The Impact of Motivator and Demotivator Factors on Agile Software Development The Case of Pakistan

—Since the last decade, Agile software development has emerged as a widely utilized software development method keeping in view the developing countries of South Asia. The literature reports significant challenges and barriers for agile in software industry and thus the area still has significant problems when considered with this domain. This study reports an industrial survey in Pakistani software industry practices and practitioners to elicit the indigenous motivator and demotivators of agile paradigm in Pakistan. This study provides a concrete ranking of motivator and demotivator factors which influence the agile paradigm. A lack of proper training and other identified issues indicate that the adoption of agile is in preliminary phases and serious effort is required to set the direction right for success of agile paradigm and its adopting institutions. The survey is conducted in 23 companies practicing agile organizations and involves 90 agile practitioners. Reports of 67 practitioners were finally selected after careful selection against selection criteria for this study. The results indicate various alarming factors which are different from reported literature on the subject. Tolerance to work is the most important motivating factor among Pakistan agile practitioners, likewise lack of resources is the highest demotivating factor. A detailed ranking list of motivators and demotivators and comprehensive data analysis has been provided in this paper which influences strongly the agile software development issues in Pakistan.


I. INTRODUCTION
Agile software development is a repetitive method to produce acute and disciplined software development.Research study suggest that agile is the mostly used software development technique all over the world but in under developing countries due to their less domain knowledge and lack of experience there exist many barrier to proper implementation of agile methods [1].As there is new shift of software industry from SDLC to Agile there exist many individuals and collective problem which caused hurdle in implementation of agile methodology [2].These hurdles exist in individual and communal manner.To gauge these issues, a survey has been conducted in Pakistan to check the impact of motivators and demotivator factors in agile software development in Pakistani Software industry.This survey will help to enhance productivity of software and reduced number of demotivator factors [3].
In Pakistan, Agile is nourished as Emerging field.In past decade, due to the lack of interest and strategy of software practitioners, software industry face many economical issues but as the agenda of agile become popular there following increase immensely [4].The formation of PSEB is also an initiative to ensure assistance of software industry.In recent years, Agile boom has become a latest trend in software industry.According to PSEB, about 70% of software organization has converted or thinking to convert their development method on Agile.
In ASD, due to their iterative nature has less failure ratio than SDLC.For this reason, many organizations local or international software industry moving towards agile due to their well-defined set of rules and well organization teams [5].Motivators factors in agile plays a key role in development of agile industry.These motivating factors provide ability to work on self-determination and to made better product.
As the most common concern for an organization is to provide productive software to their end-users and this phenomena is only achieve by providing motivation to their employee and to avoid the demotivator factor as possible [6].Motivators plays important role in enhancing people and technical skills.A lot of work has been done to motivator SDLC practitioners but agile has less contribution in this regard [7].

A. The Need of Empirical Analysis
As agile is mostly used method in software industry, but it requires a lot of work on employee's motivation for their full adaption.The main concern is to remove the practitioners' anxiety for adoption of agile method.In this regard, motivator and demotivator factors play a critical role [8].These factors can be used to alter the software productivity and these factors can provide new power to agile industry.
In Pakistan, software industry is growing day by day but due to the higher failure ratio of projects is become a worry sign for software development organization.For this reason, www.ijacsa.thesai.orgthey want to trade towards agile but due to the barriers exist in the form of demotivator factors they can't fully yield the concern results.Due to which a survey study is conducted to gauge the concern of agile practitioners.For this purpose, motivator and demotivator factors has been collected from literature and a survey is been conducted which rank these motivators and demotivators according to Pakistan software industry.
This study will also contribute to gather the motivator factors of agile, which is present in dispersed form and need to analyse.The literature is mainly covering the motivator factor of SDLC but agile is neglected.There exist a gap to empirically analysis of the motivator and demotivator factors [9].By finding these motivator factors, list of demotivator factors can reduced which eventually result in quality software product.
The arrangement of this article is ordered as: Section II briefly describe the literature review regarding motivators and demotivators factors.Section III explains the research methodology used during research.Section IV describes the indetail analysis and results regarding survey.Research contribution is discussed in Section V, Section VI is covering portion of results and discussion and finally Section VII describe conclusion and future work.

