COMPARISON OF OPEN SOURCE TOOLS FOR PROJECT MANAGEMENT

2013 ◽  
Vol 23 (02) ◽  
pp. 189-209 ◽  
Author(s):  
ANDRÉ MARQUES PEREIRA ◽  
RAFAEL QUEIROZ GONÇALVES ◽  
CHRISTIANE GRESSE VON WANGENHEIM ◽  
LUIGI BUGLIONE
Keyword(s):  
Project Management ◽  
Open Source ◽  
Best Practice ◽  
Management Practices ◽  
Small And Medium Enterprises ◽  
Low Cost ◽  
Software Tools ◽  
Tool Support ◽  
Maturity Model ◽  
Capability Maturity

Software projects often fail, because they are not adequately managed. The establishment of effective and efficient project management practices still remains a key challenge to software organizations. Striving to address these needs, "best practice" models, such as, the Capability Maturity Model Integration (CMMI) or the Project Management Body of Knowledge (PMBOK), are being developed to assist organizations in improving project management. Although not required, software tools can help implement the project management process in practice. In order to provide comprehensive, low-cost tool support for project management, specifically, for small and medium enterprises (SMEs), in this paper we compare the most popular free/open-source web-based project management tools with respect to their compliance to PMBOK and CMMI for Development (CMMI-DEV). The results of this research can be used by organizations to make decisions on tool adoptions as well as a basis for evolving software tools in alignment with best practices models.

Coordinating Enterprise Services and Data

2013 ◽  
pp. 241-274
Author(s):  
Keith R. Worfolk
Keyword(s):  
Data Management ◽  
Portfolio Management ◽  
Best Practice ◽  
Maturity Model ◽  
Data Governance ◽  
Enterprise Information ◽  
Capability Maturity ◽  
Architecture Framework ◽  
Master Data Management ◽  
Enterprise Soa

The critical inter-dependencies between Enterprise Services and Enterprise Data are often not given due consideration. With the advent of Cloud Computing, it is becoming increasingly important for organizations to understand the relationships between them, in order to formulate strategies to jointly manage and coordinate enterprise services and data to improve business value and reduce risk to the enterprise. Enterprise Services encompass Service-driven applications deployed on-premises in the enterprise data centers as well as in the Cloud for the “extended enterprise.” Enterprise Data Management encompasses the cross-application enterprise-level perspective of data in an information-sharing enterprise, and the critical business data that is created, maintained, enriched, and shared outside the traditional enterprise firewall. This chapter discusses and proposes best practice strategies for coordinating the enterprise SOA & EDM approaches for mutual success. Primary coordination aspects discussed include: Service & Data Governance, Master Data Management, Service-driven & EDM Architecture Roadmaps, Service Portfolio Management, Enterprise Information Architecture, and the Enterprise Data Model. It recommends a facilitative Service-driven Data Architecture Framework & Capability Maturity Model to help enterprises evaluate and optimize overall effectiveness of their coordinated Service-driven & EDM strategies.

Managerial Practices in a High Cost Manufacturing Environment

2018 ◽  
pp. 1749-1768
Author(s):  
Renu Agarwal ◽  
Christopher Bajada ◽  
Paul J. Brown ◽  
Roy Green
Keyword(s):  
New Zealand ◽  
Best Practice ◽  
Management Practices ◽  
Management Practice ◽  
Low Cost ◽  
Management Strategies ◽  
Manufacturing Firms ◽  
Labour Cost ◽  
Managerial Practices ◽  
Management Capability

This chapter explores the management strategies adopted by manufacturing firms operating in high versus low cost economies and investigates the reasons for differences in the management practice choices. The study reported in this chapter identifies a subset of countries that have either high or low labour costs, with USA, Sweden, and Japan being high, and India, China, and Brazil being low labour cost economies. The high labour cost manufacturing firms are found to have better management practices. In this chapter, the authors find that Australia and New Zealand manufacturing firms face relatively high labour cost but lag behind world best practice in management performance. The chapter concludes by highlighting the need for improvement in management capability for Australian and New Zealand manufacturing firms if they are to experience a reinvigoration of productivity, competitiveness, and long-term growth.

Crossing the Valley of Death: Managing the When, What, and How of Innovative Development Projects

2019 ◽  
Vol 50 (4) ◽  
pp. 447-459 ◽  
Author(s):  
Christophe Midler
Keyword(s):  
Project Management ◽  
Product Development ◽  
Management Practices ◽  
Low Cost ◽  
Innovation Process ◽  
Development Projects ◽  
Development Phase ◽  
Specific Content ◽  
Global Innovation ◽  
Valley Of Death

