scholarly journals A Project Management Approach to Using Simulation for Cost Estimation on Large, Complex Software Development Projects

2007 ◽  
Vol 19 (4) ◽  
pp. 28-34 ◽  
Author(s):  
Carolyn Mizell ◽  
Linda Malone
Keyword(s):  
Project Management ◽  
Software Development ◽  
Cost Estimation ◽  
Management Approach ◽  
Development Projects ◽  
Large Complex

scholarly journals Software development as a design or a production project

2007 ◽  
Vol 20 (1) ◽  
pp. 70-82 ◽  
Author(s):  
Tom McBride ◽  
Brian Henderson‐Sellers ◽  
Didar Zowghi
Keyword(s):  
Project Management ◽  
Software Development ◽  
Structured Interview ◽  
Project Managers ◽  
Small Sample ◽  
Management Approach ◽  
Development Projects ◽  
Simple Test ◽  
Content Type ◽  
Production Problems

PurposeThe paper seeks to investigate whether project managers regard software development projects as design problems or production problems.Design/methodology/approachProject management literature was examined to determine what evidence there should be to indicate whether a software development project was regarded as a problem to be solved or a product to be produced. Data were then collected through structured interview of project managers currently engaged in managing software development projects. The data were analysed to determine how project managers regarded their projects and whether this matched a theoretical expectation.FindingsThe empirical data indicated that most project managers regard their projects as production problems, where it is assumed that the underlying problem is largely understood, the project encapsulated in a planned schedule of activities and there will be an emphasis on monitoring the project against the planned progress.Research limitations/implicationsOwing to the small sample size of fewer than 30 project managers, external validity is weak. More research is needed to confirm these results over a larger sample and to probe more subtle orientation to production or design projects.Practical implicationsThe research developed a simple test to indicate the degree of novelty of the application to be developed. The test indicates whether the application is novel and should be treated as a design problem, or well known and therefore should be treated as a production problem.Originality/valueThe paper draws attention to the need for project managers to evaluate the type of application to be developed and to adopt an appropriate project management approach. The paper also provides a simple test to achieve that objective.

Managing Software Development Projects for Success: Aligning Plan- and Agility-Based Approaches to Project Complexity and Project Dynamism

2019 ◽  
Vol 51 (3) ◽  
pp. 262-277 ◽  
Author(s):  
Charles W. Butler ◽  
Leo R. Vijayasarathy ◽  
Nicholas Roberts
Keyword(s):  
Project Management ◽  
Software Development ◽  
Project Success ◽  
Management Approach ◽  
Development Projects ◽  
Negative Effects ◽  
Project Approach ◽  
Project Outcomes ◽  
Project Complexity ◽  
Management Approaches

In general, project complexity and project dynamism are recognized as potent characteristics that influence, usually in a negative way, the outcome of software development projects. However, with respect to the two dominant paradigms for managing software development projects (i.e., plan-based project approach and agility-based project approach), there is less agreement as to which one is better. Emerging research suggests that the preeminence of one approach over another is a matter of fit between the project management approach and the project context, including its complexity and dynamism. We contribute to this line of research by studying the moderating influence of the two project management approaches on the relationship between project complexity and project dynamism on project outcomes. Our analysis of data gathered from a survey of software development professionals shows that managing dynamism is critical for realizing project success, and an agility-based project approach is best suited for mitigating dynamism’s negative effects on project success.

Batch-based agile program management approach for coordinating IT multi-project concurrent development

2021 ◽  
pp. 1063293X2110152
Author(s):  
Qing Yang ◽  
Yingxin Bi ◽  
Qinru Wang ◽  
Tao Yao
Keyword(s):  
Software Development ◽  
New Technologies ◽  
Program Management ◽  
Agile Development ◽  
Management Approach ◽  
Development Projects ◽  
Project Development ◽  
Concurrent Development ◽  
Communication And Coordination ◽  
Development Practice

Software development projects have undergone remarkable changes with the arrival of agile development approaches. Many firms are facing a need to use these approaches to manage entities consisting of multiple projects (i.e. programs) simultaneously and efficiently. New technologies such as big data provide a huge power and rich demand for the IT application system of the commercial bank which has the characteristics of multiple sub-projects, strong inter-project correlation, and numerous project participating teams. Hence, taking the IT program management of a bank in China as a case, we explore the methods to solve the problems in multi-project concurrent development practice through integrating the ideas of program and batch management. First, to coordinate the multi-project development process, this paper presents the batch-based agile program management approach that synthesizes concurrent engineering with agile methods. And we compare the application of batch management between software development projects and manufacturing process. Further, we analyze the concurrent multi-project development practice in the batch-based agile program management, including the overlapping between stages, individual project’s activities, and multiple projects based on common resources and environment to stimulate the knowledge transfer. Third, to facilitate the communication and coordination of batch-based program management, we present the double-level responsibility organizational structure of batch management.

