tandem with the ever-changing technological landscape and business needs, encompassing methodologies like Agile and DevOps, as well as harnessing nascent technologies such as AI and cloud computing. This field remains in perpetual motion, propelled by the dynamic nature of the IT industry and the relentless demand for innovation and efficiency in project execution [2].

Literature analysis in the context of Agile's relevance in contemporary IT is a systematic and thorough examination of scholarly and professional literature. Its primary aim is to comprehend, evaluate, and synthesize the critical insights, discoveries, and viewpoints concerning why Agile methodologies have evolved into a necessity in the modern IT arena. Initiated by an extensive literature review, this analysis encompasses a broad spectrum of academic papers, research articles, books, reports, and case studies pertinent to Agile methodologies in IT. Through meticulous scrutiny, the analysis identifies core themes, trends, and recurrent arguments. It distils the essential findings from each source and highlights common threads or prevailing viewpoints.

In conclusion, this literature analysis summarizes the main takeaways regarding Agile's significance in contemporary IT. It delves into the implications of these findings for IT practitioners, organizations, and future research endeavors in the realm of Agile methodologies. In essence, literature analysis in the context of Agile's relevance in contemporary IT is a meticulous and structured process that seeks to distil and elucidate the extensive knowledge reservoir surrounding Agile methodologies. It furnishes profound insights into why Agile has become a foundational framework for IT project management and software development, providing solutions to meet the challenges and harness the opportunities intrinsic to the ever-evolving IT landscape.

Related Work:

Cooper and Sommer (2018): This article explores how Agile development methods, originally from the software industry, are now being adopted by manufacturing firms for physical product development. Six case studies are presented, demonstrating positive outcomes in terms of improved time-to-market, development productivity, and responsiveness to market changes. However, challenges in implementation are also identified. The article offers recommendations for implementing Agile-Stage-Gate hybrids [3].

Ciric et al. (2018): This study focuses on Agile project management (APM) beyond the software industry. It summarizes past research on APM's applicability in various domains and its coexistence with traditional project management (TPM). Through a systematic literature review, it identifies gaps and suggests areas for further investigation [4].

Buganová and Šimíčková (2019): Highlighting the dynamic nature of the business environment, this article underscores the importance of risk management in both traditional and Agile project management. It discusses the evolving requirements placed on project managers and methodological risk management in projects as organizations use them for change and product development [5].

Hayat et al. (2019): This study emphasizes the role of software project management in the software industry and its impact on Agile-based software projects. Through a survey of software companies, it reveals the prevalence of Agile (Scrum) and its positive influence on software project management [6].

Loiro et al. (2019): This paper proposes an Agile Project Management team model (AGILE team) for manufacturing companies. It emphasizes the importance of team communication, motivation, quality, and client satisfaction. The proposed model integrates Agile Project Management into manufacturing processes [7].

Rush and Connolly (2020): This paper presents a framework for teaching IT project management using Scrum practices. It seeks to maximize student learning of both traditional project management content and soft skills important for Scrum team success. The integration of Scrum into traditional IT project management is a key focus [8].

Koch and Schermuly (2020): Examining the application of agile project management in attracting individuals to organizations, this study identifies an indirect relationship between Agile project management and attraction, mediated by psychological empowerment. It also considers the influence of sensation seeking on attraction to organizations practicing Agile project management [9].

Gaborov et al. (2021): This paper compares various methodologies in IT project management, including Scrum, Kanban, Waterfall, and others. It concludes that Scrum is predominantly used in IT companies, often combined with other methodologies to address each methodology's limitations [10].

Haidabrus et al. (2021): Focusing on data science methods in project and portfolio management, this study suggests that data-driven approaches can enhance project management and project success. It offers opportunities for improving project management evaluation and results for various stakeholders [11].

Gomes Silva et al. (2022): Investigating the relationship between Agile project management and sustainability, this research explores how Agile practices affect social, economic, and environmental dynamics in organizations. It highlights the potential of Agile methodologies to align with sustainability goals [12].

