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Kalinga University , Raipur , India
Kalinga University , Raipur , India
The Indian startup environment is both volatile and fast-paced, requiring the project management models to be both fast and scalable. Although Agile tools are widely used, most ventures fail to realize the implementation of technical features into business expansion. The crux of the matter is a Hierarchy where a traditional top-down management structure and an autonomy that is decentralized and needed in a fully functioning Agile structure clash. This study does employ a quantitative research design to establish how Agile affects the speed of delivery and business growth. A survey with a structured questionnaire comprising of 150 participants was conducted with founders and project managers of major Indian tech hubs. The research questions that are answered in the study are: the effect of Agile maturity on performance KPI and the technology and organizational preparedness of startups to transition to Agile. The analysis of data indicates that technical preparedness is at its peak, whereas organizational autonomy is still a critical outlet. According to statistical results, high Agile maturity is associated with a revenue growth 173.6 percent higher than low-maturity companies. Moreover, it was found that team autonomy was a more powerful growth driver (0.88correlation) compared to the simple use of Agile tools. The paper concludes that Agile practices have a great effect on the project speed and business scalability in the Indian setting. Nevertheless, to attain all these benefits, startups will have to focus more on implementing a cultural change beyond using a tool to a culture that empowers teams and minimizes hierarchy intrusion. This study offers a strategic model that leaders can use to ensure that organizational culture conforms to iterative approaches.
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