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Journal articles on the topic 'Software project'

Author: Grafiati

Published: 4 June 2021

Last updated: 25 April 2022

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1

Cui, Wei, Jia Ye, Yan Lin, Si Yu Qian, Yang Liu, Hai Feng Yang, and Ya Jun Li. "Japan Software Project Risk Management." Advanced Materials Research 267 (June 2011): 175–78. http://dx.doi.org/10.4028/www.scientific.net/amr.267.175.

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With the current domestic software outsourcing business with Japan's rise of a large number of outsourcing projects from Japan such as NEC, Hitachi, Toshiba and other large Japanese companies over billing, not only promoted the growth of the domestic economy, but also led to domestic software improve the overall business. In Dalian, the Dalian City party committee and government attach great importance to the development of the software industry, software industry has become the revitalization of old industrial bases to accelerate the economic development of Dalian's one of the important strategies. However, orders easier to do a single hard, if we really want Japan to do a good job outsourcing, is not so simple. How to make the project successful? In the process of the project will encounter those problems? What is the project's impact? These issues will be troubled by the development of each project managers. These are the risks of the project, how to effectively manage the risks, the success of the project is to explore the theme of this article.

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2

Ware, Robb. "Project Management Software: Project Panacea?" Journal of Information Systems Management 8, no. 1 (January 1991): 79–83. http://dx.doi.org/10.1080/07399019108964975.

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3

Mitrović, Zorica, Dejan Petrović, and Marko Mihić. "Rethinking success in software projects." Tehnika 75, no. 6 (2020): 639–45. http://dx.doi.org/10.5937/tehnika2005639m.

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In recent years, one of the most important topics in the field of software development projects is rethinking success in context of increasing complexity and failure of software projects. Literature review shows that there is no clear line between success and failure, especially considering that a project can be both successful in one area and unsuccessful in another. In addition, the increasing complexity, context and broader conceptualization of projects, required both change in project and success definition. The aim of this paper is to perform literature review in field of software project success definition, as well as to propose a multidimensional construct that includes project management success, project success and strategic project success as three dimensions for measuring software's project success.

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4

Afshari, Ali, Vladimir Brtka, and Melita Ćoćkalo-Hronjec. "Project risk management in Iranian software projects." Journal of Engineering Management and Competitiveness 8, no. 2 (2018): 81–88. http://dx.doi.org/10.5937/jemc1802081a.

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5

Cimitile, A., and G. Visaggio. "Managing Software Projects by Structured Project Planning." International Journal of Software Engineering and Knowledge Engineering 07, no. 04 (December 1997): 553–84. http://dx.doi.org/10.1142/s0218194097000308.

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This study is based on the Structured Process Model formalism previously proposed by the same authors, and describes some techniques for scheduling an execution plan which conforms to the chosen process but adapts to all the potential changes in the value of specific variables of the project. The executive plan is generated by means of Incremental Refinements. Each increment is the consequence of one or more decisions taken by the manager. All the contingencies which can occur during the execution of the project are classified in a finite number of types of events which form the basis for the definition of all the transition laws between the possible states of the process. Naturally, the manager's decisions, and therefore the composition of the increment, take into account the changes in the value of the variables of the process and of the process model itself. In addition, the study proposes the handling of fuzzy activities, by means of which the problems of recycles and reprocessing are solved. These activities also provide a better management of the execution times of the project.

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6

Hoermann, Stefan, Michael Schermann, Marco Aust, and Helmut Krcmar. "Risk Profiles in Individual Software Development and Packaged Software Implementation Projects." International Journal of Information Technology Project Management 5, no. 4 (October 2014): 1–23. http://dx.doi.org/10.4018/ijitpm.2014100101.

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The aim of this paper is to compare risk profiles of individual software development (ISD) and packaged software implementation (PSI) projects. While researchers have investigated risks in either PSI projects or ISD projects, an integrated perspective on how the risk profiles of these two types of information system (IS) projects differ is missing. To explore these differences, this work conducted a Delphi study at a German-based financial services company. The results suggest that: First, ISD projects seem to be more heterogeneous and face a larger variety of risks than the more straightforward PSI projects. Second, ISD projects seem to be particularly prone to risks related to sponsorship, requirements, and project organization. Third, PSI projects tend to be predominantly subject to risks related to technology, project planning, and project completion. Finally, in contrast to available lists of risks in IS projects and irrespective of the project type, the paper found a surprisingly high prominence of technology and testing-related risks.

