What Are the Characteristics that Software Development Project Team Members Associate with a Good Project Manager?

Gamification methodology has a positive impact on software development (SD) processes, contributes to better product quality production and team involvement. To show how gamification can be used to motivate the SD project team to carry out daily routine activities and document it in PM tool the gamification framework is proposed in this paper. With this gamification framework is also tried to solve project manager challenge to get actual information in PM tool entered by the project team for correct reporting of project status and process overview. A prototype of a gaming tool has been developed, which is based on Jira's app functionality and is implemented as a plugin.

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Software Project Managers under the Team Software Process

Project Management Techniques and Innovations in Information Technology ◽

10.4018/978-1-4666-0930-3.ch007 ◽

2012 ◽

pp. 115-126

Author(s):

Marcos Ruano-Mayoral ◽

Ricardo Colomo-Palacios ◽

Ángel García-Crespo ◽

Juan Miguel Gómez-Berbís

Keyword(s):

Software Development ◽

Software Process ◽

Development Project ◽

Project Managers ◽

Project Manager ◽

Software Project ◽

Software Projects ◽

Software Development Project ◽

Team Software Process ◽

Definition Of

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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Understanding of Project Manager Competency in Agile Software Development Project: The Taxonomy

Lecture Notes in Electrical Engineering - Information Science and Applications ◽

10.1007/978-3-662-46578-3_102 ◽

2015 ◽

pp. 859-868 ◽

Cited By ~ 3

Author(s):

Kamalrufadillah Sutling ◽

Zulkefli Mansor ◽

Setyawan Widyarto ◽

Sukumar Lecthmunan ◽

Noor Habibah Arshad

Keyword(s):

Software Development ◽

Agile Software Development ◽

Development Project ◽

Project Manager ◽

Software Development Project ◽

Agile Software

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PERFORMANCE EVALUATION OF SOFTWARE DEVELOPMENT PROJECT TEAM

Environment Technology Resources Proceedings of the International Scientific and Practical Conference ◽

10.17770/etr2017vol2.2543 ◽

2017 ◽

Vol 2 ◽

pp. 118

Author(s):

Inga Podjavo ◽

Solvita Berzisa

Keyword(s):

Decision Making ◽

Performance Evaluation ◽

Project Management ◽

Software Development ◽

Team Performance ◽

Development Project ◽

Project Team ◽

Software Development Project ◽

Planning Decision ◽

Performance Demonstration

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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The Effect of Software Development Project Team Structure on the Process of Knowledge Sharing: An Empirical Study

2019 2nd International Conference on Computing, Mathematics and Engineering Technologies (iCoMET) ◽

10.1109/icomet.2019.8673504 ◽

2019 ◽

Author(s):

Muhammad Noman Riaz ◽

Attaullah Buriro ◽

Athar Mahboob

Keyword(s):

Empirical Study ◽

Software Development ◽

Knowledge Sharing ◽

Development Project ◽

Project Team ◽

Team Structure ◽

Software Development Project

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Success Factors for the Management of Global Virtual Teams for Software Development

Enhancing the Modern Organization through Information Technology Professionals ◽

10.4018/978-1-4666-2648-5.ch017 ◽

2012 ◽

pp. 239-249

Author(s):

Javier García Guzmán ◽

Javier Saldaña Ramos ◽

Antonio Amescua Seco ◽

Ana Sanz Esteban

Keyword(s):

Software Development ◽

Virtual Teams ◽

Success Factors ◽

Development Project ◽

Global Virtual Teams ◽

Industrial Case Study ◽

Team Members ◽

Software Development Project ◽

Geographical Dispersion

The management of globally distributed software teams is complex because of problems of linguistic differences, geographical dispersion, different time zones, and the cultural diversity of the team members; what is particularly common in software development environments. These problems are amplified when a single software development team is composed of highly skilled individuals working in dispersed geographical locations, and they have to work as a team across distances. This paper describes several of the most important factors that contribute to the correct and effective management of global virtual teams for software development and underlying solutions are addressed to reduce cultural and time barriers. These factors are obtained from an industrial case study, which lasted 36 months, corresponding to a huge software development project that involved several global virtual teams. These success factors consider different perspectives as technology, human factors and process.

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Key Software Metrics and its Impact on each other for Software Development Projects

International Journal of Electrical and Computer Engineering (IJECE) ◽

10.11591/ijece.v6i1.8247 ◽

2016 ◽

Vol 6 (1) ◽

pp. 242

Author(s):

Mridul Bhardwaj ◽

Ajay Rana

Keyword(s):

