scholarly journals An Assessment of Software Project Management Maturity in Mauritius

10.28945/2922 ◽  
2005 ◽  
Author(s):  
Aneerav Sukhoo ◽  
Andries Barnard ◽  
Mariki M. Eloff ◽  
John A. Van der Poll
Keyword(s):  
Project Management ◽  
Software Development ◽  
Developed Countries ◽  
Current Status ◽  
Local Context ◽  
Software Project ◽  
Maturity Model ◽  
Maturity Level ◽  
Software Project Management ◽  
Developing And Developed Countries

It is sometimes very difficult for an organization to adopt a specific software project management methodology in a short space of time. It requires sufficient time, adequate financial support and skilled human resources in order to start with a comprehensive methodology. It is, however, often more appropriate to use a maturity model so as to progress from one maturity level to the next. Assessment of the maturity level of an organization provides a good benchmark to rate the success of its operations. One such exercise was carried out in South Africa in 2003, and the overall average project management maturity was found to be 2.92 (Sonnekus & Labuschagne, 2004) on a scale of 1 to 5. The maturity level was found to be closely linked to the success rate of projects. In this paper we report on a similar exercise conducted in Mauritius regarding the maturity level of software development projects. The average maturity of software development companies in Mauritius can provide a useful indication of, among others, the current status of software project management with a view of bringing about improvement in this sector. Given that Mauritian software development companies are making use of European/Western software project management methodologies, this study has been carried out and a preliminary attempt was made to also assess their ability to deal with factors related to cultural, social, economic and political situation within the local context. These factors, when incorporated into existing project management methodologies, can bridge the gap between developing and developed countries and also contribute towards the globalization of software project management.

Inexperienced Software Team and Global Software Team

2011 ◽  
pp. 305-323 ◽  
Author(s):  
Kim Man Lui ◽  
Keith C.C. Chan
Keyword(s):  
Information Technology ◽  
Project Management ◽  
Software Development ◽  
21St Century ◽  
Developed Countries ◽  
Software Project ◽  
Software Project Management ◽  
Software Team

Software project management in the 21st century requires that a manager deal either with Inexperienced Software Team or Global Software Team or both. This is because well-developed and less well-developed countries have exploited information technology to various extents. The former requires managing a software team consisting of talents remotely located whereas the latter a team of local inexperienced developers. This chapter assimilates the management challenges involved and explicates how these two types of supposedly different software development are managed by one framework: Plagiarism-based Programming.

scholarly journals Software project management tools in global software development: a systematic mapping study

SpringerPlus ◽  
2016 ◽  
Vol 5 (1) ◽  
Author(s):  
Saad Yasser Chadli ◽  
Ali Idri ◽  
Joaquín Nicolás Ros ◽  
José Luis Fernández-Alemán ◽  
Juan M. Carrillo de Gea ◽  
...  
Keyword(s):  
Project Management ◽  
Software Development ◽  
Global Software Development ◽  
Systematic Mapping Study ◽  
Software Project ◽  
Mapping Study ◽  
Software Project Management ◽  
Systematic Mapping ◽  
Management Tools

scholarly journals Business Process Reengineering: A Scope of Automation in Software Project Management using Artificial Intelligence

2019 ◽  
Vol 9 (2) ◽  
pp. 3589-3594
Keyword(s):  
Artificial Intelligence ◽  
Project Management ◽  
Software Engineering ◽  
Software Development ◽  
Analytical Study ◽  
Software Project ◽  
Software Project Management ◽  
Development Organization ◽  
Development Organizations ◽  
Management Procedures

This research paper aims an analytical study on the software development organization insight into trending automation technologies and their implementation Software Engineering Management (SEM) processes. Software Project Management (SPM) is a scientific art for planning, controlling execution and monitoring. SPM approaches are more focusing towards the essential requirement for the success of software project development. It has been very challenging to manage software development using existing project management procedures driven by software development organizations and this is one of the areas of problem statement for this research. This paper discusses an analytical study for the requirements and consideration of BPR in SPM, explores to spot and emphasizes the important success factors for the execution of a BPR using benefits of Artificial Intelligence (AI) in software development organization. BPR is organizational mechanism that improves ability to respond to challenges of qualitative result by change and improvement in software engineering processes, productivity, product quality and competitive advantages. AI will be the best approach and scope of automation SEM processes for software development organizations. This paper also represents a conceptual view of software engineering model shift for improvements in capability of project managers to handle agile thinking and problem solving for betterment of SPM using Artificial Intelligence.

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 An Evolutionary Software Project Management Maturity Model for Mauritius

10.28945/103 ◽  
2007 ◽  
Vol 2 ◽  
pp. 099-118 ◽  
Author(s):  
Aneerav Sukhoo ◽  
Andries Barnard ◽  
Mariki M. Eloff ◽  
John A. Van Der Poll
Keyword(s):  
Project Management ◽  
Software Project ◽  
Maturity Model ◽  
Software Project Management

eXtreme Programming, Agile Methodologies, Software Project Management, Customer Role, Rigorous Testing

2022 ◽  
pp. 163-182
Author(s):  
Kamalendu Pal
Keyword(s):  
Project Management ◽  
Software Development ◽  
Extreme Programming ◽  
Acceptance Testing ◽  
Software Project ◽  
Software Project Management ◽  
Software Projects ◽  
Agile Methodologies ◽  
Rigorous Testing ◽  
Software Development Methodologies

Agile software development methodologies are attracting attention from academics and practitioners for planning and managing software projects. The eXtreme Programming (XP) challenges conformist wisdom regarding software system development processes and practices as agile methodologies. To work efficiently in the current software development practice, characterized by requirements fuzziness, XP moves away from document-centric operations into people-centric management. In the XP-based software project, the customers play an essential role, having multiple responsibilities such as driving the project, gathering requirements (‘user stories'), and exercising quality control (or acceptance testing). Besides, the customers must liaise with external project stakeholders (e.g., funding authorities, end-users) while maintaining the development team's trust and the wider business. The success of such software project management practices relies on the quality result of each stage of development obtained through rigorous testing. This chapter describes three characteristics of XP project management: customer role, software testing feedback, and learning.

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