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7

Edelist, Liran, Roy Gelbard, and Jeffrey Kantor. "Software Project Costing." International Journal of Information Technology Project Management 3, no. 4 (October 2012): 72–86. http://dx.doi.org/10.4018/jitpm.2012100105.

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This study puts forward a generic and comprehensive costing framework for software projects that aims for simplicity. This is achieved by integrating commonly used CMMI (Capability Maturity Model Integration) and PMBOK (Project Management Body of Knowledge) costing concepts in a broader organizational context. The costing framework comprises three layers: costing targets, costing activities, and policy evaluation. While the first two layers are derived from commonly used software engineering elements, the third integrates an organizational perspective through software engineers, project managers, accountants and top management. Employment of CMMI and PMBOK standards allows for easy adoption of the proposed model by organizations that are already relying on these standards.

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8

Kilibarda, Goran, Vesna Sobajic, Ivana Beric, and Petar Jovanovic. "Software project management." Tehnika 71, no. 1 (2016): 145–52. http://dx.doi.org/10.5937/tehnika1601145k.

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9

Elzer, P. F. "Software Project Management." IFAC Proceedings Volumes 19, no. 6 (May 1986): 1–12. http://dx.doi.org/10.1016/s1474-6670(17)59718-9.

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10

Smith, David K. "Project Management Software." Journal of the Operational Research Society 37, no. 12 (December 1986): 1203–4. http://dx.doi.org/10.1057/jors.1986.205.

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11

Wilkes, John. "Project Management Software." Journal of the Operational Research Society 38, no. 2 (February 1987): 209. http://dx.doi.org/10.1057/jors.1987.36.

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12

Mazza, C. "Software project management." Computer Physics Communications 57, no. 1-3 (December 1989): 23–28. http://dx.doi.org/10.1016/0010-4655(89)90188-4.

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13

May, G. "Software project casualty." Engineering Management Journal 12, no. 2 (2002): 83. http://dx.doi.org/10.1049/em:20020205.

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14

Yeates, Don. "Software project management." International Journal of Project Management 12, no. 1 (February 1994): 57. http://dx.doi.org/10.1016/0263-7863(94)90010-8.

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15

Kirman, Semen V. "PROJECT MANAGEMENT SOFTWARE." Science and art of management / Bulletin of the Institute of Economics, Management and Law of the Russian State University for the Humanities, no. 2 (2021): 82–90. http://dx.doi.org/10.28995/2782-2222-2021-2-82-90.

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The article analyzes the existing project management software. It presents the advantages and disadvantages of software packages of world leaders and ways of their integration into other systems. Based on that is the author makes a conclusion on the effectiveness of those packages in modernizing the work of project management and about their necessity for working with modern systems.

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16

Thomas, Sam, and M. Bhasi. "Software Development Project Risk." International Journal of Information Technology Project Management 3, no. 4 (October 2012): 41–55. http://dx.doi.org/10.4018/jitpm.2012100103.

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Software development risk points to an aspect of a development task, process or environment which, if ignored, tends to adversely affect the project performance. Observations from literature show that while many studies on software project risk construct have been done in developed countries, there is scarcity of literature from Asian countries, especially India. Hence, this research was formulated with an objective of studying software development project risk in the Indian context. Data related to the presence of risk items was collected from 527 software development projects in India. This data was factor analyzed to identify five major risk dimensions namely Team risk, Project planning and Execution Risk, External risk, User risk and Project complexity risk. The resulting factor structure was validated through Confirmatory Factor Analysis. Software project risk was seen to be best represented by a second order factor model with five first order factors.

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17

Chauhan, Bishan Dayal, and Ajay Rana. "Software Projects Tracking-Evolving a New Method for Software Project Tracking." Journal of Software Engineering 10, no. 1 (December 15, 2015): 78–88. http://dx.doi.org/10.3923/jse.2016.78.88.

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18

Siddique, Lubna, and Bassam A. Hussein. "Grounded Theory Study of Conflicts in Norwegian Agile Software Projects: The Project Managers’ Perspective." Journal of Engineering, Project, and Production Management 6, no. 2 (July 31, 2016): 120–35. http://dx.doi.org/10.32738/jeppm.201607.0005.