II. RELATED WORK
Motivators and Demotivators has a vital role in software productivity.This portion will provide a brief literature review of work done in motivators and demotivators of Agile Software Development.De O et al. [10] provides a detailed list of motivators and demotivators in software development life cycle.Afterward they propose model of motivation of software Engineering(MOCC) in which they divide the motivator into different category .Highsmith and Cockburn [11] are the member of agile formation team, they provide the benefit of adopting agile software development.Akhtar et al. [12] has conducted a survey in Pakistani software industry about the barrier exist in Scrum method, there findings suggest that there exist many flaws in full fledge implementation of Scrum in Pakistani software industry.Hassan et al. [13] briefly describe the challenges exist in full adoption of scrum in Pakistan.There finding suggest that scrum is newly implemented in Pakistan that's why they require adequate training for their full implementation.Wagener [14] listed down detailed list of motivators and demotivators in SDLC afterward they categorize the motivator factor into three groups: organizational, people and technical.Chow and Cao [15] has conducted survey among 109 Agile Teams among different organization, on the basis of survey they find new motivator factor of agile software development.Baddoo and Hall [16] has done a detailed analysis among SDLC factors in which they have found that rewards and incentive to employees can increase their productivity.Asghar and Usman [17] has done a Systematic literature review of Motivators and Demotivators of Software development life cycle, they proposed a model of motivation for Pakistan industry in which they claim Hofstede's cultural issue is the biggest barrier in this region.

III. RESEARCH METHOD DETAIL
Due to the limitation in research and difference in survey method, mail method in questionnaire and personal method are selected.Research questions are shown in Table I.

B. Questionaire Design
The Questionnaire is divided into three sections Section 1: Include Respondents profile.
Section 3: Include Motivator and Demotivator of Agile.

C. Data Collection Techniques and Methodologies
Questionnaire is floated via two methods, email and Personal contacts.In both these medium our target is those organization who are fully or partially practices agile.For this purpose, list of organizations has taken from PASHA and PSEB and try to target maximum population.Along with pass on strategy personal contacts also been made to target more organization following agile.A total of 25 software organizations were visited.A total of 25 companies were chosen to provide the research method with pre-requisite to following agile fully or partially.

D. Sample
The whole population (23 agile companies) employees were the sample of the study.As we have limited sample size that's why regular follow ups with respondents containing email and telephone calls and meetings are arranging to get the maximum number of respondents.Some appreciation cards and other incentive are also arranging to get the maximum number of accurate Reponses.

E. Identification of Agile Practitioners
In this survey, one thing is assured that all respondents must possess agile background.The background considers regarding agile will be fully and partially usage.For this purpose, companies are visited personally plus email and phone are used to convince agile practitioners to fill the survey.Cross questioning has been made to verify the respondent's record to double check the practitioner knowledge regarding agile.www.ijacsa.thesai.orgIdentification of agile practitioner is check using three steps: 1) Respondents are currently working / have already worked at organization which practices agile.
2) Respondents are currently working / have already worked in an organization where at least one agile method is used, e.g.Scrum, Kanban, etc.
3) Respondent must be willing to give interview in given time slot.

F. Compilation of Issues
Once the feedback of survey is received, compilation work has been started.For this purpose, two software Microsoft Excel and SPSS (Version 24) are used to get better view of respondent's behaviour towards the survey.After accessing all feedback responses, a list of issue was extracted based on respondents output.

G. Interview to Resolve Open Issues
Interview is conducted to address some open issues which can't be address in questionnaire.A session of two interviews with practitioners using agile is conducted in which open issue are briefly discussed.The opinion is included in conclusion.

H. Identification of Renowned Agile Practitioners
Selection of renowned agile practitioners has been collected on following criteria: 1) At least five years of agile experience.
2) Worked in an organization using agile more than two years.
3) Taken and conducted agile trainings in past two years.4) Achieve agile certifications.

