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

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.

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Program management approach for large-scale information technology development projects: a case study

Journal of Project Program & Portfolio Management ◽

10.5130/pppm.v1i1.1576 ◽

2010 ◽

Vol 1 (1) ◽

pp. 41 ◽

Cited By ~ 2

Author(s):

Vijay Somanchi ◽

Ravikiran Dwivedula

Keyword(s):

Information Technology ◽

Software Development ◽

Large Scale ◽

Technology Development ◽

Program Management ◽

Management Approach ◽

Development Projects ◽

Information Technology Projects ◽

Information Technology Development

This case study presents the program management approach in managing large-scale information technology projects. Using the case of ACME Solutions Ltd., a large software development company, the authors first emphasize on the need to use program management over project management when managing related multiple information technology projects. Then, they explain the program lifecycle in this company and discuss the ‘process’ and ‘people’ related challenges across the program stages. Broadly, they observe that there is a lack of coordination between the stakeholders and processes of the program. Recommendations to overcome these limitations are discussed.

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Software development as a design or a production project

Journal of Enterprise Information Management ◽

10.1108/17410390710717147 ◽

2007 ◽

Vol 20 (1) ◽

pp. 70-82 ◽

Cited By ~ 7

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.

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Using git metrics to measure students' and teams' code contributions in software development projects

CLEI electronic journal ◽

10.19153/cleiej.24.2.8 ◽

2021 ◽

Vol 24 (2) ◽

Author(s):

Sivana Hamer ◽

Christian Quesada-López ◽

Alexandra Martínez ◽

Marcelo Jenkins

Keyword(s):

Software Engineering ◽

Software Development ◽

Source Code ◽

Version Control ◽

Individual Student ◽

Development Projects ◽

Project Development ◽

Inequality Measures ◽

Software Artifacts ◽

Development Processes

Many software engineering courses are centered around team-based project development. Analyzing the source code contributions during the projects’ development could provide both instructors and students with constant feedback to identify common trends and behaviors that can be improved during the courses. Evaluating course projects is a challenge due to the difficulty of measuring individual student contributions versus team contributions during the development. The adoption of distributed version control sys-tems like git enable the measurement of students’ and teams’ contributions to the project.In this work, we analyze the contributions within eight software development projects,with 150 students in total, from undergraduate courses that used project-based learning.We generate visualizations of aggregated git metrics using inequality measures and the contribution per module, which offer insights into the practices and processes followed by students and teams throughout the project development. This approach allowed us to identify inequality among students’ contributions, the modules where students con-tributed, development processes with a non-steady pace, and integration practices render-ing a useful feedback tool for instructors and students during the project’s development.Further studies can be conducted to assess the quality, complexity, and ownership of the contributions by analyzing software artifacts.

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Coordinating Knowledge Work in Multiteam Programs

Project Management Journal ◽

10.1177/8756972818798980 ◽

2018 ◽

Vol 49 (6) ◽

pp. 64-77 ◽

Cited By ~ 19

Author(s):

Torgeir Dingsøyr ◽

Nils Brede Moe ◽

Eva Amdahl Seim

Keyword(s):

Software Development ◽

Large Scale ◽

Development Program ◽

Knowledge Work ◽

Agile Development ◽

Development Projects ◽

Development Programs ◽

Knowledge Based ◽

Over Time

Software development projects have undergone remarkable changes with the arrival of agile development approaches. Although intended for small, self-managing teams, these approaches are used today for large development programs. A major challenge of such programs is coordinating many teams. This case study describes the coordination of knowledge work in a large-scale agile development program with 12 teams. The findings highlight coordination modes based on feedback, the use of a number of mechanisms, and how coordination practices change over time. The findings can improve the outcomes of large knowledge-based development programs by tailoring coordination practices to needs over time.