Software Development ◽

Software Metrics ◽

Development Project ◽

Project Manager ◽

Software Project ◽

Team Size ◽

Font Size ◽

Project Duration ◽

Software Development Project ◽

Software Estimation

Every software development project is unique and different from repeatable manufacturing process. Each software project share different challenges related to technology, people and timelines. If every project is unique, how project manager can estimate project in a consistent way by applying his past experience. One of the major challenges faced by the project manager is to identify the key software metrics to control and monitor the project execution. Each software development project may be unique but share some common metric that can be used to control and monitor the project execution. These metrics are software size, effort, project duration and productivity. These metrics tells project manager about what to deliver (size), how it was delivered in past (productivity) and how long will it take to deliver with current team capability (time and effort). In this paper, we explain the relationship among these key metrics and how they statistically impact each other. These relationships have been derived based on the data published in book “Practical Software Estimation” by International Software Benchmarking Group. This paper also explains how these metrics can be used in predicting the total number of defects. Study suggests that out of the four key software metrics software size significantly impact the other three metrics (project effort, duration and productivity). Productivity does not significantly depend on the software size but it represents the nonlinear relationship with software size and maximum team size, hence, it is recommended not to have a very big team size as it might impact the overall productivity. Total project duration only depends on the software size and it does not depend on the maximum team size. It implies that we cannot reduce project duration by increasing the team size. This fact is contrary to the perception that we can reduce the project duration by increasing the project team size. We can conclude that software size is the important metrics and a significant effort must be put during project initiation phases to estimate the project size. As software size will help in estimating the project duration and project efforts so error in estimating the software size will have significant impact on the accuracy of project duration and effort. All these key metrics must be re-calibrated during the project development life cycle.

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Expert Group Knowledge Triggers

10.4018/978-1-6684-3702-5.ch028 ◽

2022 ◽

pp. 565-583

Author(s):

Hanna Dreyer ◽

Gerald Robin Bown ◽

Martin George Wynn

Keyword(s):

Software Development ◽

Tacit Knowledge ◽

Development Project ◽

Theoretical Development ◽

Ethnographic Case Study ◽

Team Members ◽

Software Development Project ◽

Group Knowledge ◽

Verbal Exchanges

Specialised knowledge is a key component of success in an organisational context that resides in the expertise of the organisation's personnel. To explore this situation, an ethnographic case study was chosen in which data was collected from a software development project. Extempore verbal exchanges occur through the interplay of project team members in weekly meetings, as the software was tested, analyzed, and altered in accordance with the customer's needs. Utilizing tacit knowledge from the project members as well as the group, new tacit knowledge surfaces and spirals, which allows it to build over time. Five extempore triggers surfaced during the research generated through explicit stimuli, allowing project members to share and create new knowledge. Through the use of ideas developed by Husserl and Heidegger, this study has cast some light on verbal exchanges that, through their interjection, allow significant learning to take place. The theoretical development places these learning triggers in an interpretive framework, which can add value to other software development projects.

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The Changes in Team Cognition and Cognitive Artifact Use During Agile Software Development Project Management

Project Management Journal ◽

10.1177/8756972820960301 ◽

2021 ◽

pp. 875697282096030

Author(s):

Meghann L. Drury-Grogan

Keyword(s):

Software Development ◽

Distributed Cognition ◽

Agile Software Development ◽

Development Project ◽

Team Cognition ◽

Team Members ◽

Software Development Project ◽

Cognitive Artifact ◽

Software Development Teams ◽

Agile Software

This study examines changing team cognition and cognitive artifact use as agile software development iterations progress to better understand team member interactions. The four case studies conducted observed the distributed cognition on the team changing from planning, managing, developing, and concluding tasks in iterations to deliver working functionality. Cognitive artifacts used throughout the iteration also changed. This study provides a clearer understanding of how and when team cognition and artifact use change as agile software development teams use artifacts to manage projects. Interactions between team members and artifacts move from individual to social interactions as the iteration progresses with frequent, short, continuous communication and interactions.

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Key Software Metrics and its Impact on each other for Software Development Projects

International Journal of Electrical and Computer Engineering (IJECE) ◽

10.11591/ijece.v6i1.pp242-248 ◽

2016 ◽

Vol 6 (1) ◽

pp. 242

Author(s):

Mridul Bhardwaj ◽

Ajay Rana

Keyword(s):

Software Development ◽

Software Metrics ◽

Development Project ◽

Project Manager ◽

Software Project ◽

Team Size ◽

Font Size ◽

Project Duration ◽

Software Development Project ◽

Software Estimation

Every software development project is unique and different from repeatable manufacturing process. Each software project share different challenges related to technology, people and timelines. If every project is unique, how project manager can estimate project in a consistent way by applying his past experience. One of the major challenges faced by the project manager is to identify the key software metrics to control and monitor the project execution. Each software development project may be unique but share some common metric that can be used to control and monitor the project execution. These metrics are software size, effort, project duration and productivity. These metrics tells project manager about what to deliver (size), how it was delivered in past (productivity) and how long will it take to deliver with current team capability (time and effort). In this paper, we explain the relationship among these key metrics and how they statistically impact each other. These relationships have been derived based on the data published in book “Practical Software Estimation” by International Software Benchmarking Group. This paper also explains how these metrics can be used in predicting the total number of defects. Study suggests that out of the four key software metrics software size significantly impact the other three metrics (project effort, duration and productivity). Productivity does not significantly depend on the software size but it represents the nonlinear relationship with software size and maximum team size, hence, it is recommended not to have a very big team size as it might impact the overall productivity. Total project duration only depends on the software size and it does not depend on the maximum team size. It implies that we cannot reduce project duration by increasing the team size. This fact is contrary to the perception that we can reduce the project duration by increasing the project team size. We can conclude that software size is the important metrics and a significant effort must be put during project initiation phases to estimate the project size. As software size will help in estimating the project duration and project efforts so error in estimating the software size will have significant impact on the accuracy of project duration and effort. All these key metrics must be re-calibrated during the project development life cycle.

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