An Automated Approach for Scheduling Bug Fix Tasks

2016 ◽  
Vol 26 (02) ◽  
pp. 239-271 ◽  
Author(s):  
Fernando de Castro Netto ◽  
Márcio de Oliveira Barros ◽  
Adriana C. F. Alvim
Keyword(s):  
Genetic Algorithm ◽  
Error Correction ◽  
End Users ◽  
Project Managers ◽  
Project Manager ◽  
Search Procedure ◽  
Software Projects ◽  
Time Required ◽  
Enormous Number ◽  
Bug Repositories

Software projects usually maintain bug repositories where both developers and end users can report and track the resolution of software defects. These defects should be fixed and new versions of the software incorporating the patches that solve them must be released. The project manager must schedule a set of error correction tasks with different priorities in order to minimize the time required to accomplish these tasks and guarantee that the more important issues have been fixed. This problem is recurrent for most software organizations and, given the enormous number of potential schedules, a tool that searches for good schedules may be helpful to project managers. In this work we propose a genetic algorithm using information captured from bug repositories to find near optimal schedules. We evaluated our approach using a subset of the Eclipse bug repository and the results suggested better schedules than the schedule followed by the developers and schedules proposed by a simpler search procedure.

Software Project Managers under the Team Software Process

2012 ◽  
pp. 115-126
Author(s):  
Marcos Ruano-Mayoral ◽  
Ricardo Colomo-Palacios ◽  
Ángel García-Crespo ◽  
Juan Miguel Gómez-Berbís
Keyword(s):  
Software Development ◽  
Software Process ◽  
Development Project ◽  
Project Managers ◽  
Project Manager ◽  
Software Project ◽  
Software Projects ◽  
Software Development Project ◽  
Team Software Process ◽  
Definition Of

Despite the clear relevance of the Information and Communications Technologies (ICT) market in world economics and the evident lack of success of software projects, organizations devote little effort to the development and maturity of the software project manager profession. This work analyzes the figure of project manager from the perspective of the Team Software Process (TSP), and it considers the required skills, attitudes and knowledge for a software development project. The basis for the study is the analysis of relevant references from the literature for their subsequent categorization into different competency concepts. The results of the analysis are compared with the contributions which the Guide to the SWEBOK® and the PMBOK® Guide models provide of the profiles of the project manager. The results indicate that the literature relating to the Team Software Process is focused on the definitions of skills and attitudes, and to a lesser extent on knowledge components. The lack of the definition of the components which comprise competency constitutes a challenge for software development organizations that use TSP, whose project managers should confront the task with full capacities, and without the help of established and recognized competencies. The current work attempts to establish the competencies for project managers identified in the literature, in the environment of the use of TSP for software development, using a study based on content analysis.

Training Soft Skills to Project Managers An Experience Report

2012 ◽  
Vol 3 (2) ◽  
pp. 84-88 ◽  
Author(s):  
Anne Kramer
Keyword(s):  
Time Budget ◽  
Leadership Competencies ◽  
Project Managers ◽  
Project Manager ◽  
Point Of View ◽  
Limiting Factor ◽  
Short Term ◽  
Software Projects

The success of software projects is driven by the magical triangle between time, budget, and quality. While short term thinking focuses on time and budget, it is quality that has the most important impact on long term customer satisfaction. Thus, providing good quality software is crucial for success. Quality is influenced by several factors. It depends on the entire software development process and related activities (e.g., requirements management, configuration management, design controls, etc.). However, quality cannot be forced from outside. It is well known, but often forgotten, that it is the team and its relation to the project manager that decides on success or failure of a project. Improving the skills of the project managers improves the quality of the products. The limiting factor usually is not related to technical skills that can be trained quite easily. In fact, project management is all about communication and leadership competencies which are far more difficult (but not impossible) to train. In this paper, the author reports on experiences with this kind of training from an industrial point of view. In particular, the author describes what was most helpful and where the major difficulties lay.