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19

Yassien, Eman. "Software Projects Success by Objectives." Journal of Management Research 10, no. 1 (December 21, 2017): 46. http://dx.doi.org/10.5296/jmr.v10i1.10149.

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Evaluating project success in the changing environment of software industry is critical to organizational success. The main issue is projects' diversity in various domains, thus a variable development criteria for each project's success is essential. This paper proposes new model Success by using the Objectives (SbyO) model based on project objectives, stakeholders' priorities, and the project time frame. The SbyO model contribution consists of four components; first, the model evaluates projects success through the degree they achieve their stipulated objective; second, the model considers the importance (or the value) of stakeholders’ perspectives in setting the priority of what perspective to consider and what other perspectives to ignore; third, the model takes into account the timeframe for executing the elements of the specified criteria; finally, the model provides SbyO cross-table to the organizations for the practical implementation the model. The SbyO was evaluated by two experts; results show applicability in software systems.

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20

Bagde, Piyush Pramod, and Abhijit N. Bhirud. "Project Management By Using Primavera P6 Software." Journal of Advances and Scholarly Researches in Allied Education 15, no. 2 (April 1, 2018): 514–18. http://dx.doi.org/10.29070/15/56886.

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21

Mtsweni, Emmanuel S., Tertia Hörne, and John Andrew van der Poll. "Soft Skills for Software Project Team Members." International Journal of Computer Theory and Engineering 8, no. 2 (2016): 150–55. http://dx.doi.org/10.7763/ijcte.2016.v8.1035.

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22

Waleed Iftikhar. "A Novel Approach of Tailoring PMBOK activities that best suit Software Development Projects." Lahore Garrison University Research Journal of Computer Science and Information Technology 4, no. 1 (March 26, 2020): 11–20. http://dx.doi.org/10.54692/lgurjcsit.2020.0401140.

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Project management is very critical for any project's success regardless of its category. Various Project management methodologies are available that provide set of guidelines and standards to effectively and efficiently manage projects in the organization. Managing software development projects has faced a lot of challenges while complying with these project management methodologies. This is mainly because project management methodologies like PMBOK does not provide specific guidelines for managing software development projects. This embarks the importance of project management tailoring activities in the software development firms, to tailor these project management methodologies according to their own need. This paper will propose six most essential tailoring activities for managing software development projects. These tailoring activities will be performed on the project management body of knowledge (PMBOK).

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23

Ruano-Mayoral, Marcos, Ricardo Colomo-Palacios, Ángel García-Crespo, and Juan Miguel Gómez-Berbís. "Software Project Managers under the Team Software Process." International Journal of Information Technology Project Management 1, no. 1 (January 2010): 42–53. http://dx.doi.org/10.4018/jitpm.2010100204.

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Despite the clear relevance of the Information and Communications Technologies (ICT) market in world economics and the evident lack of success of software projects, organizations devote little effort to the development and maturity of the software project manager profession. This work analyzes the figure of project manager from the perspective of the Team Software Process (TSP), and it considers the required skills, attitudes and knowledge for a software development project. The basis for the study is the analysis of relevant references from the literature for their subsequent categorization into different competency concepts. The results of the analysis are compared with the contributions which the Guide to the SWEBOK® and the PMBOK® Guide models provide of the profiles of the project manager. The results indicate that the literature relating to the Team Software Process is focused on the definitions of skills and attitudes, and to a lesser extent on knowledge components. The lack of the definition of the components which comprise competency constitutes a challenge for software development organizations that use TSP, whose project managers should confront the task with full capacities, and without the help of established and recognized competencies. The current work attempts to establish the competencies for project managers identified in the literature, in the environment of the use of TSP for software development, using a study based on content analysis.

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24

Lappi, Teemu, and Kirsi Aaltonen. "Project governance in public sector agile software projects." International Journal of Managing Projects in Business 10, no. 2 (April 4, 2017): 263–94. http://dx.doi.org/10.1108/ijmpb-04-2016-0031.