Arefazar et al. (2022): This study prioritizes Agile enablers for change management in construction projects. It identifies effective agility solutions, such as continuous resource monitoring, flexible workflow, client participation, facilitated communication, and receiving requirements during the project, to enhance adaptability to changes in construction projects [13].

Traditional Project Management and Agile Methodologies

Traditional project management approaches, epitomized by the Waterfall model, held sway during the formative years of software development. Rooted in principles borrowed from engineering and manufacturing processes, these methodologies leaned heavily on sequential and linear techniques, which were well-suited for their respective domains. The Waterfall model, for instance, meticulously divided projects into discrete phases: requirements gathering, design, implementation, testing, deployment, and maintenance. A fundamental tenet of these methodologies was that each phase had to be exhaustively completed before proceeding to the next. Additionally, these models were characterized by a resistance to change, making it challenging and costly to incorporate alterations once a phase had commenced [14].

In the context of IT projects, this historical landscape featured several key elements:

Large-Scale Software Development: As software projects burgeoned in scale and intricacy, it became increasingly apparent that the rigidity of the Waterfall model did not harmonize with the dynamic nature of software development. Large-scale software initiatives were particularly susceptible to delays, budget overruns, and the insidious encroachment of scope changes [14].

Changing Requirements: The IT sector, marked by ever-evolving customer needs and mercurial market conditions, underwent rapid transformations. Traditional project management approaches grappled with the malleability required to accommodate shifting requirements, as they were rooted in the dogma of intensive upfront planning.

Long Development Cycles: Traditional methodologies contributed to protracted development cycles, with projects sometimes spanning several years. Such extended durations hindered organizations' ability to promptly respond to market dynamics or technological shifts [14].

These traditional approaches exhibited several glaring shortcomings:

Limited Adaptability: The inherent inflexibility of traditional approaches rendered them ill-equipped to incorporate modifications once a project phase had commenced. This inflexibility often led to the delivery of products that no longer aligned with the evolving demands of customers [15].

Late Feedback: Traditional methodologies frequently deferred customer feedback until the culmination of the project. This delay could culminate in costly rework and, in certain instances, the delivery of products that veered from user expectations [15].

High Risk of Failure: The rigidity of traditional approaches exacerbated the risk of project failure. Unexpected hurdles or significant alterations to requirements could render a project unviable or untenable.

Resource Inefficiency: Traditional methodologies mandated substantial initial investments in planning and documentation. In scenarios where a project was cancelled or requirements experienced substantial changes, these investments could prove wasteful, resulting in inefficient resource allocation [16].

Customer Dissatisfaction: The static nature of traditional approaches often yielded products that fell short of fully meeting customer needs. Requirements were invariably defined at the outset of the project and failed to account for the fluidity of market conditions or user preferences [16].

Limited Collaboration: Traditional methods tended to isolate project teams from customers and stakeholders until the latter stages of the project lifecycle. This lack of collaboration could engender misunderstandings and misalignments.

In response to these glaring inadequacies, Agile methodologies emerged as a paradigm shift in the early 2000s, prioritizing adaptability, collaboration, and continuous value delivery. Agile, with its iterative, customer-centric ethos, tackled these issues by fostering a culture of ongoing improvement and empowering teams to adeptly respond to evolving requirements and market dynamics. This pivotal transformation in project management philosophy not only revolutionized the IT realm but also exerted profound influence in diverse domains well beyond the confines of software development [17].

Agile methodologies represent a set of project management and software development approaches that have gained immense traction in the IT industry and beyond. They pivot towards flexibility, collaboration, and iterative development as their guiding principles, serving as a remedy for the shortcomings inherent in traditional project management practices [17].

These methodologies were conceived with the primary aim of surmounting the constraints of conventional approaches. They underscore several pivotal principles:

Flexibility: Agile projects stand as a paragon of adaptability. They welcome changes in requirements, even when these modifications occur late in the development process. This adaptability is made possible through iterative development cycles, where the willingness to embrace change is not only accepted but actively encouraged [18].

