This qualitative study was undertaken to investigate the factors that result in agile project success and failure. The study particularly focused on software projects where agile methods were newly adopted, implying a transition from the Waterfall to a more light-weight and iterative approach. The study was exploratory and deductive in nature, and employed multiple-case studies as research strategy. The target population was Project Management Offices (PMO) that had moved, or attempted to move, from a traditionally waterfall approach, to an agile software development approach. Primary data was collected using semi-structured, observations of meetings and team engagements. Secondary data collected included project documentation, meeting minutes, and formal project communication. This research was aimed at making practitioners and academic researchers aware of the factors that may lead to project failure as well as project success, thereby encouraging them to find and devise coping and mitigating mechanisms to enhance successful agile adoption, use and implementation. The following constructs were identified as success and failure factors in agile project delivery: Culture, Customer Involvement & Mandate, Stakeholder Involvement & Buy-In, Team Structure & Team Logistics, Project Type & Project Planning, and Skill Level & Attitude of Team Members.