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Purpose Agile methodologies are widely used to manage the technical complexity of software development, and project governance can provide feasible means of organizational support for complex project success. The purpose of this paper is to: analyze the project governance practices of public sector organizations, illustrate what kind of impact these practices have on agile software projects and describe the tensions of agile project governance. Design/methodology/approach The research is based on qualitative research strategy and applies elaborative logic with analyses of three case projects in the Finnish public sector. Findings The findings of the research describe how project governance practices can be categorized into six dimensions: business case, contracting, controlling, steering, decision-making and capability building. The results illustrate how these practices either support or detract the performance of agile projects. The results also show that there are two interfaces to agile project that create most tensions to governance – the public sector and technology. Originality/value The study contributes to both project management and information and communication technology theories by combining technical aspects of agile methodologies with micro-level project governance practices. The study also adds original value to academics by introducing the new concept of “agile project governance.” The results of this study will allow public sector project organizations to design appropriate governance mechanisms for agile projects, and to identify the challenges and tensions that need to be considered and managed in the process.

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25

Alsadhan, Abdulaziz, and Naveed Khan. "Observatory and Participatory Project Factors for Software Projects." International Journal of Computer Applications 80, no. 2 (October 18, 2013): 7–9. http://dx.doi.org/10.5120/13831-9044.

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26

SHARMA, ABHISHEK, and K. K. PATHAK. "MANPOWER PLANNING, SCHEDULING AND TRACKING OF A CONSTRUCTION PROJECT USING MICROSOFT PROJECT SOFTWARE." JOURNAL OF TODAY'S IDEAS - TOMORROW'S TECHNOLOGIES 3, no. 2 (December 2, 2015): 161–69. http://dx.doi.org/10.15415/jotitt.2015.32011.

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27

Prasad, B. Hari. "Software Project Management – A frame work on distribution." Paripex - Indian Journal Of Research 2, no. 3 (January 15, 2012): 45–47. http://dx.doi.org/10.15373/22501991/mar2013/17.

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28

Pellerin, Robert, Nathalie Perrier, Xavier Guillot, and Pierre-Majorique Léger. "Project Management Software Utilization and Project Performance." Procedia Technology 9 (2013): 857–66. http://dx.doi.org/10.1016/j.protcy.2013.12.095.

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29

Rexing, Gerald L. "Software Project Management: Moving Beyond Project Plans." AT&T Technical Journal 70, no. 2 (March 4, 1991): 40–48. http://dx.doi.org/10.1002/j.1538-7305.1991.tb00344.x.

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30

Thomas, Sam, and M. Bhasi. "A Discriminant Model for Classifying Software Project Performance." International Journal of Information Technology Project Management 7, no. 2 (April 2016): 58–71. http://dx.doi.org/10.4018/ijitpm.2016040104.

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Project managers are concerned about completing the projects on time and cost. IT projects across the globe are notorious for their time and cost overruns. This paper presents output from a comprehensive study on software development risk and project outcome with respect to the projects executed by software companies in India. Based on the data collected from over 300 projects, the authors developed a discriminant model for predicting the project outcome category based on risk scores of a project. The discriminant models developed are seen to possess adequate prediction accuracy to be used in practice. The models can help the project managers in early detection of likely project failures and hence to initiate appropriate counter strategies.

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31

Kārkliņa, Kristīne, and Rūta Pirta. "Quality metrics in Agile Software Development Projects." Information Technology and Management Science 21 (December 14, 2018): 54–59. http://dx.doi.org/10.7250/itms-2018-0008.

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Nowadays, IT projects are becoming more complex and larger in scale. Stakeholders often experience difficulties assessing project quality attributes, such as progress, budget. Specifically adapted project metrics based on their descriptive features are beneficial tools for acquiring important information. The paper discusses metrics as an important project quality assessment method. It proposes using GQM method for selecting the most appropriate Agile project quality metrics. For metrics monitoring it explores popular cloud-based project management systems. An illustration of the approach is provided by two case studies with Agile projects in the public sector.

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32

Merikoski, Helena, Paula Savolainen, and Jarmo J. Ahonen. "Suppliers’ software development project start-up practices." International Journal of Managing Projects in Business 10, no. 4 (September 5, 2017): 880–96. http://dx.doi.org/10.1108/ijmpb-10-2016-0083.

