scholarly journals A model for assisting software project managers to treat project teams as key stakeholders: What do experts say?

2021 ◽  
Vol 181 ◽  
pp. 1105-1113
Author(s):  
Robert Hans ◽  
Ernest Mnkandla
Keyword(s):  
Project Managers ◽  
Project Teams ◽  
Software Project ◽  
Key Stakeholders

Influence of Project Partnering on Stakeholder Role Ambiguity and Project Manager Risk Perception in Information System Projects

2016 ◽  
Vol 47 (6) ◽  
pp. 94-110 ◽  
Author(s):  
Julie Yu-Chih Liu ◽  
Golden Chin-Tien Chiu
Keyword(s):  
Risk Perception ◽  
Role Ambiguity ◽  
Empirical Studies ◽  
Project Performance ◽  
Project Managers ◽  
Software Project ◽  
Management Intervention ◽  
Efficient Management ◽  
Key Stakeholders ◽  
The Impact

Project partnering is an efficient management intervention for enhancing software project performance. Empirical studies have shown that project partnering can effectively reduce role ambiguity during project development; however, these studies focused only on user-related problems. We conducted a matched triplet questionnaire survey of 102 software project managers, users, and developers to examine how project partnering enhances project performance via the risk perception and role ambiguity of certain key stakeholders. Results demonstrate that project partnering affects managers’ risk perception and certain key stakeholders’ role ambiguity, which in turn influences project performance. The findings provide new insight into the impact of risk perception and role ambiguity on project management.

scholarly journals A CASE Study on Software Project Development Cost, Schedule & Effort Estimation

2017 ◽  
Vol 10 (13) ◽  
pp. 10
Author(s):  
Prabhakar Rao ◽  
Seetha Ramaiah
Keyword(s):  
Cost Estimation ◽  
Project Managers ◽  
Software Project ◽  
Effort Estimation ◽  
Development Cost ◽  
Workforce Scheduling ◽  
Project Development ◽  
Key Stakeholders ◽  
Point Analysis

This paper theme is to provide a case study of Software Project Development cost, effort, and schedule estimation. From recent past, a remarkable research takes place in developing different techniques on software effort and cost estimation. Making estimation before start of any project is necessary to be able to plan and manage any project. The estimate is an intelligent guess for the project resources. Nowadays, software has become a major contributor to economic growth for any nation. Making an estimate before starting any software project is vital for the project managers and key stakeholders. Major project milestones such as project schedules, budgeting, resource allocation, and project delivery dates are set on theeffort and cost estimates. Thus, the reliability of the estimation leads any project success or otherwise fail. In this article, author’s idea is to work with function point analysis and include the concept of workforce scheduling in a better way while taking the decision in the contract phase. That leads to strengthening the relations between the developer and the customer. Basically, size is a main measured unit of the software project. Based on the size and other functionalities, the software managers estimate the total effort required to develop the project. From the effort and work schedule, the total cost can be estimated. 

How project managers can encourage and develop positive emotions in project teams

2014 ◽  
Vol 7 (3) ◽  
pp. 449-472 ◽  
Author(s):  
Morten Emil Berg ◽  
Jan Terje Karlsen
Keyword(s):  
Empirical Data ◽  
Positive Emotions ◽  
Project Managers ◽  
Engineering Industry ◽  
Project Teams ◽  
Future Research ◽  
Content Type ◽  
Team Members ◽  
Signature Strengths ◽  
Positive Meaning

Purpose – This study provides insight into how project managers can use leadership tools to encourage and develop positive emotions among the project team members toward greater overall project success. The purpose of this paper is to provide the engineering industry with a closer look at how positive emotions can create good team member relations, reduce stress, develop clearer roles, creativity and joy at the workplace. Design/methodology/approach – The empirical data were obtained using in-depth interviews of three experienced project managers. Findings – The empirical data give insight as to how project managers can use their signature strengths. Additionally, the data also show how they can evolve and draw on positive meaning, positive emotions and positive relations. Various examples of positive meaning, positive emotions, positive relations and signature strengths have been identified and discussed. Research limitations/implications – Future research should apply a more comprehensive research design, for example a survey using a larger sample, so that these findings may be generalized. Practical implications – The paper contributes to portray and analyze positive psychology in a project management setting. Additionally, the paper assists understanding the connections among positive meaning, positive emotions, positive relations and signature strengths by presenting and discussing a model. Originality/value – This research extends current understanding of how project managers use their signature strengths to encourage and develop positive emotions in project teams.

