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.

Empirical comparison of traditional plan-based and agile methodologies

2017 ◽  
Vol 30 (3) ◽  
pp. 400-453 ◽  
Author(s):  
Arthur Ahimbisibwe ◽  
Urs Daellenbach ◽  
Robert Y. Cavana
Keyword(s):  
Software Development ◽  
Project Success ◽  
Time Budget ◽  
Project Managers ◽  
Development Projects ◽  
Potential Threat ◽  
Content Type ◽  
Agile Methodologies ◽  
Project Objectives ◽  
Practical Implications

Purpose Aligning the project management methodology (PMM) to a particular project is considered to be essential for project success. Many outsourced software projects fail to deliver on time, budget or do not give value to the client due to inappropriate choice of a PMM. Despite the increasing range of available choices, project managers frequently fail to seriously consider their alternatives. They tend to narrowly tailor project categorization systems and categorization criterion is often not logically linked with project objectives. The purpose of this paper is to develop and test a contingency fit model comparing the differences between critical success factors (CSFs) for outsourced software development projects in the current context of traditional plan-based and agile methodologies. Design/methodology/approach A theoretical model and 54 hypotheses were developed from a literature review. An online Qualtrics survey was used to collect data to test the proposed model. The survey was administered to a large sample of senior software project managers and practitioners who were involved in international outsourced software development projects across the globe with 984 valid responses. Findings Results indicate that various CSFs differ significantly across agile and traditional plan-based methodologies, and in different ways for various project success measures. Research limitations/implications This study is cross-sectional in nature and data for all variables were obtained from the same sources, meaning that common method bias remains a potential threat. Further refinement of the instrument using different sources of data for variables and future replication using longitudinal approach is highly recommended. Practical implications Practical implications of these results suggest project managers should tailor PMMs according to various organizational, team, customer and project factors to reduce project failure rates. Originality/value Unlike previous studies this paper develops and empirically validates a contingency fit model comparing the differences between CSFs for outsourced software development projects in the context of PMMs.

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.

A contingency fit model of critical success factors for software development projects

2015 ◽  
Vol 28 (1) ◽  
pp. 7-33 ◽  
Author(s):  
Arthur Ahimbisibwe ◽  
Robert Y Cavana ◽  
Urs Daellenbach
Keyword(s):  
Project Management ◽  
Software Development ◽  
Success Factors ◽  
Project Success ◽  
Development Projects ◽  
Software Projects ◽  
Content Type ◽  
Critical Success ◽  
Agile Methodologies ◽  
Project Characteristics

Purpose – While the choices available for project management methodologies have increased significantly, questions remain on whether project managers fully consider their alternatives. When project categorization systems and criteria are not logically matched with project objectives, characteristics and environment, this may provide the key reason for why many software projects are reported to fail to deliver on time, budget or do not give value to the client. The purpose of this paper is to identify and categorize critical success factors (CSFs) and develop a contingency fit model contrasting perspectives of traditional plan-based and agile methodologies. Design/methodology/approach – By systematically reviewing the previous literature, a total of 37 CSFs for software development projects are identified from 148 articles, and then categorized into three major CSFs: organizational, team and customer factors. A contingency fit model augments this by highlighting the necessity to match project characteristics and project management methodology to these CSFs. Findings – Within the three major categories of CSFs, individual factors are ranked based on how frequently they have been cited in previous studies, overall as well as across the two main project management methodologies (traditional, agile). Differences in these rankings as well as mixed empirical support suggest that previous research may not have adequately theorized when particular CSFs will affect project success and lend support for the hypothesized contingency model between CSFs, project characteristics and project success criteria. Research limitations/implications – This research is conceptual and meta-analytic in its focus. A crucial task for future research should be to test the contingency fit model developed using empirical data. There is no broad consensus among researchers and practitioners in categorizing CSFs for software development projects. However, through an extensive search and analysis of the literature on CSFs for software development projects, the research provides greater clarity on the categories of CSFs and how their direct, indirect and moderated effects on project success can be modelled. Practical implications – This study proposes a contingency fit model and contributes towards developing a theory for assessing the role of CSFs for project success. While future empirical testing of this conceptual model is essential, it provides an initial step for guiding quantitative data collection, specifies detailed empirical analysis for comparative studies, and is likely to improve clarity in debate. Since previous studies have not rigorously assessed the impact of fit between project characteristics, project environment and project management methodology on project success, additional empirically robust studies will help to clarify contradictory findings that have limited theory development for CSFs of software development projects to date. Originality/value – Previous research for software development projects has frequently not fully incorporated contingency as moderation or contingency as fit (traditional vs agile). This research sets out to develop fully a contingency fit perspective on software development project success, through contrasting traditional plan-driven and agile methodologies. To do this, the paper systematically identifies and ranks 37 CSFs for software projects from 148 journal publications and holistically categorizes them as organizational, team, customer and project factors.