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Purpose The purpose of this paper is to present a life cycle phase of a software development project which is substantial for the success of the project. This paper visualizes the project start-up phase from suppliers’ perspective. Design/methodology/approach The method is a theory building from case studies. The data were collected from three software supplier firms by conducting process modeling separately in each firm. Findings The study resulted in a model of a supplier’s software project start-up which includes start-up practices and involved roles. The results indicate that project start-up is an integral and structured phase of project life cycle, which influences the execution of a software development project, especially from the supplier’s perspective in the project business context. Research limitations/implications The study focuses on the start-up phase of software development projects delivered to external customers. Therefore, developed project start-up model is applicable as such in software supplier firms. Practical implications The project start-up model presented in this paper indicates that project start-up is a complex and multi-dimensional activity in a supplier firm. This study suggests that if the project start-up phase is clearly defined, planned and followed in a supplier firm, it reduces confusion and miscommunication among the people involved in the project and helps to achieve the business goals of a project. Originality/value This study emphasizes that it is necessary to make a distinction between the perspectives of the customer and the supplier when studying projects in the project business context. The findings contribute the new knowledge for managing outsourced software development projects.

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33

Stankovic, Nenad, and Tammam Tillo. "Concurrent Software Engineering Project." Journal of Information Technology Education: Innovations in Practice 8 (2009): 027–41. http://dx.doi.org/10.28945/171.

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34

Mair, Phil. "Integrated project software environments." Electronics and Power 33, no. 5 (1987): 317. http://dx.doi.org/10.1049/ep.1987.0205.

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35

Hansen, K. T. "Project visualization for software." IEEE Software 23, no. 4 (July 2006): 84–92. http://dx.doi.org/10.1109/ms.2006.111.

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36

Barreto, Ahilton, Márcio Barros, and Cláudia Werner. "Staffing a software project." ACM SIGSOFT Software Engineering Notes 30, no. 4 (July 2005): 1–5. http://dx.doi.org/10.1145/1082983.1083093.

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37

Haapio, Topi, and Anne Eerola. "Software project effort assessment." Journal of Software Maintenance and Evolution: Research and Practice 22, no. 8 (November 26, 2010): 629–52. http://dx.doi.org/10.1002/smr.454.

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38

Mehta, Sanjay S., and Gurinderjit B. Mehta. "Software Development Project Pricing:." Journal of Customer Service in Marketing & Management 1, no. 3 (October 24, 1995): 119–33. http://dx.doi.org/10.1300/j127v01n03_10.

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39

Woolridge, Richard W., David P. Hale, Joanne E. Hale, and R. Shane Sharpe. "Software project scope alignment." Communications of the ACM 52, no. 7 (July 2009): 147–52. http://dx.doi.org/10.1145/1538788.1538822.

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40

Mishra, Alok, and Deepti Mishra. "Software project management tools." ACM SIGSOFT Software Engineering Notes 38, no. 3 (May 23, 2013): 1–4. http://dx.doi.org/10.1145/2464526.2464537.

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41

Paprika, Zita. "Software development: Project management." International Journal of Production Economics 28, no. 1 (November 1992): 127–28. http://dx.doi.org/10.1016/0925-5273(92)90118-q.

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42

Pulk, Brian E. "Improving software project management." Journal of Systems and Software 13, no. 3 (November 1990): 231–35. http://dx.doi.org/10.1016/0164-1212(90)90098-7.

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43

Kitchenham, Barbara. "Microprocessor software project management." Microprocessors and Microsystems 10, no. 8 (October 1986): 454. http://dx.doi.org/10.1016/0141-9331(86)90252-8.

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44

Molu, Fatma. "Software Testing Strategy." International Journal of E-Services and Mobile Applications 6, no. 2 (April 2014): 23–36. http://dx.doi.org/10.4018/ijesma.2014040103.

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Complex financial conversion projects with large budgets have many different challenges. For companies that want to survive in conditions of tough competition, legacy (old) systems must continue to provide the required service throughout the project life cycle and in some circumstances even after project completion partly. In this case, the term coexistence comes into prominence. During this period, testing phase takes more critical role while integration systems' complexity and risk amount increase. Determining testing approach to use is essential to make sure both transformed and legacy systems provide service synchronously. In this paper, testing practices applied in the long conversion processes are discussed. Primarily, the basic features of the critical financial systems are addressed and then the main adoption methods in the literature are summarized. Then a variety of testing methodologies are presented depending on those adoption methods. These samples based on real-life experiences of transformation project. The most extensive example of real-time online financial systems is core banking systems. This paper covers the testing life cycle process of the large scale project of core banking system transformation project of a bank in Turkey.

