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Journal articles on the topic 'Software project'

Author: Grafiati

Published: 4 June 2021

Last updated: 25 July 2025

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1

Kusumawati, Kiki, and Sri Aryani. "SOFTWARE PROJECT SCHEDULINGANALYSIS." International Journal of Advanced Research 10, no. 11 (2022): 1299–305. http://dx.doi.org/10.21474/ijar01/15794.

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Along with the number of projects received and must be completed on time by PT. EKIOSKU, where project scheduling has been carried out using the estimation method, so that it has an impact on the results of estimating time, human resources, and estimated costs of software projects that are quite large. In addition, for the tasksperformed by the project manager, its still carried out in an inefficient verbal way because each workforce has different abilities. Based on the existing problem conditions, itis necessary to recalculate for project scheduling by using the Function Point and COCOMO met

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2

Pooja, Prerna Mangla Preeti Kumari. "Software Project Management." International Journal of Information Technology 1, no. 5 (2020): 1–7. https://doi.org/10.5281/zenodo.3675322.

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Software project management is the art of science of planning and leading software projects. It is sub-discipline of project management in which software project is planned, monitor and proscribed. The project objectives define the goal status at the end of project. Objectives are detailed, computable, achievable, and relevant and time constraint. Specific means effective objective. Unclear aspirations such as “to improve customer relations” are unacceptable. Objective is supposed to be defined in such way that it is obvious to all whether the project has been successful or not. As

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3

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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4

Cimitile, A., and G. Visaggio. "Managing Software Projects by Structured Project Planning." International Journal of Software Engineering and Knowledge Engineering 07, no. 04 (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

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5

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

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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 (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 straightforwa

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7

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

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8

Oluwatosin, Egbebi Adeleke. "Impact of Advanced Construction Project Management Software on Project Performance." International Journal of Research Publication and Reviews 5, no. 7 (2024): 414–22. http://dx.doi.org/10.55248/gengpi.5.0724.1617.

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9

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

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10

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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11

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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12

Edelist, Liran, Roy Gelbard, and Jeffrey Kantor. "Software Project Costing." International Journal of Information Technology Project Management 3, no. 4 (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 manage

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13

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

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14

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

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15

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

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16

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

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17

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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18

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

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19

Lappi, Teemu, and Kirsi Aaltonen. "Project governance in public sector agile software projects." International Journal of Managing Projects in Business 10, no. 2 (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 i

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20

Thomas, Sam, and M. Bhasi. "Software Development Project Risk." International Journal of Information Technology Project Management 3, no. 4 (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

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21

Yurchyk, K., and S. Kanashyts. "CREATING SOFTWARE FOR DESIGN AND SOFTWARE DEVELOPMENT MANAGEMENT." Scientific heritage, no. 112 (May 7, 2023): 67–69. https://doi.org/10.5281/zenodo.7903716.

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In this work have been described the ways of effective management of a project, processes and people, taking action in the moment of making a project. The paper reviews and analyzes existing analogues of software tools for designing and managing the development of software products and their shortcomings.

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22

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

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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 (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 i

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24

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 (2018): 514–18. http://dx.doi.org/10.29070/15/56886.

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25

Kognole, Swapnil. "Agile Project Success through Software Quality KPIs." International Journal of Science and Research (IJSR) 13, no. 7 (2024): 287–89. http://dx.doi.org/10.21275/sr24705005648.

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26

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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27

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 (2016): 120–35. http://dx.doi.org/10.32738/jeppm.201607.0005.

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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 (1991): 40–48. http://dx.doi.org/10.1002/j.1538-7305.1991.tb00344.x.

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30

Алин, Г. Т., and Н. К. Рахимжанова. "SOFTWARE DEVELOPMENT PROJECT MANAGEMENT: PROJECT RISK MANAGEMENT." INTERNATIONAL JOURNAL OF INFORMATION AND COMMUNICATION TECHNOLOGIES 4, no. 1(13) (2023): 38–50. http://dx.doi.org/10.54309/ijict.2023.13.1.004.

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в данной статье рассматриваются общие характеристики и основные технологии управления рисками в проектах разработки программных продуктов: определение рисков, ранжирование рисков по приоритету и выработка мер, связанных с компенсацией воздействия рисков на проект. Определены существующие подходы к управлению рисками проекта программной разработки, роли и задачи менеджера проекта и его команды в контексте управления рисками. В статье рассматривается необходимость анализа и учета рисков проекта, а также выделение необходимых временных и людских ресурсов для обеспечения конечного успеха в реализа

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31

Thomas, Sam, and M. Bhasi. "A Discriminant Model for Classifying Software Project Performance." International Journal of Information Technology Project Management 7, no. 2 (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

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32

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 (2016): e1820. http://dx.doi.org/10.1002/smr.1820.

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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

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

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35

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

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36

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

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37

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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38

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

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39

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

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40

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

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41

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

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42

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

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43

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

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44

Molu, Fatma. "Software Testing Strategy." International Journal of E-Services and Mobile Applications 6, no. 2 (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 syst

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45

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 p

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46

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, th

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47

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 (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

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48

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 (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

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49

Liu, Yanchen, and Kai Ruan. "Application of Kano Model in Risk Identification of Software Development Projects." BCP Business & Management 40 (March 8, 2023): 33–39. http://dx.doi.org/10.54691/bcpbm.v40i.4357.

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Risk management and identification of software projects is an important factor in software project management. Software project risks will affect the implementation of the project plans, and if they do, they will affect the project progress, increase the project costs, and even make the software project unfeasible. Risk occurrence can be minimized if risk management and identification are implemented in a project. However, in China, many software development companies do not have the awareness of risk management and identification, or use inappropriate management technology, resulting in softw

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50

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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