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A project management approach to using simulation for cost estimation on large, complex software development projects

IEEE Engineering Management Review ◽

10.1109/emr.2009.5235459 ◽

2009 ◽

Vol 37 (2) ◽

pp. 92-92

Author(s):

Carolyn Mizell ◽

Linda Malone

Keyword(s):

Project Management ◽

Software Development ◽

Cost Estimation ◽

Management Approach ◽

Development Projects ◽

Large Complex

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Survey on Risk Classification in Agile Software Development Projects in Latvia

Applied Computer Systems ◽

10.2478/acss-2020-0012 ◽

2020 ◽

Vol 25 (2) ◽

pp. 105-116

Author(s):

Oksana Ņikiforova ◽

Kristaps Babris ◽

Jānis Kristapsons

Keyword(s):

Software Development ◽

Survey Data ◽

Evaluation Criteria ◽

Agile Software Development ◽

Agile Development ◽

Development Projects ◽

Development Method ◽

Potential Risks ◽

Agile Software ◽

Development Methods

AbstractSoftware development method, which does not have any faults or gaps in project implementation, has not been elaborated so far. Due to this reason, the authors have decided to perform this study to make it easier for the companies, which use one of the agile development methods, to better foresee potential risks and to deal with their consequences. The aim of the research is to identify and classify risks in agile software development methods and the related projects based on the obtained survey data. To achieve the goal, the authors have developed evaluation criteria, as well as implemented practical questionnaire in various software development companies. From the obtained survey data, the risks are classified according to various factors, i.e., the changing highest and lowest priorities and needs in various projects. Thus, the obtained research results can be applied in various areas of project development, changing the order of priority factors.

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Back to Basics

Advances in Systems Analysis, Software Engineering, and High Performance Computing - Handbook of Research on Emerging Advancements and Technologies in Software Engineering ◽

10.4018/978-1-4666-6026-7.ch012 ◽

2014 ◽

pp. 279-292 ◽

Cited By ~ 1

Author(s):

Roy Morien

Keyword(s):

Software Development ◽

System Development ◽

Agile Development ◽

Development Projects ◽

Structured Design ◽

Development Methodology ◽

Successful Approach ◽

Development Approach ◽

Inherent Nature ◽

System Development Methodologies

Massive failures of software development projects have been recorded in the literature, and particularly in the popular press, over the years. Yet, rarely if ever have we seen any objective, detailed analysis of the causes of these failures. Indeed, we usually can only surmise how the projects were managed or what the development methodology or approach was. This chapter analyses some aspects of software development projects and development methodologies in terms of the success or failure potential of these methodologies. The conclusion arrived at is that the system development methodologies handed down since the late 1970s as the preferred development approach, generally known as Structured Methodologies, based on the Structured Design Life Cycle methodology (SDLC), bear the seeds of their own failure. It is asserted that they cannot succeed because of the inherent nature and assumptions embedded in those methodologies. After some analysis of these assumptions, considered to be highly flawed and unworkable, the now not so recently published Agile Development methodologies are discussed and proffered as a workable and inherently successful approach to software system development.

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

Project Management Journal ◽

10.1177/8756972819848251 ◽

2019 ◽

Vol 51 (3) ◽

pp. 262-277 ◽

Cited By ~ 2

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.

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Information Security in Agile Software Development Projects: A Critical Success Factor Perspective

10.26686/wgtn.13088357 ◽

2020 ◽

Author(s):

Nathan Newton ◽

Craig Anslow ◽

Andreas Drechsler

Keyword(s):

Information Systems ◽

Information Security ◽

Software Development ◽

Critical Success Factors ◽

Success Factors ◽

Agile Development ◽

Success Factor ◽

Development Projects ◽

Critical Success ◽

Security Practices

© 27th European Conference on Information Systems - Information Systems for a Sharing Society, ECIS 2019. All rights reserved. The importance of information security in software development projects is long recognised, with many comprehensive standards and procedures in use to provide assurance of information security. The agile development paradigm conflicts with traditional security assurance by emphasising the delivery of functional requirements and a reduction in structured and linear development styles. Through a series of thirteen qualitative interviews, this study identifies practices that address this problem which have been successfully adopted by agile practitioners. The findings present four categories of practices - organisational, team, project, and technical - and twelve critical success factors that should be explicitly considered by practitioners to assure agile security. The critical success factors provide a foundation for practitioners to strategically identify and develop best practices to embed information security in agile development projects. The identified categories also highlight the importance of agile security practices centring around individuals and culture and contributes to the literature by providing a representation of agile security practices that encompasses a broad range of focal areas.

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