scholarly journals Impacts of synergies on software project scheduling

2021 ◽  
Author(s):  
Zsolt T. Kosztyán ◽  
Eszter Bogdány ◽  
István Szalkai ◽  
Marcell T. Kurbucz
Keyword(s):  
Project Scheduling ◽  
Success Factors ◽  
Structural Parameters ◽  
Network Size ◽  
Project Teams ◽  
Software Project ◽  
Software Projects ◽  
Team Members ◽  
Flexible Management ◽  
The Impact

AbstractThe adequate allocation of human resources is one of the most important success factors in software projects. Although project teams can be regarded as complex systems in which a team’s performance is highly influenced by the interdependencies among team members, the allocation methods applied to date have focused only on individual skills and consider project teams as units of isolated workers. The existing software project scheduling problem (SPSP) is extended to (1) consider different skills and efficiencies of employees and (2) examine the pairwise synergies between them, as well as to (3) handle the flexible structure of the project that is used in flexible management, such as agile project management. To better understand the impact of synergies on the project’s cost, the solutions of the traditional and extended SPSP versions are analyzed and compared on the generated project networks. The results show not only that this factor has a highly significant impact but also that the project cost strongly depends on the structural parameters of the synergy network (e.g., topology, network size and degree centrality). Among these parameters, a low degree of centrality and some topologies, most notably star and circular networks, obtained the highest reduction in the projects’ total cost.

scholarly journals Incorporation of Restriction Treatment Techniques Based on the particle swarm optimization Metaheuristic in the Software Project Scheduling Problem in Software Projects

2019 ◽  
Author(s):  
Werthen Santos ◽  
Leila Silva ◽  
André Britto
Keyword(s):  
Particle Swarm Optimization ◽  
Project Scheduling ◽  
Particle Swarm ◽  
Software Project ◽  
Scheduling Problem ◽  
Software Projects ◽  
Swarm Optimization ◽  
Treatment Techniques ◽  
Project Scheduling Problem ◽  
The Impact

The Software Project Scheduling Problem in Software Projects consists of allocating employees to tasks in a way that minimizes the duration and cost of the project. To solve the problem metaheuristic algorithms have been applied, among them the multi-objective version of the Particle Swarm Optimization algorithm, SMPSO. However, the algorithm generates many solutions that violate some constraints, called invalid solutions. This work investigates the impact of the incorporation to the SMPSO of restriction treatment techniques based on penalty, in order to increase the number of valid solutions generated. The results suggest that the incorporation of the restriction treatment improves the quality of the generated solutions.

scholarly journals Impact of Risk Determinants on the Perceived Performance of Software Projects in Emerging Economies

2020 ◽  
Vol V (IV) ◽  
pp. 48-59
Author(s):  
Ashfaq Ahmad ◽  
Nisar Ahmad ◽  
Nadia Malik
Keyword(s):  
Risk Factors ◽  
Software Industry ◽  
Effective Control ◽  
Software Project ◽  
Software Projects ◽  
Perceived Performance ◽  
Project Risks ◽  
Risk Determinants ◽  
The Impact ◽  
Industry Risk

Effective control of risk factors ensures the performance of projects in any industry. Risk factors can influence software projects of any size and type. This research aims to identify and examine different risk factors associated with projects in the software industry. The relationship between Software Project Risks (SPRs) and Perceived Project Performance (PPP) measures is determined. This study is based on a survey approach, and a questionnaire is used to record opinions and responses from 199 software professionals working in the Pakistan software industry. The results showed that the association between SPRs and PPP measures is statistically significant, and there exist a positive relationship. It is concluded that an increase in understanding of SPRs can increase PPP measures used to evaluate the software project. The results will help researchers and professionals in understanding the impact of different risk factors on software projects' perceived performance.