scholarly journals Critical success factors for outsourced software development projects from a vendor's perspective: A structural equation modelling analysis of traditional plan-based and agile methodologies

2021 ◽  
Author(s):  
◽  
Arthur Ahimbisibwe
Keyword(s):  
Project Management ◽  
Software Development ◽  
Structural Equation ◽  
Success Factors ◽  
Project Success ◽  
Project Managers ◽  
Development Projects ◽  
Critical Success ◽  
Agile Methodologies ◽  
Equation Modelling

<p>There are many factors proposed as to why software projects fail, one of them is the inappropriate choice of a project management methodology. Although there is an increased range of available management choices, project managers do not frequently consider their alternatives. They tend to narrowly tailor project categorisation systems and use categorisation criteria that are not logically linked with objectives. To address this, this study develops and tests an integrative contingency fit model for contrasting perspectives of traditional plan-based and agile methodologies specifically for outsourced software development projects. In addition, it takes a vendor‘s perspective, rather than the client perspective that is mostly used. Overall, the research seeks to answer these questions: (RQ1) what are the Critical Success Factors (CSFs) for outsourced software development projects from a vendor‟s perspective? (RQ2) What are the differences in these CSFs for traditional plan-driven and agile methodologies towards project success from a vendor‟s perspective?  The IT literature reveals two major distinct categories of methodologies: traditional plan-based and agile. Previous research has identified CSFs with respect to project success with mixed findings. The recent increase in popularity of methodologies has shifted the debate, interest and controversy to CSFs that are the factors which are most important to make a methodology successful. While there is an increasing diversity of project types, project contexts and methodologies, the frameworks or theories connecting these are limited. To date software development projects studies have addressed generally one methodology per study and perceived candidate CSFs as a form of reasons of success amidst a wide range of project success criteria. Although contingency theory has been previously argued for outsourced software development projects, empirical models have frequently not fully incorporated contingency as fit or fit as moderation (i.e. traditional vs. agile). This study sought to fill this research gap.  Cross-sectional data from 984 senior vendor project managers and team leaders was collected by a global web-based survey. Structural Equation Modelling (SEM) (a multivariate statistical technique, in which parameters are estimated by minimizing the discrepancy between the model-implied covariance matrix and the observed covariance matrix) was used for data analysis. SEM results provide support for several contingency hypotheses theorizing relationships between candidate CSFs and project success. Project management methodology was found to moderate the effects of various CSFs on project success, and in different ways for various success measures. Similarly, the results show the level of project uncertainty moderates the impact of various CSFs on project success, and in different ways for various success measures. Together these findings provide empirical support for contingency as fit and more fully incorporate fit as moderation.  The study contributes towards understanding the differences between traditional plan-based and agile project management based on the perceptions of vendor respondents with regard to their client organizations, and also to understanding what are the most significant antecedents of success (the CSFs) in different project contexts. The study also examines the indirect and interaction effects, and the findings contribute towards understanding of the contingency perspective as a framework to be used by project managers and organizations. Practical implications of these results suggest that project managers should tailor project management methodologies according to various project types, which is likely to improve current project success rates.</p>

scholarly journals Critical success factors for outsourced software development projects from a vendor's perspective: A structural equation modelling analysis of traditional plan-based and agile methodologies

2021 ◽  
Author(s):  
◽  
Arthur Ahimbisibwe
Keyword(s):  
Project Management ◽  
Software Development ◽  
Structural Equation ◽  
Success Factors ◽  
Project Success ◽  
Project Managers ◽  
Development Projects ◽  
Critical Success ◽  
Agile Methodologies ◽  
Equation Modelling