Customer Collaboration: Agile methodologies place an unyielding emphasis on close and continuous collaboration with customers and stakeholders. Throughout the project's lifecycle, customer feedback is not merely solicited; it is actively sought and diligently incorporated. This ensures that the final product remains in harmony with the ever-evolving needs and aspirations of its intended users [18].

Iterative Development: Agile projects are meticulously divided into bite-sized, manageable iterations or sprints. Each of these iterations culminates in a potentially shippable product increment. This approach, akin to assembling a puzzle piece by piece, facilitates the early delivery of value and provides a prime opportunity for course corrections based on the invaluable feedback loop [18].

Empowered Teams: Agile teams are a quintessential manifestation of self-organization and cross-functionality. This empowerment endows them with the authority to make informed decisions and adapt deftly to the ebb and flow of changing circumstances. This autonomy within the team fabric fosters an atmosphere of creativity and mutual accountability among its members.

Continuous Improvement: Agile methodologies set the stage for an enduring culture of ceaseless improvement. Teams engage in periodic introspection, critically evaluating their processes, and actively seeking out avenues to enhance efficiency and effectiveness. The instrument of retrospectives often aids in this pursuit of perpetual betterment.

Delivering Value: Agile places a preeminent premium on the delivery of functional, valuable product increments. This laser focus on value serves as an anchor, ensuring that customer needs remain at the forefront and that organizational resources are allocated with judicious precision [19].

Among the well-regarded Agile frameworks and methodologies are Scrum, Kanban, Lean, and Extreme Programming (XP). Each of these approaches remains tethered to the core principles of Agile while offering distinctive practices and delineated roles to guide and orchestrate the endeavours of project teams [19].

In summation, Agile methodologies have crystallized as a potent antidote to the constraints of conventional project management practices. Their credo of flexibility, customer collaboration, iterative development, and value-centricity positions them as an ideal fit for the dynamic, ever-evolving tapestry of modern business and technology. Agile methodologies, with their propensity for adaptability, stand as an effective means for project teams to navigate the fluid landscape of shifting customer demands and market dynamics [19].

RELEVANCE OF AGILE IN CONTEMPORARY IT

The relevance of Agile in contemporary IT is deeply intertwined with the unique challenges and opportunities posed by the rapidly evolving technology landscape and the escalating demands of modern businesses. To elucidate further, let's delve into the details and elucidate why Agile methodologies have become indispensable in today's IT environment [20]:

Adaptation to Rapid Technological Advancements: In contemporary IT, technology undergoes an unprecedented pace of evolution. Novel programming languages, frameworks, tools, and platforms constantly emerge. Agile's hallmark flexibility empowers IT teams to swiftly assimilate these advancements. Agile practices, characterized by short development iterations and continuous integration, enable teams to seamlessly incorporate the latest technology into their projects as soon as it emerges. This adaptability ensures that IT solutions remain competitive, secure, and up-to-date in a landscape defined by technological dynamism [20].

Flexibility to Respond to Changing Business Needs: In the current business milieu, change is the sole constant. Market conditions can metamorphose with breath-taking rapidity, compelling organizations to pivot or seize new opportunities. Agile methodologies, distinguished by their iterative approach, bestow teams with agility not solely in their development processes but also in their response to evolving business exigencies. Regularly scheduled review points, exemplified by sprint reviews, offer the latitude to recalibrate project priorities and goals, thereby ensuring alignment with shifting business strategies [21].

Agile's Role in Faster Time-to-Market: Agile is synonymous with expeditious delivery. The contemporary IT landscape mandates rapid time-to-market as a means to secure a competitive advantage. Agile's iterative development and periodic release cycles empower organizations to dispense valuable increments of software or IT solutions at frequent intervals. This approach not only truncates the time-to-value but also affords organizations the opportunity to garner feedback early in the process. This feedback loop is instrumental in enabling continuous improvement and ensuring that the final product resonates with customer expectations [21].