Globalised Adoption of Knowledge Management in New Product Development: A Conceptual Framework from Project Management Perspective

2021 ◽  
Vol 12 (1) ◽  
pp. 37-37
Author(s):  
Bak Aun Teoh ◽  
Wei Hong Ling ◽  
Amlus Ibrahim
Keyword(s):  
Knowledge Management ◽  
Project Management ◽  
Product Development ◽  
New Product Development ◽  
Success Factors ◽  
Market Competition ◽  
New Product ◽  
Development Project ◽  
Team Members ◽  
The Impact

The growth in new knowledge and technology has substantially increased the complexity of the projects that is strongly influencing the time, cost, and quality of the project management. Due to the volatility of the current market, the effectiveness of knowledge management (KM) could reduce the project uncertainties, project life cycle costs, and risks of new product development (NPD). Since NPD is regarded as the key to innovation due to its strong connection between the knowledge and core competence, the ways how the knowledge will be captured, created, and shared among the project teams is important to remain competitive in today's business and market competition. Hence, the modes of how they are created and shared between the project team members as well as the impact of KM towards NPD will be discussed in this paper. KM are normally created and transferred through the conversion between explicit and tacit knowledge, which can be further applied into the project management. Furthermore, the existing knowledge of the organisation can be evaluated by the actions of decision makers, hence, it is undoubted that a better knowledge can lead to measurable efficiencies in production and product development. The key success factors of KM that have been implemented will be discussed in this paper as well, which help to increase the probability of project success. Keywords: New Product Development; Project Management; Knowledge Management; Globalisation

Social Issues in IT Project Teams

2018 ◽  
pp. 777-787
Author(s):  
Awie C. Leonard ◽  
D. H. Van Zyl
Keyword(s):  
Social Relationships ◽  
Social Issues ◽  
Negative Impact ◽  
Project Teams ◽  
Software Project ◽  
Team Members ◽  
Project Environment ◽  
Team Environment ◽  
It Project ◽  
It Department

The role and impact of social issues in IT project teams should not be under estimated. With the involvement of virtual project teams, this is even more relevant. One such social issue is the establishment of relationships between members of teams. The establishment and maintenance of social relationships and networks in the IT project environment is a phenomenon all IT professionals are exposed to and in many cases involved in. The question is what impact such social relationships and networks might have on the success or failure of any given IT project? The objective of this chapter is therefore to emphasize the important role social relationships and networks play in the IT project team environment. Furthermore, to illustrate to the management of software project teams how such relationships can have a positive or negative impact on team members. In this regard a climate or culture should be allowed for these relationships to flourish to the benefit of the IT department.

The Impact of External Factors on Virtual Teams

Virtual Teams ◽  
2011 ◽  
pp. 70-90 ◽  
Author(s):  
Andrea Hornett
Keyword(s):  
Virtual Teams ◽  
Virtual Work ◽  
Virtual Team ◽  
External Factors ◽  
Work Environments ◽  
Project Teams ◽  
Team Leaders ◽  
Team Members ◽  
Dynamic Forces ◽  
The Impact

Practitioners and researchers need to pay attention to how corporate organizing structures are impacting and are impacted by virtual work environments. Virtual teams are powerful organizing mechanisms, but they are not without limitations. This chapter reports on two cases in which dynamics outside the virtual project teams powerfully affected the teams. These cases, both based on studies of real project teams operating inside corporations, highlight the desirability of understanding virtual teams in context. While external factors are not unique to teamwork, their role has not been explored in depth in research on virtual teams. Dynamic forces outside teams seem more difficult to anticipate and to identify when team members are working virtually, and these powerful but invisible dynamics can be frustrating to virtual team leaders and members. Concluded in this chapter is that contrary to initial expectations, virtual teams are not replacing traditional forms of organizing. They are coexisting with traditional forms and dynamics, such as business drivers, hierarchies, departments, strategic priorities, and business needs. This coexistence can be fraught with conflict.

scholarly journals Role and impact of social relationships and networks in a software project team environment – a conceptual framework

2014 ◽  
Vol 4 (2) ◽  
pp. 1
Author(s):  
Awie Leonard
Keyword(s):  
Conceptual Framework ◽  
Social Relationships ◽  
Project Team ◽  
Project Teams ◽  
Research Approach ◽  
Software Project ◽  
Team Members ◽  
Project Environment ◽  
It Project ◽  
Research Findings