I. Compilation of Data (Interview and Survey Result)
A total number of 25 companies were visited.Participating companies were selected from given number of respondents give the information about the motivator and demotivator of Agile and different initiative to reduce the demotivator factors.The companies were chosen to provide the cross section of current profile, total working experience, experience usage of agile method, extend of usage of agile method and preference of most using agile practices.

J. Analysis Method Used
There are two major analysis one is qualitative and other one is quantitative.Both techniques are used to measure the more accuracy of respondent's feedback.

K. Quantitative Analysis
Quantitative analysis is best used analysis technique to measure the respondents result more accurately.In quotative analysis rather than question and their answer numeric data is prominent by which significant of research is prominent.Our focus is to target the quantitative analysis to get a more accurate result with respect to motivator and demotivator of agile.Table II shows the key aggregate on Surveys response.

IV. ANALYSIS AND RESULTS
Author has already study the motivator and demotivator factors and identified issue according to agile software development and categorize into three factors: People, technical and organization.The same motivator and demotivator factors are used in a survey conducted in Pakistani Agile Software industry.The aim of this survey is to find out the higher rank motivator and demotivator factors and then results shown below is used to find out the issues of agile practitioners and compare results with the literature to increase the motivator factors in ASD.www.ijacsa.thesai.org

Cronbach on survey
Table III shows reliability analyses of scales used by the motivation factor and demotivation factors, α = .895and α = .923respectively.
A. Profile of Respondents 1) Gender based respondents: Empirical analysis result shows that male respondents are more than female respondents.They have 59 and 8 frequencies respectively.Following Fig. 1 shows the gender respondents of pilot study.2) Location based respondents: Islamabad has more frequency of respondents than other cities of Pakistan.Its frequency is 29 whereas Lahore has 23, Karachi has 13 and Peshawar has 2 respondent's frequencies.Fig. 2 shows the cities by which responders fill the pilot study.

B. Current Profile based Respondents
According to our respondent's Senior software developers has more number of respondent's frequency which is 32 whereas project Managers has 9, Quality assurance engineer has 8, Junior software developer has 7, software test engineer has 5, team lead has 4 and Business analyst has 2 respondents.
The following Fig. 3 shows the total experience of responders

C. Agile Experience of Respondent's
The result indicates that the respondents having 1 to less than three years' experience are 43%, while less than one year has 30%, the experience from 3 to 5 years are 14%, the respondent's having experience from less than 5 to 10 years are 9% and the respondents having experience more than 10 years are 4%.
Following Fig. 4 is depicted the agile experience of respondents.
Following Table IV shows the demographic profile of respondents based on gender, location, current profile, total experience and agile experience.To make better understanding of results, the results are shown in frequency as well as percentage.

D. Extend of Usage of Agile Methods
The following Fig. 4 shows the responders usage of agile method to different type of project.The results indicate that agile is been used for majority of projects and is using large number in organizations ongoing projects.www.ijacsa.thesai.org

E. Usage of Agile Methods
Fig. 5 shows the respondents answer of using different agile methods.The result indicates that Scrum is mostly used method with usage of 20%, extreme programming has usage of 11% and crystal-clear method has least usage of 1%.
On a question of most using agile practice, Fig. 6 the respondents agree on planning iteration with 55%, daily stand ups have 22%, Iteration retrospective has 4.5% and Review meeting has 3% usage in respondent's organizations.Following Table V shows the information about the agile usage in which first block is answering about extend of usage of agile methods in majority, large, small and other projects.In most fluent agile method scrum has 19%, extreme programming has 20%, and crystal clear has least 1% agile method.In preference of agile method, the core agile practices such as planning iteration, Daily Stand-ups, Iteration retrospective and review meeting.Following Fig. 7 shows the respondents motivator ranking into more accurate graphical work in which tolerance to work has highest motivator value.
2) Demotivators respondents: Following are the respondent's ranking about the demotivator factors of agile software development (Table VII).The result indicates that lack of resources is the biggest demotivator factor among all factors while unrealistic goals are the least demotivator factor.Following Fig. 8 shows the respondents demotivator ranking into more accurate graphical work in which lack of resources has highest demotivator value.

