Impact of knowledge growth and team composition on the co-located software project performance

The prediction and estimation software risks ahead have been key predictor for evaluating project performance. Discriminating risk is vital in software project management phase, where risk and performance has been closely inter-related to each other. This chapter aims at hybridization of fuzzy multi-criteria decision making approaches for building an assessment framework that can be used to evaluate risk in the context of software project performance in following dimensions: 1) user, 2) requirements, 3) project complexity, 4) planning and control, 5) team, and 6) organizational environment. For measuring the risk for effectiveness of project performance, we have integrated Fuzzy Multi-Criteria Decision Making (FMCDM) and Fuzzy Technique for Order of Preference by Similarity to Ideal Solution (TOPSIS) approaches. Moreover the fusion of FMCDM and TOPSIS has not been adequately investigated in the exiting studies.

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Lack of Skill Risks to Organizational Technology Learning and Software Project Performance

Software Applications ◽

10.4018/978-1-60566-060-8.ch132 ◽

2009 ◽

pp. 2247-2261

Author(s):

James Jiang ◽

Gary Klein ◽

Phil Beck ◽

Eric T.G. Wang

Keyword(s):

Domain Knowledge ◽

Development Process ◽

System Development ◽

Project Performance ◽

Technology Skills ◽

Software Project ◽

Software Projects ◽

Technology Learning ◽

Software Project Performance ◽

The Relationship

To improve the performance of software projects, a number of practices are encouraged that serve to control certain risks in the development process, including a lack of essential skills and knowledge related to the application domain and system development process. A potential mediating variable between the lack of skill risk and project performance is the ability of an organization to acquire the essential domain knowledge and technology skills through learning, specifically organizational technology learning. However, the same lack of knowledge that hinders good project performance may also inhibit learning. This study examines the relationship between information system personnel skills and domain knowledge, organizational technology learning, and software project performance with a sample of professional software developers. Indications are that the relationship between information systems (IS) personnel skills and project performance is partially mediated by organizational technology learning.

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Metric based Software Project Performance Monitoring Model

2015 IEEE Conference on Open Systems (ICOS) ◽

10.1109/icos.2015.7377270 ◽

2015 ◽

Cited By ~ 2

Author(s):

Mariayee Doraisamy ◽

Suhaimi bin Ibrahim ◽

Mohd Naz'ri Mahrin

Keyword(s):

Performance Monitoring ◽

Project Performance ◽

Software Project ◽

Monitoring Model ◽

Software Project Performance

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Effect of Honesty as an Ethical Value on Software Project Performance: A Grounded Theory Approach

Journal of Human Values ◽

10.1177/0971685816689737 ◽

2017 ◽

Vol 23 (2) ◽

pp. 92-105 ◽

Cited By ~ 1

Author(s):

Shradha Padhi ◽

Sumita Mishra

Keyword(s):

Grounded Theory ◽

Project Management ◽

Project Performance ◽

Specific Reference ◽

Software Project ◽

Theory Approach ◽

Ethical Challenges ◽

Indian Culture ◽

Ethical Decisions ◽

Software Project Performance

For successful project outcomes to organizations and clients alike, project managers (PMs) need to make ethical decisions and yet balance the interests of all stakeholders involved. Hence, honest communication among project stakeholders is essential as a countermeasure to this paradox. Honesty is one of the core ethical values propagated by the Project Management Institute (PMI), USA. Our study aimed to gain an endogenous perspective on honesty vis-à-vis its reification by PMI in its effect on software project performance. Empirical data were collected through in-depth interviews from 83 Indian PMs in one of the prominent Indian software consulting organizations. Grounded theory was utilized to analyze the data obtained. Our results validate the importance of honesty on software project performance, the need for trust among stakeholders in maintaining honesty, importance of Indian culture in understanding honesty and ensuing ethical challenges faced by PMs. Our results bear implications to extant research on honesty in projects with specific reference to the Indian software context. They are important for PMI professionals as they provide a culture-specific perspective to honesty and the scope for ideation on how to inculcate and sustain honesty in project management in India.

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