The last few decades have seen a profound transformation of innovation project management within automobile firms. During the 1990s, the product development phase was revolutionized by the deployment of heavyweight project management, project portfolio processes, and platform strategies. The 2000s saw the forces of change move upstream in the innovation process, with the development of new methodologies intended to develop and orient creativity, as well as new upfront units acting as innovation labs. However, many upfront creative endeavors still encounter an innovation valley of death when they move into the rigid and risk-averse development phase. Thus, the frontier of innovative project organization seems to be the ongoing quest to reconcile the emergence of breakthrough innovations in the upfront phase with the more rationalized nature of development phases. Based on a case study of a disruptive low-cost car, this article analyzes how the product development phase can support innovative exploration to overcome the challenge of achieving a major cost breakthrough. We analyze the specific content of the project’s innovations ( fractal innovation) and the management practices and organizations used to implement them. We characterize how such innovative product development can contribute to a new economy of innovative effort within the global innovation funnel of the firm. We compare this global innovation process, where development projects play a major role as a locus for organizational learning, to the customary one in automotive firms, where learning happens essentially in front-end marketing and engineering departments.

scholarly journals An Evolutionary Software Project Management Maturity Model for Mauritius

10.28945/3158 ◽  
2007 ◽  
Author(s):  
Aneerav Sukhoo ◽  
Andries Barnard ◽  
Mariki Eloff ◽  
John Andrew van der Poll
Keyword(s):  
Project Management ◽  
European Countries ◽  
Software Project ◽  
Maturity Model ◽  
Software Project Management ◽  
Maturity Models ◽  
Management Framework ◽  
Capability Maturity ◽  
Software Professionals ◽  
Western European

Software project management is a relatively recent discipline that emerged during the second half of the 20th century (Kwak, 2003). Many of the software project management methodologies available today were developed in Western/European countries and research showed that there was a need to formalise a software project management framework for developing countries, in particular Africa (Muriithi & Crawford, 2003). Based on surveys and discussions with software professionals, a methodology for software project management is being proposed. The methodology is based on a maturity model as Mauritius is faced with a shortage in skilled professionals. So far, few organisations in Mauritius have been found to be using software project management methodologies developed in Western/European countries. Most maturity models, for example Capability Maturity Model Integration (CMMI) and Kerzner’s maturity model, have five maturity levels. The trend is towards the development of maturity models that have fewer maturity levels. For example, the Organisational Project Management Maturity Model (OPM3) and Prince 2 Maturity Model have been developed with three maturity levels.

scholarly journals LOW COST SEISMIC DATA ACQUISITION SYSTEM BASED ON OPEN SOURCE HARDWARE AND SOFTWARE TOOLS

2020 ◽  
Author(s):  
Arvid Ramdeane ◽  
Lloyd Lynch
Keyword(s):  
Data Acquisition ◽  
Open Source ◽  
Seismic Data ◽  
Low Cost ◽  
Data Acquisition System ◽  
Software Tools ◽  
Acquisition System ◽  
Seismic Data Acquisition ◽  
Private Network ◽  
Open Source Hardware

The University of the West Indies Seismic Research Centre, Trinidad and Tobago, operates a network of over 50 stations for earthquake and volcanic monitoring in the Eastern Caribbean islands. These stations form a seismic network consisting of various types of instrumentation, and communication systems. Over a period of 11 years, the Centre has embarked on an initiative of upgrading and expanding the current network with combinations of broadband and/or strong motion sensors, high dynamic range digitizers and networking equipment to link each station to centralized observatories via high speed digital data transmission medium. To realize such an upgrade and expansion, the Centre has developed a seismic data acquisition system prototype built using open-source hardware and software tools. The prototype is intended to be low-cost using off the shelf hardware components and open-source seismic related software handling data acquisition and data processing in two separate modules. The prototype uses a three-channel accelerometer sensor and can process data into standard MiniSEED format for easy data archiving and seismic data analysis. A global position module provides network time protocol time synchronization within 1 millisecond for accurate timestamping of data. Data can be stored locally on the prototype in twenty-minute data files or securely transferred to a central location via internet with the use of virtual private network capabilities. The prototype is modular in design allowing for components to be replaced easily and the system software can be updated remotely thus reducing maintenance cost.

scholarly journals Development of project management practice in hotels of Kazakhstan

2021 ◽  
Vol 29 (1) ◽  
pp. 173-182
Author(s):  
Ardak N. Turginbayeva ◽  
Guldana E. Zhakupbekova
Keyword(s):  
Project Management ◽  
Management Practices ◽  
Management Practice ◽  
Maturity Model ◽  
Strategic Development ◽  
Effective Implementation ◽  
Business Goals ◽  
Strategic Goals

Project management is not only a tool for achieving business goals, but also a mechanism for strategic development of the company. This is due to the fact, that the achievement of strategic goals in any area is directly related to the effective implementation of individual projects. In the framework of the study, the development of project management practices in the hotel business is evaluated using the project management maturity model. It is revealed that the use of project management practices in Kazakhstan hotels lags behind hotels of international chains.

scholarly journals Elevate Project Success Rate with Right Judgement of Complexity and Skill Competency Gap

2019 ◽  
Vol 8 (4) ◽  
pp. 12898-12906
Keyword(s):  
Project Management ◽  
Phase I ◽  
Phase Ii ◽  
Project Success ◽  
False Positive Rate ◽  
Maturity Model ◽  
Dimensional Solution ◽  
Capability Maturity ◽  
Project Complexity ◽  
Unique Approach

