scholarly journals Scheduling in the Grid Application Development Software Project

Author(s):  
Holly Dail ◽  
Otto Sievert ◽  
Fran Berman ◽  
Henri Casanova ◽  
Asim YarKhan ◽  
...  
2003 ◽  
Vol 63 (5) ◽  
pp. 505-524 ◽  
Author(s):  
Holly Dail ◽  
Fran Berman ◽  
Henri Casanova

Author(s):  
Francine Berman ◽  
Andrew Chien ◽  
Keith Cooper ◽  
Jack Dongarra ◽  
Ian Foster ◽  
...  

2020 ◽  
Vol 14 ◽  
Author(s):  
Sonam Srivastava ◽  
Ashwani Kumar

: Agile is not a methodology neither can it be considered as a peculiar way of developing any software also it is neither a framework nor a process. Agile is a mindset or a collection of beliefs that can be used by the teams for taking the decisions while working on any software development. Agile mindset adopted for the development of software has gained attention of the researchers and industries across the world because otherwise the software project would turn out to be uncertain and very turbid. The universal remedy for the usual failure of the software project development is the agility. Actually saying agile is nothing novice instead it is a meta model based on best practices from the preceding models like waterfall, iterative, incremental and rapid application development method. The objective of this paper is to highlight various points of comparison between them and conclude that failing fast is failing cheap in case of agile for software development. So, we can say that an agile always existed but not in a structured and a formal manner. The two main methodologies of agile as an umbrella term are XP and scrum. Thus in this paper we have discussed about scrum as a major methodology and also how various scrum roles contribute towards making teams self organized to reduce the usual rate of failure of development projects. The success rate of the software applications developed through the agile concept is three times than that of the traditional waterfall method and also the percentage of cost and time overruns is much lower.


Author(s):  
R. Gelbard ◽  
J. Kantor ◽  
L. Edelist

“According to the Standish Group CHAOS Report 2003, each year in the USA there are approximately 175,000 projects in IT application development that spends $250 Billion. Among these, 31.1% of projects will be cancelled, 52.7% of projects will cost 189% of their original estimates, only 52% of required features and functions make it to the released product, and time overruns occur in 82% of the cases. In financial terms $55 billion dollars is wasted in these projects.” (Madpat, 2005). This chapter suggests an innovative platform to analyze software projects in order to overcome the difficulties that are shown through the statistics. The first layer of the platform is based on costing theories in order to handle the cost overruns. At the second layer are the project management tools, and on the third layer is the software engineering. The last two layers give the needed information on the project scope and the development efforts. Connecting those three layers gives a better perspective on the projects, which is the best platform for decision making. Cost management of a project is defined by the PMBOK (project management body of knowledge) (PMI, 2004) as one of the nine core activities of projects management. This activity is defined as an assembly of processes that include planning, estimating, budgeting, and controlling of project costs so that the process will be executed within the budget framework that has been designated for it. However, although it defines costing as a core activity, it does not provide the methodologies for the application mode of the costing (Kinsella, 2002). The challenge in project management is described as “the effective allocation of resources within the framework of time, cost and delineation constraints that are balanced against the quality demands and nature of relations with the customer” (Kerzner, 2003. p.5). Hence, cost management should be viewed as part of the project management challenge. Software projects can be analyzed through software engineering tools, CASE (computer-aided software engineering tools), that assist in the analysis and characterization of the software project and in the evaluation and measurement of the work productivity in the project. Cooper and Kaplan (1998) analyze the integration between costing systems and operational systems. The integration that Cooper and Kaplan introduce, like the classic costing methods, does not provide a response to the project structure and the features of a software project (such as estimation difficulties, risk management, and lifecycle). This chapter recommends integrating costing systems and operational systems of software projects; the projects management tools and the software engineering tools.


Author(s):  
T. Fahringer ◽  
R. Prodan ◽  
Rubing Duan ◽  
F. Nerieri ◽  
S. Podlipnig ◽  
...  

Sign in / Sign up

Export Citation Format

Share Document