The establishment of social relationships between information technology (IT) project team members is a phenomenon all IT professionals are exposed to and, in many cases, involved in. Furthermore, these relationships are used by IT project team members for personal as well as professional purposes. The question is what positive or negative contributions do these kinds of relationships have on the project itself? Past studies have placed little focus on these social relationships and networks, and have failed to take cognisance of their importance in the IT project environment. This paper demonstrates that social relationships and networks in the IT project environment play a significant role in project teams and should be managed in such a way that the team members and the project as a whole can benefit from them. A partial grounded theory (GT) research approach was followed. Interpretive patterns from GT enabled inferences to be drawn about the role and impact of social relationships and networks in IT project teams. The research findings provide practical considerations and highlight potential problem areas. A conceptual framework is proposed to support management in decision making and to give them a better understanding of the complexities involved in such relationships.

Bridging the Gap between Agile and Free Software Approaches

2011 ◽  
pp. 54-66 ◽  
Author(s):  
Paul J. Adams ◽  
Andrea Capiluppi
Keyword(s):  
Free Software ◽  
Software Project ◽  
Software Projects ◽  
Short Period ◽  
Increase Productivity ◽  
Increase In Productivity ◽  
The Impact ◽  
Small Team ◽  
Primary Contribution

Agile sprints are short events where a small team collocates in order to work on particular aspects of the overall project for a short period of time. Sprinting is a process that has been observed also in Free Software projects: these two paradigms, sharing common principles and values have shown several commonalities of practice. This article evaluates the impact of sprinting on a Free Software project through the analysis of code repository logs: sprints from two Free Software projects (Plone and KDE PIM) are assessed and two hypotheses are formulated: do sprints increase productivity? Are Free Software projects more productive after sprints compared with before? The primary contribution of this article is to show how sprinting creates a large increase in productivity both during the event, and immediately after the event itself: this argues for more in-depth studies focussing on the nature of sprinting.

Social Issues in IT Project Teams

2019 ◽  
pp. 392-404
Author(s):  
Awie C. Leonard ◽  
D. H. Van Zyl
Keyword(s):  
Social Relationships ◽  
Social Issues ◽  
Negative Impact ◽  
Project Teams ◽  
Software Project ◽  
Team Members ◽  
Project Environment ◽  
Team Environment ◽  
It Project ◽  
It Department

The role and impact of social issues in IT project teams should not be underestimated. With the involvement of virtual project teams, this is even more relevant. One such social issue is the establishment of relationships between members of teams. The establishment and maintenance of social relationships and networks in the IT project environment is a phenomenon all IT professionals are exposed to and in many cases involved in. The question is what impact such social relationships and networks might have on the success or failure of any given IT project. The objective of this chapter is therefore to emphasize the important role social relationships and networks play in the IT project team environment and furthermore, to illustrate to the management of software project teams how such relationships can have a positive or negative impact on team members. In this regard, a climate or culture should be allowed for these relationships to flourish to the benefit of the IT department.

scholarly journals The Competence of Project Team Members and Success Factors with Open Innovation

2020 ◽  
Vol 6 (3) ◽  
pp. 51 ◽  
Author(s):  
Minjeong Oh ◽  
Sungyong Choi
Keyword(s):  
Structural Equation ◽  
Success Factors ◽  
Project Success ◽  
Empirical Support ◽  
Business Environment ◽  
Project Manager ◽  
Equation Modeling ◽  
Success Factor ◽  
Team Members ◽  
The Impact

The purpose of this paper is to examine the relationship between emotional, managerial, and intellectual competence of team members, which refer to the LDQ (Leadership Development Questionnaire) and impact on project success. (1) Background: Large and complex projects are being conducted in a dynamic business environment. The need for capabilities and managerial aspects of participants of the project for business performance increases. (2) Methods: A questionnaire survey was conducted on 164 project management professionals in various industries from Korea. The structural equation modeling technique was performed to establish the effect of competence of team members on project success factor. (3) Results: The results provided empirical support for the impact of team members’ competencies on project success factor. Moreover, there is no difference in the perception of the impact of team members’ competencies on project success factor, depending on their roles, such as project manager and team member. (4) Results: In this paper, the importance of the competence of team members in accordance with the project manager was presented. The findings of this study suggest the strategic direction of the members at this point when corporate innovation is needed.

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