A Study of Project Management Processes for Sustainable and Successful Projects in Software Industry: Expectations vs Perceptions of Managers

Project Management Processes (PMPs) are essential to avoid project failures due to the complexity and nature of projects in the software industry, particularly in emerging economies. The software industry is growing rapidly in Pakistan with an increasing number of local, regional and international clients. The project managers who are familiar with PMPs are therefore needed for the proper implementation of these processes, which will lead to sustainable and successful software projects. However, very limited studies have analyzed the expectations and perceptions of the project managers of these PMPs. In order to fill this gap, therefore, this study examined the role of PMPs in the sustainable development and success of software projects by documenting the expectations and perceptions of managers. A structured questionnaire is designed to collect data from 143 participants working in software houses. SPSS is used for the processing and analysis of data using selected statistical tools. The results show a clear difference in expectations and perceptions for PMPs, which means that project managers are of a less rational, sentimental and emotional nature. The findings of this study also show that the male segment is dominant in the software industry which may be due to of Pakistan’s specific social and cultural environment. There is however no significant difference between expectations and perceptions of both male and female project managers for PMPs. The findings of this study will help researchers, practitioners, academics and other stakeholders in the software industry.

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‘Smart' Project Management

Strategic Integration of Social Media into Project Management Practice - Advances in IT Personnel and Project Management ◽

10.4018/978-1-4666-9867-3.ch011 ◽

2016 ◽

pp. 179-192

Author(s):

Céline M. Silvius ◽

Gilbert Silvius

Keyword(s):

Project Management ◽

Mobile Devices ◽

Project Managers ◽

Project Manager ◽

Team Collaboration ◽

Team Members ◽

Explorative Study ◽

Management Processes ◽

Share Information

Mobile devices and applications are changing the way individuals gather, process and share information. A development which also applies to project management. This chapter reports an explorative study on the functionality of 50 project management apps. The apps were analyzed on the variables: type of functionality, project management processes supported, methodology/standard supported, topics covered, website support, languages supported, project roles supported, number of team members supported and number of projects supported. Our analysis showed that the functionality of project management apps today is mainly focused on two application areas: (A) Supporting the role of the project manager individually in the planning/organizing processes of the project and (B) Supporting team communication and team collaboration. Lacking in functionality seems to be the communication/collaboration with project sponsor and other stakeholders. Based on our study we recommend project managers to be selective when starting to use project management apps.

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‘Smart' Project Management

Project Management ◽

10.4018/978-1-5225-0196-1.ch028 ◽

2016 ◽

pp. 579-593

Author(s):

Céline M. Silvius ◽

Gilbert Silvius

Keyword(s):

Project Management ◽

Mobile Devices ◽

Project Managers ◽

Project Manager ◽

Team Collaboration ◽

Team Members ◽

Explorative Study ◽

Management Processes ◽

Share Information

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Project Management Processes Used during the Development of Software Projects in Home Office Format: A Field Research in Multinational It Companies

Proceedings of the 23rd International Conference on Enterprise Information Systems ◽

10.5220/0010406401890196 ◽

2021 ◽

Author(s):

Laura Claro ◽

Ana Ferreira ◽

Alessandra Dutra

Keyword(s):

Project Management ◽

Field Research ◽

Software Projects ◽

Home Office ◽

Management Processes ◽

Project Management Processes

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Correlation Model of Delay in Project Management

Journal of Management Research ◽

10.5296/jmr.v8i3.9602 ◽

2016 ◽

Vol 8 (3) ◽

pp. 140

Author(s):

Umar Altahtooh

Keyword(s):

Project Management ◽

Project Managers ◽

Correlation Model ◽

Management Processes ◽

Statistical Program ◽

Project Management Processes ◽

Project Lifecycle

Time errors are still a new concept in the field of project management, so there is a need to discover where they can happen throughout the project lifecycle. The previous research on this area is conceptual in nature and restricted to the definition and causes of time errors. This paper seeks to find the correlations between uncertainty and delay, between time errors and delay, and between uncertainty and time errors. It also seeks to find where exactly time errors can occur during the 47 project management processes identified in the PMBOK guide. Data were gathered using a survey of 40 project managers and analyzed using the statistical program SPSS. The findings show that there are relationships among the studied variables. Time errors can occur in any of the five groups of project management processes, with varying rates. The outcomes introduce a picture for main stakeholders in project management to avoid the occurrence of time errors as far as possible in project management processes.

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Exploration of latent barriers inhibiting project management processes in adopting smart building technologies (SBTs) in the developing countries

Construction Innovation ◽

10.1108/ci-07-2020-0116 ◽

2021 ◽

Vol ahead-of-print (ahead-of-print) ◽

Author(s):

Frank Ato Ghansah ◽

De-Graft Owusu-Manu ◽

Joshua Ayarkwa ◽

David John Edwards ◽

M. Reza Hosseini

Keyword(s):

Developing Countries ◽

Project Management ◽

Project Managers ◽

Design Teams ◽

Content Type ◽

Smart Building ◽

Management Processes ◽

Sustainable Materials ◽

Project Management Processes ◽

Analytical Tools

Purpose While smart building technologies (SBTs) implementation ensures sustainability, their adoption is hampered by latent barriers, especially in project management processes. These latent barriers must be addressed to facilitate the successful and widespread adoption of SBTs. Therefore, this study aims to explore the significant latent barriers inhibiting the project management processes in adopting SBTs in developing countries. Design/methodology/approach A positivist research philosophy couched within a deductive approach was adopted to undertake a quantitative questionnaire survey of 227 project management and design team participants. Descriptive and inferential analytical tools (including a one sample T-test and exploratory factor analysis) were then adopted to interpret data collected. Findings The results reveal that the “high cost of smart sustainable materials and equipment” is the major significant barrier hindering the adoption of SBTs in developing countries. Latent barriers were: “structure and time-related barriers,” “construction-related barriers” and “human, policy and cost-related barriers”. Originality/value The study contributes novel insights into the prevailing nascent discourse on SBTs from the perspectives of construction project managers and design teams in developing countries, particularly. Furthermore, to the best of the authors’ knowledge, this is the first study that ascertains the significant barriers inhibiting project management processes in adopting SBTs in developing countries.

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A Generic Agent Framework to Support the Various Software Project Management Processes

10.28945/3157 ◽

2007 ◽

Cited By ~ 1

Author(s):

Rita Nienaber ◽

Andries Barnard

Keyword(s):

Project Management ◽

High Rate ◽

Software Project ◽

Software Project Management ◽

Software Projects ◽

Management Processes ◽

Generic Agent ◽

Project Management Processes ◽

Support Software ◽

Rate Of Failure

Despite various research efforts originating from both academia and industry, software projects have a high rate of failure, more specific, software projects often do not comply with the traditional standard measurements of success, namely time, cost and requirements specification. Thus, there is a need for new methods and measures to support the software project management process. Globalisation and advances in computing technologies has changed the software project management environment. Currently software projects are developed and deployed in distributed, pervasive and collaborative environments and traditional project management methods cannot, and do not, address the added complexities inherent to this environment. In this paper the utilisation of stationary and mobile software agents is investigated as a potential tool to assist with the improvement of software project management processes. In particular we propose and discuss a software agent framework to support software project management. Although still in its initial phases, this research shows promise of significant results in enabling software developers to meet market expectations, and produce projects on time, within budget and to users’ satisfaction.

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