<p>There are many factors proposed as to why software projects fail, one of them is the inappropriate choice of a project management methodology. Although there is an increased range of available management choices, project managers do not frequently consider their alternatives. They tend to narrowly tailor project categorisation systems and use categorisation criteria that are not logically linked with objectives. To address this, this study develops and tests an integrative contingency fit model for contrasting perspectives of traditional plan-based and agile methodologies specifically for outsourced software development projects. In addition, it takes a vendor‘s perspective, rather than the client perspective that is mostly used. Overall, the research seeks to answer these questions: (RQ1) what are the Critical Success Factors (CSFs) for outsourced software development projects from a vendor‟s perspective? (RQ2) What are the differences in these CSFs for traditional plan-driven and agile methodologies towards project success from a vendor‟s perspective?  The IT literature reveals two major distinct categories of methodologies: traditional plan-based and agile. Previous research has identified CSFs with respect to project success with mixed findings. The recent increase in popularity of methodologies has shifted the debate, interest and controversy to CSFs that are the factors which are most important to make a methodology successful. While there is an increasing diversity of project types, project contexts and methodologies, the frameworks or theories connecting these are limited. To date software development projects studies have addressed generally one methodology per study and perceived candidate CSFs as a form of reasons of success amidst a wide range of project success criteria. Although contingency theory has been previously argued for outsourced software development projects, empirical models have frequently not fully incorporated contingency as fit or fit as moderation (i.e. traditional vs. agile). This study sought to fill this research gap.  Cross-sectional data from 984 senior vendor project managers and team leaders was collected by a global web-based survey. Structural Equation Modelling (SEM) (a multivariate statistical technique, in which parameters are estimated by minimizing the discrepancy between the model-implied covariance matrix and the observed covariance matrix) was used for data analysis. SEM results provide support for several contingency hypotheses theorizing relationships between candidate CSFs and project success. Project management methodology was found to moderate the effects of various CSFs on project success, and in different ways for various success measures. Similarly, the results show the level of project uncertainty moderates the impact of various CSFs on project success, and in different ways for various success measures. Together these findings provide empirical support for contingency as fit and more fully incorporate fit as moderation.  The study contributes towards understanding the differences between traditional plan-based and agile project management based on the perceptions of vendor respondents with regard to their client organizations, and also to understanding what are the most significant antecedents of success (the CSFs) in different project contexts. The study also examines the indirect and interaction effects, and the findings contribute towards understanding of the contingency perspective as a framework to be used by project managers and organizations. Practical implications of these results suggest that project managers should tailor project management methodologies according to various project types, which is likely to improve current project success rates.</p>

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.

Factors affecting the delivery of optimum health and safety on construction projects during the covid-19 pandemic in Zimbabwe

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Benviolent Chigara ◽  
Tirivavi Moyo
Keyword(s):  
Factor Analysis ◽  
Construction Projects ◽  
Health And Safety ◽  
Project Managers ◽  
Small Sample ◽  
Related Factors ◽  
Content Type ◽  
Factors Affecting ◽  
Related Risk ◽  
Monitoring And Enforcement

Purpose The purpose of this study was to investigate the perceptions of construction professionals relative to factors that affect the delivery of optimum health and safety (H&S) on construction projects during the COVID-19 pandemic. Design/methodology/approach The study adopted a quantitative design which entailed the distribution of a web-based questionnaire among construction professionals, namely, architects, construction/project managers, engineers, H&S managers and quantity surveyors working for contractors and construction consultants in Zimbabwe. The data were analysed with descriptive and inferential statistics. Factor analysis was used to reveal interrelated significant sets of factors affecting the delivery of optimum H&S. Findings Factor analysis revealed nine components/factors: change and innovation-related, monitoring and enforcement-related, production-related, access to information and health service-related, on-site facilities and welfare-related, risk assessment and mitigation-related, job security and funding-related, cost-related and COVID-19 risk perception-related factors as the significant factors affecting the delivery of optimum H&S during the COVID-19 pandemic in Zimbabwe. Research limitations/implications The results highlighted the need for social dialogue among construction stakeholders to support initiatives that will enhance the delivery of H&S on construction projects. Construction stakeholders may find the results useful in highlighting the areas that need improvement to protect workers’ H&S during the pandemic. However, the small sample limits the generalisability of the results to construction sectors in other regions. Originality/value The study investigated factors affecting the delivery of optimum H&S during the COVID-19 to inform interventions to enhance H&S.

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.   

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