Software Project Managers under the Team Software Process

2010 ◽  
Vol 1 (1) ◽  
pp. 42-53 ◽  
Author(s):  
Marcos Ruano-Mayoral ◽  
Ricardo Colomo-Palacios ◽  
Ángel García-Crespo ◽  
Juan Miguel Gómez-Berbís
Keyword(s):  
Software Development ◽  
Software Process ◽  
Development Project ◽  
Project Managers ◽  
Project Manager ◽  
Software Project ◽  
Information And Communications Technologies ◽  
Software Projects ◽  
Software Development Project ◽  
Team Software Process

Despite the clear relevance of the Information and Communications Technologies (ICT) market in world economics and the evident lack of success of software projects, organizations devote little effort to the development and maturity of the software project manager profession. This work analyzes the figure of project manager from the perspective of the Team Software Process (TSP), and it considers the required skills, attitudes and knowledge for a software development project. The basis for the study is the analysis of relevant references from the literature for their subsequent categorization into different competency concepts. The results of the analysis are compared with the contributions which the Guide to the SWEBOK® and the PMBOK® Guide models provide of the profiles of the project manager. The results indicate that the literature relating to the Team Software Process is focused on the definitions of skills and attitudes, and to a lesser extent on knowledge components. The lack of the definition of the components which comprise competency constitutes a challenge for software development organizations that use TSP, whose project managers should confront the task with full capacities, and without the help of established and recognized competencies. The current work attempts to establish the competencies for project managers identified in the literature, in the environment of the use of TSP for software development, using a study based on content analysis.

Impact of Project Manager Competencies on Project Success: Case of Social Projects in the City of Agadir, Morocco

2019 ◽  
Vol 10 (5) ◽  
pp. 456-469
Author(s):  
Habiba Abou Hafs ◽  
◽  
Fadila Boutora ◽  
Keyword(s):  
Leadership Skills ◽  
Personal Characteristics ◽  
Self Esteem ◽  
Project Managers ◽  
Project Manager ◽  
Self Control ◽  
Behavioral Skills ◽  
Professional Characteristics ◽  
The Social ◽  
The City

The question of project manager competencies and especially in social projects is a key issue for social organizations seeking to progress and achieve success. If the manager has an important role to play with regard to the social organization, he’s however dependent on his behavioral, professional and personal capacities. The purpose of this paper is to show, on the basis of a quantitative study carried out among 120 managers of social projects in cooperatives located in the city of Agadir (Morocco), that the success of projects is conditioned by the leadership skills. Consequently, factors related to behavioral skills such as Solidarity; Involvement; Patience; Creativity; Empathy; Motivation; Trust; Commitment; Self-esteem; Transparency; Self-control; Discipline and other factors related to professional characteristics and personal characteristics of project managers prove a positive and significant relationship with the criterion of success studied.

Perangkat sumber daya manusia (brainware). S Mukhtar Ayubi Simatupang. PMM-1

2020 ◽  
Author(s):  
S Mukhtar Ayubi Simatupang
Keyword(s):  
Human Resources ◽  
Computer System ◽  
Computer Systems ◽  
Project Managers ◽  
Project Manager ◽  
Database Administrator ◽  
System Analyst

AbstrakBrainware adalah istilah yang digunakan untuk manusia yang digunakan untuk manusia yang berhubungan dengan sistem komputer. Manusia merupakan suatu elemen dari sistem komputer yang merancang bagaimana suatu mesin dapat bekerja sesuai dengan hasil yang diinginkan. Tingkatan brainware terdiri atas system analyst, programmer, administrator, dan operator. Bagian bagian brainware terdiri atas operator komputer, teknisi, trainer, konsultan, project manager, programmer, grapic designer, spesialis jaringan, database administrator, dan system analitis. Kata Kunci : Brainware (Perangkat Sumber Daya Manusia)AbstractBrainware is a term used for humans that is used for humans related to computer systems. Humans are an element of a computer system that designs how a machine can work in accordance with the desired results. The brainware level consists of system analysts, programmers, administrators, and operators. The brainware section consists of computer operators, technicians, trainers, consultants, project managers, programmers, grapic designers, network specialists, database administrators, and system analytics.Keywords: Brainware (Human Resources Tool)

Leading the way: how project manager strengths can influence team resilience

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Keyword(s):  
Case Studies ◽  
Reading Time ◽  
Project Managers ◽  
Project Manager ◽  
Content Type ◽  
Signature Strengths ◽  
Team Resilience ◽  
Pertinent Information ◽  
The Impact ◽  
Practical Implications

Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings The study takes empirical data from three case studies of projects that have faced setbacks to explore the impact of project manager signature strengths on team resilience and finds that four signature strengths, leadership, open-mindedness, persistence and hope, were present in project managers across all three case studies. Originality The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

scholarly journals A Correlational Study on Project Management Methodology and Project Success