G. Correlation Factors (Answering RQ # 1)
Following Table VIII shows the correlation between the motivator factors.The factor which has 0 to 0.25 value has weak positive correlation.The factors having value from 0.25 to 0.75 has medium positive correlation and the factor has more than 0.75 value has strongest positive correlation.Likewise, if the factor has 0 to -0.25 value has weakest negative correlation, if a factor has -0.25 to -0.75 value has medium negative correlation and if a function has less than -0.75 has strongest negative correlation.This section provides the concrete information about the literature comparison with our survey.Based on the solid result a participant agreement and disagreement has been detailed discussed.Following Table IX shows the comparison between the findings in literature with our survey, respectively.Our result indicates that the participant responds tolerance to work as most strongly motivator factor, annual award system, manageable self-team and knowledgeable team leader are responds as other strong motivator factors.Besides the motivator factors, prioritization of demotivator factors has also been performed, lack of resources is the biggest demotivator factor while other strong demotivator factors include job threatening and late hours sittings.These findings lead to predict a guideline for agile practitioners that have strong impact on one's productivity.

VII. CONCLUSION AND FUTURE WORK
This survey is conducted on 23 software companies of Pakistan who have implemented agile methods.There are total 67 agile practitioners who have participated in this research.The survey is the extended version of empirical research and case study of systematic mapping and literature review conducted on agile software developing.For this purpose, Pakistan a developing country is been chosen to evaluate our result.This research has revealed more motivator and demotivator factors than existing literature.The analysis has been done to find the top rank motivator and demotivator factors.Our result indicates that the tolerance to work is the highest motivator factor while managerial politics is the last.Likewise, lack of resources the most demotivator factor while the unrealistic goal is the least demotivator factor.These motivators and demotivator must be mitigated, in order to successful implementation of agile in their organizations.
The future work of this research us an implementation of model of motivator for agile practitioners.Another extension of this work is needed to find out motivator and demotivator factors according to core agile practices like planning iteration, iteration retrospective, daily stand ups and review meeting.By implementing motivator and demotivator factor on these agile practices we can attain more in-depth knowledge of this research.

TABLE III .
CRONBACH'S ALPHA FOR PILOT STUDYTo check the reliability of survey, Cronbach alpha test is applied.Motivator contain 36 factors whereas demotivator contains 24 factors, Cronbach alpha test shows that both values are highly reliable.

TABLE V .
Following Table VI are the motivators ranking evaluated by the respondent's results.According to which tolerance to work has most 98% while the eliminated managerial politics is the least number of motivator with 25%.
AGILE METHOD YOU ARE FLUENT MOST (PILOT STUDY)

TABLE VI .
RESPONDENTS MOTIVATORS RESULT

TABLE VII .
RESPONDENTS DEMOTIVATOR RESULTS

TABLE VIII .
CORRELATION BETWEEN MOTIVATOR FACTORS

TABLE IX .
[22]VATORS FACTORS IN LITERATURE AND COMPARED WITH SURVEY Variety of work, the iteration planning meeting provides a forum in which team members can easily and openly verbalize their preference to work on specific task(s) in order to improve their knowledge and skills in a certain area, which is motivating when, -people want areas of work where they would learn the most… to acquire certain skills"[22]weakest correlation factors with value of -0.19.In Management Supportive role, work load has highest correlation factors with 0.55 and staff dinner has weakest correlation factor.In well-defined coding standard, work load has highest correlation factor with 0.55 and job security is least correlation factor and vice versa.In comparison of our findings with literature, we have concluded that Knowledgeable team leader, leave on demands, tolerance to work, sense of responsibility and arranging recreational tours are the top motivators factors while staff dinner, life insurance and managerial politics are least motivating factors in agile software development.
[28]e16.-He concluded that recognition, security, and sense of belonging were more important to productivity and morale or motivation, and a friendly relationship with the supervisor was very important in securing the loyalty and cooperation of the team‖[28]f.Agree www.ijacsa.thesai.orgtours has