scholarly journals Managing an Integrated Project - Experiences from the Realigning Agriculture to Improve Nutrition project

2016 ◽  
Vol 3 ◽  
pp. 5035 ◽  
Author(s):  
Kai Matturi ◽  
Chris Pain
Keyword(s):  
Project Management ◽  
International Development ◽  
Project Manager ◽  
Management Approach ◽  
Development Projects ◽  
Donor Funding ◽  
New Approach ◽  
Working Together ◽  
Common Goals ◽  
Integrated Project

Over the last number of decades there has been a tendency within the international development sector to privilege the management of projects in a siloed manner. This translates to projects managed in a narrow way according to pre-defined parameters of say the education or health sectors. As a project manager you are held accountable for delivering education or health outputs. A shift in donor funding to focus on development projects that are considered easy to administer partly explains this siloed approach to project management within the development sector. However, there is a gradual kick back against the siloed project management approach. Instead we are seeing a return to an integrated managerial approach.An integrated managerial approach involves bringing together various technical specialists to work on common objectives in a coordinated and collaborative manner. A growing number of development actors such as Concern Worldwide are embracing this ‘new approach’. For Concern Worldwide integrated projects are interventions which address multiple needs through coordination across a variety of sectors and with the participation of all relevant stakeholders to achieve common goals. Integrated projects are about sector projects working together with the same target group in the same area in a coordinated manner. This paper reflects on Concern’s experience and evidence to date with integration drawing on the agency’s work in Zambia. The Realigning Agriculture to Improve Nutrition project in Zambia highlights the practical challenges and lessons of managing an integrated project.   

scholarly journals Juego lúdico GetKanban Game para apoyar el proceso de enseñanza aprendizaje de la disciplina de gestión de proyectos de software en los estudiantes de TIC`S

2020 ◽  
Vol 6 (3) ◽  
pp. 27-34
Author(s):  
E.J. Robles Gómez ◽  
J.A. Flores Lara ◽  
J.C. Ontiveros Neri
Keyword(s):  
Project Management ◽  
Software Engineering ◽  
Software Development ◽  
Systems Engineering ◽  
Educational Institution ◽  
Development Projects ◽  
Software Project ◽  
Software Projects ◽  
Teaching Learning ◽  
On Time Delivery

El juego getKanban es una herramienta para enseñar la metodología Kanban y SCRUM de una manera divertida. Facilita la enseñanza de la gestión de proyectos de software a través de un juego de mesa, donde los jugadores aprenden a formular estrategias de gestión de proyectos y las implementan para elaborar proyectos de calidad en tiempo y forma. El presente artículo muestra los resultados de la implementación del juego en una institución educativa de nivel superior, con alumnos de Ingeniería en Sistemas Computacionales de octavo semestre. Se puede apreciar que al utilizar este juego ayuda de manera efectiva a la enseñanza de Kanban y SCRUM, para la gestión de proyectos de software. Por lo cual se recomienda poder implementar este tipo de juegos como estrategia didáctica para la enseñanza/aprendizaje de Ingeniería de Software aplicada a la Gestión de Proyectos de Desarrollo de Software. The game Kanban is a tool to teach the methodology in a fun way. It facilitates the teaching of software project management through where players learn to formulate strategies and implement them to develop quality projects on time Delivery. This article shows the results of the implementation of the game in an educational institution of higher level, with students of Computer Systems Engineering eighth semester. It can be seen that by using this game it helps in an effective way to teach Kanban for the management of software projects. Therefore, it is recommended to be able to implement this type of games as a didactic strategy for the teaching / learning of Software Engineering applied to the Management of Software Development Projects

Enhancing DotProject to Support Risk Management Aligned with PMBOK in the Context of SMEs

2015 ◽  
Vol 6 (2) ◽  
pp. 40-60 ◽  
Author(s):  
Rafael Queiroz Gonçalves ◽  
Elisa de Freitas Kühlkamp ◽  
Christiane Gresse von Wangenheim
Keyword(s):  
Risk Management ◽  
Project Management ◽  
Best Practices ◽  
Software Development ◽  
Small And Medium Enterprises ◽  
Management Tool ◽  
Development Projects ◽  
Management Tools ◽  
Management Processes ◽  
Medium Enterprises

Many problems in software development projects are due to risks and could be avoided or minimized if identified and treated pro-actively. In this context, software tools to support risk management could be very helpful. However, it is difficult to find a project management tool, accessible to Small and Medium Enterprises (SMEs) that provides adequate support to risk management in conformance with best practices such as the PMBOK. Therefore, this paper has the objective to review support provided by popular project management tools with respect to risk management and to present enhancements made to the open-source tool – dotProject – in order to systematically support risk management aligned with the PMBOK. An initial evaluation identified benefits in the implementation of risk management processes in software SMEs, and, thus, contributing to their projects' success.

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