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All Journal JITK (Jurnal Ilmu Pengetahuan dan Komputer) The Indonesian Journal of Computer Science
Bob Hardian Syahbuddin
Unknown Affiliation
Computer Science & IT Electrical & Electronics Engineering Engineering

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CRITICAL SUCCESS FACTORS OF AGILE SOFTWARE DEVELOPMENT IN WATERFALL PROJECT: A CASE STUDY APPROACH Indra Bayu; Teguh Raharjo; Bob Hardian Syahbuddin
JITK (Jurnal Ilmu Pengetahuan dan Teknologi Komputer) Vol. 10 No. 2 (2024): JITK Issue November 2024
Publisher : LPPM Nusa Mandiri

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.33480/jitk.v10i2.5524

Abstract

The evolution of software development methodologies has seen Agile rise in response to the limitations of traditional approaches like Waterfall, characterized by its iterative, collaborative, and adaptable nature. However, integrating Agile within the rigid, structured frameworks of organizations accustomed to Waterfall presents significant challenges. This study addresses how to effectively combine these methodologies to mitigate conflicts and achieve successful project outcomes by identifying and analyzing the Critical Success Factors (CSFs) that enable a harmonious integration of Agile into Waterfall environments. Conducted at PT ABC, a firm balancing formal client interactions and contract creation with internal adoption of Scrum, this research uses the Analytic Hierarchy Process (AHP) to systematically prioritize CSFs through literature review, questionnaire development, data collection, and pairwise comparison analysis. The findings reveal that "Communication and Team Environment" is the most influential factor, with a priority vector weight of 0.178, followed by "Project Management and Strategy," "Leadership and Management Support," and "User and Customer Engagement." These factors are pivotal in achieving a balance between control and flexibility in software development projects. The study's implications for PT ABC and other organizations, especially those handling multiple projects and requiring on-site presence while managing other projects, demonstrate how to leverage the strengths of both methodologies for optimal project outcomes. This research provides a model for other organizations striving for similar integrative efforts, showcasing practical strategies to enhance project flexibility and coordination.
Implementasi Agile Project Management pada Proyek TI Sektor Publik: Studi Kasus Direktorat Jenderal Pendidikan Islam Mutiara Nur Insani Yuwantara; Bob Hardian Syahbuddin
The Indonesian Journal of Computer Science Vol. 14 No. 3 (2025): The Indonesian Journal of Computer Science
Publisher : AI Society & STMIK Indonesia

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.33022/ijcs.v14i3.4877

Abstract

The rapid advancement of technology in society has driven government agencies to transform public service delivery through the initiation of information technology (IT) projects. In executing these projects, government institutions must adapt swiftly to changing circumstances. However, the complexity of bureaucratic environments often hinders the adoption of dynamic project management methodologies such as Agile Project Management (APM). This study examines the challenges of implementing APM in IT projects at Indonesia’s Directorate General of Islamic Education (Ditjen Pendis) and identifies strategies to address them. Using a mixed-methods approach (quantitative and qualitative), the research highlights challenges across three dimensions: human resources (HR), processes, and organizational structure. The findings of this study show that the distribution of challenges faced by Ditjen Pendis is dominated by the process category (37%), followed by the HR category (32%) and the organization category (31%). To overcome these, Ditjen Pendis implemented strategies such as fostering open communication, systematizing project documentation, and classifying stakeholders. The results demonstrate that the success of APM in governmental contexts depends not only on technical execution but also on balancing agility with structured bureaucratic governance. The practical implications of this study are expected to guide other government agencies in enhancing their readiness to adopt APM in IT projects, particularly in designing APM-driven digital transformation strategies.
Co-Authors Indra Bayu Mutiara Nur Insani Yuwantara Teguh Raharjo