Software project management constantly keep fighting triple constraint of Quality, Schedule and Time. Failures are due to poor visibility of Project complexity and incorrectly estimating right skilled team. The project success rates are constantly falling in spite of implementing various project management principles involving waterfall, Scrum, Scaled Agile framework (SAFe), etc. The approach taken to estimate the team composition are based on non-contextual, unscientific methodology based on previous project experiences by the team. As our study found that, every organization had its unique approach to derive root cause of their failures and had custom-built estimation templates. A deep-rooted empirical research is under taken here addressed around three Capability Maturity Model (CMM) level 5 organizations. Often complexity is under-estimated and this is the enemy of software estimation. If this hypothesis is right, complexity metric can forecast the depth of estimation challenges and can help in prioritizing task and various intricate efforts needed and thereby deduce the appropriate team to navigate toward project success. Our Research was under taken in below two phases: Phase I - To investigate and address poor project complexity definition through quantification of project complexity Phase II - To derive metric around skill-capability Index in conjunction with project complexity. In Phase I, interviews and deliberation techniques were leveraged involving senior software practitioners. In Phase II, evaluation of the unsuccessful projects from the initiation until operational stage was carried out. Combining the phase I and II results, overall reasons contributing to incorrect mapping of skilled staffing was found. This paper presents two research contributions, firstly an approach to uncover poor estimation of skilled staff for a project with correct complexity mapping, secondly skill-competence index in line with project complexity quantification as a multi-dimensional solution to overcome project failures. Proposed model was found to be productive in real projects; in addition, the results showed that complexity metric estimated with this unique approach had low false positive rate and minimal deviations in project outcomes.

scholarly journals Are project managers informally following capability maturity model integration practices for project management?

2018 ◽  
Vol 8 (3) ◽  
pp. 86-94
Author(s):  
Javed Iqbal ◽  
Muzafar Khan ◽  
Nasir Mehmood Minhas
Keyword(s):  
Project Management ◽  
Software Development ◽  
Process Improvement ◽  
Software Process ◽  
Software Process Improvement ◽  
Project Planning ◽  
Model Integration ◽  
Capability Maturity Model ◽  
Maturity Model ◽  
Capability Maturity

Project planning is crucial for fruitful completion of a software development project. In case of a certified software development organisation, one can guess whether the software development projects are planned properly or not. But, what to do for a non-certified organisation? The objective of this study is to address this problem. For this purpose, a questionnaire survey has been conducted by involving experienced practitioners. The results show that several software development organisations follow Capability Maturity Model Integration) Project Planning-Process Area practices unofficially. Such organisations are potential candidate organisations for software process improvement initiatives, and would be cheap and safe for successful completion of a project. Keywords: CMMI, software project management, software process improvement, specific goals, specific practices, subpractices.

Managerial Practices in a High Cost Manufacturing Environment

2014 ◽  
pp. 268-289
Author(s):  
Renu Agarwal ◽  
Christopher Bajada ◽  
Paul J. Brown ◽  
Roy Green
Keyword(s):  
New Zealand ◽  
Best Practice ◽  
Management Practices ◽  
Management Practice ◽  
Low Cost ◽  
Management Strategies ◽  
Manufacturing Firms ◽  
Labour Cost ◽  
Managerial Practices ◽  
Management Capability

This chapter explores the management strategies adopted by manufacturing firms operating in high versus low cost economies and investigates the reasons for differences in the management practice choices. The study reported in this chapter identifies a subset of countries that have either high or low labour costs, with USA, Sweden, and Japan being high, and India, China, and Brazil being low labour cost economies. The high labour cost manufacturing firms are found to have better management practices. In this chapter, the authors find that Australia and New Zealand manufacturing firms face relatively high labour cost but lag behind world best practice in management performance. The chapter concludes by highlighting the need for improvement in management capability for Australian and New Zealand manufacturing firms if they are to experience a reinvigoration of productivity, competitiveness, and long-term growth.

Assessing Project Management Maturity

2000 ◽  
Vol 31 (1) ◽  
pp. 32-43 ◽  
Author(s):  
C. William Ibbs ◽  
Young Hoon Kwak
Keyword(s):  
Project Management ◽  
Management Practices ◽  
Government Agencies ◽  
Maturity Model ◽  
Assessment Methodology ◽  
Multiple Choice Questions ◽  
Analysis Methodology ◽  
Management Processes ◽  
Project Phases ◽  
Measure Project

The principal goal of this study was to determine the financial and organizational impacts of project management. This study began with the development of a project management maturity model and an analysis methodology to assess the maturity of project management processes. The project management maturity analysis methodology consists of 148 multiple-choice questions that measure project management maturity, and cover 8 knowledge areas and 6 project phases. The maturity model and methodology were then applied by benchmarking 38 different companies and government agencies in 4 different industries. This assessment methodology provides solid and comparative studies on project management practices across industries and companies within an industry. It also provides a set of tools for organizations to use in identifying key areas of opportunity for improvement in project management.

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