Continuous Customer-Centric Development: Customer satisfaction and user experience have transcended into pivotal considerations in contemporary IT. Agile methodologies champion a resolutely customer-centric approach. Teams proactively engage with customers and stakeholders throughout the project's lifecycle, assiduously ensuring that the end product accords with their needs and aligns with their expectations. Agile's innate responsiveness to customer feedback allows organizations to enact real-time adjustments, prioritize features based on customer value, and elevate user satisfaction to a paramount position.

Efficient Management of Complex IT Solutions: An abundance of contemporary IT projects involves intricate, multifaceted solutions. Agile methodologies shine in their capacity to manage such complexity. They espouse the development of modular, reusable components, facilitating the handling of intricate systems. Cross-functional Agile teams, constituted of individuals possessing diverse skill sets, are exceptionally well-equipped to tackle complex challenges that necessitate expertise across various domains. This interdisciplinary collaboration fosters innovation and efficiency in confronting intricate projects [22].

Risk Mitigation and Quality Assurance: Contemporary IT projects often carry inherent risks, encompassing security vulnerabilities, data privacy concerns, and compatibility intricacies. Agile methodologies ingeniously integrate risk management and quality assurance practices throughout the development process. Frequent testing, continuous integration, and ongoing evaluation of product functionality serve to mitigate risks, bolster security measures, and ensure a lofty standard of software quality [22].

Resource Optimization and Cost Control: Agile methodologies place a premium on the judicious utilization of resources. By spotlighting the delivery of high-priority features as the foremost objective, organizations can adroitly allocate resources. Agile's capability to gracefully accommodate evolving requirements without incurring exorbitant additional costs serves as a potent safeguard against budget overruns, an imperative consideration in contemporary IT where cost control reigns supreme [23].

In summation, Agile methodologies have etched a profound and enduring relevance in contemporary IT by virtue of their prowess in adapting to rapid technological advancements, their flexibility in addressing changing business needs, their instrumental role in expediting time-to-market, their unwavering commitment to customer-centricity, their adept handling of complex solutions, their acumen in risk mitigation, and their aptitude for resource optimization. As the IT landscape continues to evolve, Agile remains a foundational framework that empowers organizations to adeptly navigate challenges and seize opportunities with efficacy and agility [23].

ROLE OF LEADERSHIP

Effective leadership in IT project management is crucial for the successful implementation of Agile methodologies. Agile frameworks, such as Scrum and Kanban, emphasize collaboration, adaptability, and continuous improvement. Effective leaders in Agile IT project management play a pivotal role in guiding teams, fostering a culture of collaboration, and ensuring that Agile principles are applied effectively. Here are key aspects of effective leadership in Agile IT project management:

Servant Leadership: Agile leaders adopt a servant leadership style. They prioritize the needs of the team and stakeholders, aiming to facilitate their success rather than exerting authority. This leadership approach encourages trust and collaboration among team members. Leaders support the team by removing obstacles, providing resources, and creating a conducive environment for self-organizing teams to thrive.

Clear Vision and Alignment: Effective leaders in Agile IT project management articulate a clear vision and ensure that all team members understand and align with it. This vision helps guide decision-making, prioritization, and the overall direction of the project. When the team shares a common goal, it fosters a sense of purpose and commitment [24].

Empowering Teams: Agile leaders empower their teams to make decisions and take ownership of their work. They trust team members to deliver value and encourage autonomy. By doing so, leaders enable teams to be self-organizing and adapt to changing circumstances without the need for constant micromanagement.

Effective Communication: Agile leaders excel in communication. They facilitate open and transparent channels of communication among team members, stakeholders, and customers. Effective communication ensures that everyone is well-informed, promotes collaboration, and helps manage expectations. Leaders also emphasize active listening to understand team members' concerns and gather valuable feedback.

Continuous Improvement: Leaders in Agile IT project management promote a culture of continuous improvement. They encourage retrospectives and other feedback mechanisms to identify areas for enhancement. Effective leaders foster an environment where teams feel safe sharing their insights and suggestions for improvement, leading to iterative refinements in processes and practices.