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45

Podjavo, Inga, and Solvita Berzisa. "PERFORMANCE EVALUATION OF SOFTWARE DEVELOPMENT PROJECT TEAM." Environment. Technology. Resources. Proceedings of the International Scientific and Practical Conference 2 (June 15, 2017): 118. http://dx.doi.org/10.17770/etr2017vol2.2543.

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The necessity of finding the connection between the planning, decision making, actions and results create project management interest to an evaluation of the project team performance. By analyzing the team performance, determining successful projects and assessing results, members of such project will have the necessary information to avoid failures, to monitor the progress, to compare similar projects and move to defined goals. The objective of this paper is to provide guidelines for evaluation of the project team performance in the software development project. This paper summarizes measures for evaluation of the team performance, an evaluation objectives and it benefits as well as factors that may have an influence on the team performance. Demonstration example of the guideline usage has been provided.

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Matyokurehwa, Kanos, and Kendra Tafadzwa Makoni. "Students' Perceptions in Software Modelling Using UML in Undergraduate Software Engineering Projects." International Journal of Information and Communication Technology Education 15, no. 4 (October 2019): 12–24. http://dx.doi.org/10.4018/ijicte.2019100102.

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The article establishes student perceptions in software modelling using UML in their final undergraduate projects. The research was done at a University in Botswana. The research used a mixed methods approach, an open-ended questionnaire was administered to the participants. A sample size of 140 participants that met the inclusion criteria was used in the research. The key findings from the research were that students find modelling using UML to be challenging. Some of the project supervisors were assigned to assist students with their projects were not knowledgeable with the student's project topic.

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47

Polianskii, Аndrey, and Darya Chukalova. "Software product management: planning tool integration." MATEC Web of Conferences 311 (2020): 02011. http://dx.doi.org/10.1051/matecconf/202031102011.

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The article discusses the problems of using software for project management and calculating the complexity of design work on the example of planning projects for the production of software products. Approaches to using project management standards and the project subject area to form a work breakdown structure, calculating the complexity of individual work packages and the project as a whole are investigated, requirements for integration software are formulated.

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48

Akbar, Rehan, Mohd Fadzil Hassan, and Azrai Abdullah. "A meta-model of software development project states behavioral study of software projects." Journal of Software: Evolution and Process 29, no. 4 (October 10, 2016): e1820. http://dx.doi.org/10.1002/smr.1820.

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49

Capiluppi, Andrea, Klaas-Jan Stol, and Cornelia Boldyreff. "Software Reuse in Open Source." International Journal of Open Source Software and Processes 3, no. 3 (July 2011): 10–35. http://dx.doi.org/10.4018/jossp.2011070102.

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A promising way to support software reuse is based on Component-Based Software Development (CBSD). Open Source Software (OSS) products are increasingly available that can be freely used in product development. However, OSS communities still face several challenges before taking full advantage of the “reuse mechanism”: many OSS projects duplicate effort, for instance when many projects implement a similar system in the same application domain and in the same topic. One successful counter-example is the FFmpeg multimedia project; several of its components are widely and consistently reused in other OSS projects. Documented is the evolutionary history of the various libraries of components within the FFmpeg project, which presently are reused in more than 140 OSS projects. Most use them as black-box components; although a number of OSS projects keep a localized copy in their repositories, eventually modifying them as needed (white-box reuse). In both cases, the authors argue that FFmpeg is a successful project that provides an excellent exemplar of a reusable library of OSS components.

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50

Zhang, Jin Hai. "Research on Software Product Development Project Management." Applied Mechanics and Materials 347-350 (August 2013): 457–60. http://dx.doi.org/10.4028/www.scientific.net/amm.347-350.457.

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Project organization and management software development project management model is the best form of software development enterprises in China's understanding of software development project management has been greatly improved. Traditional software development projects have different characteristics, therefore how flexible application for software project management theory and strategies of the main research objectives of domestic software development project management. Our software in enterprise application software development project management, general shortcomings in implementation, this article on software research and development analysis and project management of implementation strategies.

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