2019 ◽  
Vol 9 (2) ◽  
pp. 56-65
Author(s):  
Michael Pace
Keyword(s):  
Project Management ◽  
Project Success ◽  
Project Managers ◽  
Project Manager ◽  
Correlational Study ◽  
Demographic Information ◽  
Moderating Variables ◽  
Multiple Project Management ◽  
The Impact ◽  
The Relationship

Abstract This non-experimental correlational study extends previous research investigating the relationship between project management methodology and reported project success, as well as the moderating variables of industry and project manager experience. The sample included North American project managers with five years’ experience, 25 years of age or older, and experience with multiple project management methodologies. The survey instrument consisted of 58 questions, utilizing a 5-point Likert scale to record responses. The survey contained three sections, including demographic information, questions related to a successful project, and questions related to a less-than successful (failed / challenged) project. 367 usable responses were received. The examination of the constructs included Pearson’s correlation coefficient as well as linear regression to determine the impact of moderating variables. Results indicated that project management methodology has a weak correlation with reported project success, and this correlation is not moderated by industry nor project manager experience. The results did not align with previously conducted studies, illustrating a need to continue the study of methods impacting success including investigating additional moderating variables.

scholarly journals PENYELESAIAN MULTI TRAVELING SALESMAN PROBLEM DENGAN ALGORITMA GENETIKA

2017 ◽  
Vol 6 (1) ◽  
pp. 1
Author(s):  
NI KADEK MAYULIANA ◽  
EKA N. KENCANA ◽  
LUH PUTU IDA HARINI
Keyword(s):  
Genetic Algorithm ◽  
Traveling Salesman Problem ◽  
Heuristic Algorithm ◽  
Minimum Distance ◽  
Processing Time ◽  
Traveling Salesman ◽  
Running Time ◽  
Shortest Route ◽  
Time Required

Genetic algorithm is a part of heuristic algorithm which can be applied to solve various computational problems. This work is directed to study the performance of the genetic algorithm (GA) to solve Multi Traveling Salesmen Problem (multi-TSP). GA is simulated to determine the shortest route for 5 to 10 salesmen who travelled 10 to 30 cities. The performance of this algorithm is studied based on the minimum distance and the processing time required for 10 repetitions for each of cities-salesmen combination. The result showed that the minimum distance and the processing time of the GA increase consistently whenever the number of cities to visit increase. In addition, different number of sales who visited certain number of cities proved significantly affect the running time of GA, but did not prove significantly affect the minimum distance.

scholarly journals Leadership Qualities in Project Management

2021 ◽  
Vol 6 (521) ◽  
pp. 240-245
Author(s):  
H. Y. Luchko ◽  
◽  
I. V. Kohut ◽  
Keyword(s):  
Project Management ◽  
Professional Competence ◽  
External Environment ◽  
Project Managers ◽  
Project Manager ◽  
Effective Management ◽  
Leadership Qualities ◽  
Dynamic Changes ◽  
Management Standard ◽  
The Individual

This article is aimed at researching the phenomenon of leadership, analyzing the qualities of project leaders and defining the key qualities that project managers should have to effectively manage teams and achieve maximum results. The article defines that in order to ensure effective management of the project team with dynamic changes in the external environment, the project manager must be not only a director, but also a leader at the same time. It is precisely the leadership qualities of the project manager, which provide the ability to coordinate the team’s work in such a manner that certain results be achieved, i.e., the expectations of the main stakeholders be fulfilled or exceeded. The article examines the most characteristic traits inherent in leaders, which are highlighted by various researchers of the «traits theory». It is determined that of importance for a project manager is not only certain traits of the leader, but also professional competence. The criteria for assessing the level of competence of project managers in accordance with the ICB4 standard, as well as the necessary skills in relation to the individual competence of «Leadership», are specified. The main qualities and skills of the leader-manager according to the latest version of the PMBOOK project management standard are also considered. The research carried out by the authors resulted in distinguishing the most important qualities of the leader, which, combined with the necessary professional knowledge and skills, will allow project managers to become successful and effective in team cohesion to achieve the best results in project activities. The traits allocated as result of the research, such as responsibility, perseverance, ability to cooperate, kindness and others, will allow project managers to be successful leaders of their teams and to effectively manage projects and programs.

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