Adaptability and Flexibility: Agile leaders understand that change is inherent in Agile methodologies. They embrace uncertainty and are adaptable to evolving requirements, market conditions, and technology. Leaders support teams in adjusting course as needed, without viewing change as a disruption.

Risk Management: Leaders play a key role in identifying and managing risks. They work collaboratively with the team to assess potential risks and develop mitigation strategies. Agile leaders understand that risk management is an ongoing process and ensure that it is integrated into the project's regular activities [25].

Measuring Value and Outcomes: Effective leaders in Agile IT project management focus on measuring the value delivered to customers and stakeholders. They use key performance indicators (KPIs) and metrics to assess progress and ensure that the project is on track to meet its objectives. Leaders prioritize features and tasks based on their impact on customer value.

Resolving Conflicts: Agile leaders are skilled in conflict resolution. They address conflicts within the team or with stakeholders promptly and constructively. Leaders create a safe space for discussing differences of opinion and work toward solutions that benefit the project and the team.

Continuous Learning and Development: Agile leaders are committed to their own growth and development. They stay current with Agile best practices, attend relevant training, and seek opportunities for self-improvement. Effective leaders lead by example and inspire others to invest in their professional development.

In summary, effective leadership is vital for successful Agile IT project management. Agile leaders adopt a servant leadership style, provide clear vision and alignment, empower teams, communicate effectively, encourage continuous improvement, embrace adaptability, manage risks, measure value, resolve conflicts, and prioritize their own learning and development. These leadership qualities are fundamental to creating a collaborative and adaptive environment that enables Agile teams to deliver value to customers efficiently [24].

The systematic review titled "Exploring the Agile IT Project Management and Leadership Role in IT: A Systematic Review" employs a meticulous methodology for the identification, selection, and analysis of pertinent research papers concerning leadership in Agile IT project management within the timeframe of 2017 to 2021. Here's an overview of the methodology employed: Data Collection: During the specified time frame, the review accumulates a total of 25 review articles that satisfy the inclusion criteria. Data Extraction: Relevant data from each selected research paper is extracted, encompassing critical findings, original research methodologies, discussions on leadership concepts, and outcomes linked to Agile IT projects. Categorization and Analysis: The review categorizes and elucidates diverse facets of leadership, including concepts like servant leadership, transformational leadership, and distributed leadership, based on the content of the chosen papers. The collected data is scrutinized to distil key findings regarding the influence of leadership styles on various aspects of Agile IT projects, such as project delivery efficiency, team dynamics, and adaptability. Contribution to Knowledge: This systematic review enriches our comprehension of the role of leadership in the success of Agile IT projects by amalgamating existing knowledge gleaned from the selected research papers.