scholarly journals Practitioners’ Perspective on Software Project Management Education

RENOTE ◽  
2019 ◽  
Vol 17 (3) ◽  
pp. 273-284
Author(s):  
Maria Lydia Fioravanti ◽  
Antonio Cesar Amaru Maximiano ◽  
Ellen Francine Barbosa
Keyword(s):  
Project Management ◽  
Software Engineering ◽  
Management Education ◽  
Degree Program ◽  
Project Managers ◽  
Specific Information ◽  
Software Project ◽  
Software Project Management ◽  
Recent Graduates

Despite Software project management (SPM) being one of the most relevant topicsin the area of software engineering that should be addressed in computing programs, SPM skills of recent graduates are not satisfactory yet. In this context, besides being important to know there are skill deficiencies, we also need to gather specific information on how to adjust and improve the education on the corresponding topics. In this paper we attempt to identify what knowledge deficiencies in SPM can persist after a student graduates from a computing degree program. We surveyed practitioners that graduated and worked as software project managers to gather the knowledge deficiencies from the industry perspective. In general, the results indicated that there is a number of professionals who seeks postgraduate programs to fill the deficiencies of the undergrad programs.

Overcoming cross-organizational barriers to success in offshore projects

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Likoebe Maruping ◽  
Arun Rai ◽  
Ruba Aljafari ◽  
Viswanath Venkatesh
Keyword(s):  
Domain Knowledge ◽  
Work Practice ◽  
Service Level ◽  
Project Teams ◽  
Software Project ◽  
Transition Processes ◽  
Content Type ◽  
Project Outcomes ◽  
Mediating Mechanisms ◽  
Organizational Work

PurposeAdvances in information technology coupled with the need to build resilience against disruptions by pandemics like COVID-19 continue to emphasize offshoring services in the software industry. Service-level agreements (SLAs) have served as a key mechanism for safeguarding against risk in offshore service arrangements. Yet, variations in service cost and quality persist. This study aims to open up the blackbox linking SLAs to offshore project outcomes by examining (1) how the provisions in these contracts affect the ability of project teams – the work unit primarily in charge of producing the offshored service – to achieve their objectives and fulfill client requirements and (2) how differences in contextual factors shape the effects of these provisions.Design/methodology/approachThe authors incorporate the role of organizational work practice differences to understand the challenges that 270 offshore project teams faced in coordinating and integrating technical and business domain knowledge across organizational boundaries in offshore arrangements. The examined offshore IT projects were managed by a leading software vendor in India and several of its US-based clients over a three-year period.FindingsThe authors demonstrate that organizational work practice differences represent a barrier to offshore project success, and that project team transition processes are an important mechanism for overcoming these barriers. Moreover, the authors find that transition processes represent key mediating mechanisms through which SLA provisions affect offshore project outcomes.Originality/valueThe study findings shed light on how SLAs shape software project teams' balance between activities aimed at meeting client needs and those aimed at containing costs.

Fuzzy Rules for Risk Assessment and Contingency Estimation within COCOMO Software Project Planning Model

2014 ◽  
pp. 88-111 ◽  
Author(s):  
Ekananta Manalif ◽  
Luiz Fernando Capretz ◽  
Danny Ho
Keyword(s):  
Risk Assessment ◽  
Risk Management ◽  
Project Planning ◽  
Project Managers ◽  
Research Data ◽  
Software Project ◽  
Planning Model ◽  
Effort Estimation ◽  
New Approach ◽  
Project Risks

Software development can be considered to be the most uncertain project when compared to other projects due to uncertainty in the customer requirements, the complexity of the process, and the intangible nature of the product. In order to increase the chance of success in managing a software project, the project manager(s) must invest more time and effort in the project planning phase, which involves such primary and integrated activities as effort estimation and risk management, because the accuracy of the effort estimation is highly dependent on the size and number of project risks in a particular software project. However, as is common practice, these two activities are often disconnected from each other and project managers have come to consider such steps to be unreliable due to their lack of accuracy. This chapter introduces the Fuzzy-ExCOM Model, which is used for software project planning and is based on fuzzy technique. It has the capability to not only integrate the effort estimation and risk assessment activities but also to provide information about the estimated effort, the project risks, and the effort contingency allowance necessary to accommodate the identified risk. A validation of this model using the project’s research data shows that this new approach is capable of improving the existing COCOMO estimation performance.

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