1. Rasnacis, A., & Berzisa, S. (2017). Method for adaptation and implementation of agile project management methodology. Procedia Computer Science, 104, 43-50.
2. Masood, Z., & Farooq, S. (2017). The benefits and key challenges of agile project management under recent research opportunities. International Research Journal of Management Sciences, 5(1), 20-28.
3. Cooper, R. G., & Sommer, A. F. (2018). Agile–Stage-Gate for Manufacturers: Changing the Way New Products Are Developed Integrating Agile project management methods into a Stage-Gate system offers both opportunities and challenges. Research-Technology Management, 61(2), 17-26.
4. Ciric, D., Lalic, B., Gracanin, D., Palcic, I., & Zivlak, N. (2018, March). Agile project management in new product development and innovation processes: challenges and benefits beyond software domain. In 2018 IEEE International Symposium on Innovation and Entrepreneurship (TEMS-ISIE) (pp. 1-9). IEEE.
5. Buganová, K., & Šimíčková, J. (2019). Risk management in traditional and agile project management. Transportation Research Procedia, 40, 986-993.
6. Hayat, F., Rehman, A. U., Arif, K. S., Wahab, K., & Abbas, M. (2019, July). The influence of agile methodology (Scrum) on software project management. In 2019 20th IEEE/ACIS International Conference on Software Engineering, Artificial Intelligence, Networking and Parallel/Distributed Computing (SNPD) (pp. 145-149). IEEE.
7. Loiro, C., Castro, H., Ávila, P., Cruz-Cunha, M. M., Putnik, G. D., & Ferreira, L. (2019). Agile project management: A communicational workflow proposal. Procedia Computer Science, 164, 485-490.
8. Rush, D. E., & Connolly, A. J. (2020). An agile framework for teaching with scrum in the IT project management classroom. Journal of Information Systems Education.
9. Koch, J., & Schermuly, C. C. (2020). Who is attracted and why? How agile project management influences employee's attraction and commitment. International Journal of Managing Projects in Business, 14(3), 699-720.
10. Gaborov, M., Karuović, D., Kavalić, M., Radosav, D., Milosavljev, D., Stanisaljev, S., & Bushati, J. (2021). Comparative analysis of agile and traditional methodologies in IT project management. Journal of Applied Technical and Educational Sciences, 11(4), 1-24.
11. Haidabrus, B., Grabis, J., & Protsenko, S. (2021). Agile project management based on data analysis for information management systems. Design, simulation, manufacturing: the innovation exchange, 174-182.
12. Gomes Silva, F. J., Kirytopoulos, K., Pinto Ferreira, L., Sá, J. C., Santos, G., & Cancela Nogueira, M. C. (2022). The three pillars of sustainability and agile project management: How do they influence each other. Corporate Social Responsibility and Environmental Management, 29(5), 1495-1512.
13. Arefazar, Y., Nazari, A., Hafezi, M. R., & Maghool, S. A. H. (2022). Prioritizing agile project management strategies as a change management tool in construction projects. International Journal of Construction Management, 22(4), 678-689.
14. Zafar, I., Nazir, A. K., & Abbas, M. (2017, October). The impact of agile methodology (DSDM) on software project management. In Circulation in Computer Science: International Conference on Engineering, Computing & Information Technology (ICECIT 2017) (pp. 1-6).
15. Macheridis, N. (2018). Balancing authority and autonomy in higher education by implementing an agile project management approach. Tertiary education and management, 24, 128-143.
16. Carneiro, L. B., Silva, A. C. C., & Alencar, L. H. (2018, December). Scrum agile project management methodology application for workflow management: a case study. In 2018 IEEE International Conference on Industrial Engineering and Engineering Management (IEEM) (pp. 938-942). IEEE.
17. Bhatta, N. M. K., & Thite, M. (2018). Agile approach to e-HRM project management. In e-HRM (pp. 57-72). Routledge.
18. Silva, F. B., Bianchi, M. J., & Amaral, D. C. (2019). Evaluating combined project management models: strategies for agile and plan-driven integration. Product: Management and Development, 17(1), 15-30.
19. Ganebnykh, E., Fokina, O., & Lukinov, V. (2019). Agile project management in lean environment. In E3S Web of Conferences (Vol. 135, p. 04049). EDP Sciences.
20. Obradović, V., Todorović, M., & Bushuyev, S. (2019). Sustainability and agility in project management: contradictory or complementary?. In Advances in Intelligent Systems and Computing III: Selected Papers from the International Conference on Computer Science and Information Technologies, CSIT 2018, September 11-14, Lviv, Ukraine (pp. 522-532). Springer International Publishing.
21. Grebić, B. (2019). Traditional vs agile project management in the service sector. European Project Management Journal, 9(2), 55-63.
22. Matović, I. M. (2020, December). Combining agile and traditional project management as a better approach to project implementation. In Proceedings of the 20th International RAIS Conference on Social Sciences and Humanities (pp. 1-4). Scientia Moralitas Research Institute.
23. Gheorghe, A. M., Gheorghe, I. D., & Iatan, I. L. (2020). Agile Software Development. Informatica Economica, 24(2).
24. Gandomani, T. J., Tavakoli, Z., Zulzalil, H., & Farsani, H. K. (2020). The role of project manager in agile software teams: A systematic literature review. IEEE access, 8, 117109-117121.