scholarly journals Construction of a Software Development Model for Managing Final Year Projects in Information Technology Programmes

2020 ◽  
Vol 15 (21) ◽  
pp. 4
Author(s):  
Abbdelrahman Osman Elfaki ◽  
Zaid Bassfar
Keyword(s):  
Information Technology ◽  
Software Development ◽  
Educational Software ◽  
Development Model ◽  
Life Cycle Approach ◽  
Maturity Model ◽  
Software Projects ◽  
Capability Maturity ◽  
Proposed Model ◽  
Software Development Model

The final year project (FYP) is considered a capstone course in information technology (IT) programmes and involves the development of a software product. Currently, students are using the traditional software development life cycle approach to manage their FYPs. However, this approach can cause many difficulties. This paper proposes an alternative software development model for managing the FYP in an IT and IT-related degree programmes of study. First, a benchmarking exercise was undertaken to compare the software developed for business purposes with that developed for educational purposes, which took into account the ten project management knowledge areas. The result of this exercise indicated that the differences that exist between business and educational software necessitate the development of a new software development model that is specifically tailored to the development of educational software. Therefore, capability maturity model integration (CMMI) was modified to generate a new version of CMMI – named educational CMMI – which could be used to evaluate educational software projects and detailed mathematical descriptions of the proposed model were composed. As conclusions, the proposed model was then assessed by students’ results and by questionnaire feedback, the results of which showed that the proposed model was both useful and applicable for its intended target users and context.

Software Project Costing

2012 ◽  
Vol 3 (4) ◽  
pp. 72-86 ◽  
Author(s):  
Liran Edelist ◽  
Roy Gelbard ◽  
Jeffrey Kantor
Keyword(s):  
Organizational Context ◽  
Project Managers ◽  
Software Project ◽  
Maturity Model ◽  
Software Projects ◽  
Capability Maturity ◽  
Body Of Knowledge ◽  
Organizational Perspective ◽  
Proposed Model ◽  
Software Engineers

This study puts forward a generic and comprehensive costing framework for software projects that aims for simplicity. This is achieved by integrating commonly used CMMI (Capability Maturity Model Integration) and PMBOK (Project Management Body of Knowledge) costing concepts in a broader organizational context. The costing framework comprises three layers: costing targets, costing activities, and policy evaluation. While the first two layers are derived from commonly used software engineering elements, the third integrates an organizational perspective through software engineers, project managers, accountants and top management. Employment of CMMI and PMBOK standards allows for easy adoption of the proposed model by organizations that are already relying on these standards.

Team Characteristics Moderating Effect on Software Project Completion Time

2021 ◽  
Vol 14 (1) ◽  
pp. 174-191
Author(s):  
Niharika Dayyala ◽  
Kent A. Walstrom ◽  
Kallol K. Bagchi
Keyword(s):  
Software Development ◽  
Human Factors ◽  
Work Experience ◽  
Team Member ◽  
Maturity Model ◽  
Software Projects ◽  
Capability Maturity ◽  
Elapsed Time ◽  
Time To Completion ◽  
Software Development Environments

This study highlights the importance of human factors in software projects developed in capability maturity model (CMM) level software development environments. While software process initiatives help streamline the development process, people factors can influence project outcomes. Using data procured from the International Software Benchmarking Standard Group, the effects of team turnover, team heterogeneity, and team member work experience were examined as they moderate project elapsed time for software projects developed in CMM level software development environments. Team member work experience and team functional heterogeneity were found to have significant moderating effects on project elapsed time to completion. The turnover of members on the team did not have a significant moderating effect on project elapsed time to completion. Previous studies have examined the benefits of raising the level of maturity as identified by the capability maturity model. This study identifies the importance of human factors as they moderate project success.

Team Characteristics Moderating Effect on Software Project Completion Time

2022 ◽  
pp. 1342-1362
Author(s):  
Niharika Dayyala ◽  
Kent A. Walstrom ◽  
Kallol K. Bagchi
Keyword(s):  
Software Development ◽  
Human Factors ◽  
Work Experience ◽  
Team Member ◽  
Capability Maturity Model ◽  
Maturity Model ◽  
Software Projects ◽  
Capability Maturity ◽  
Elapsed Time ◽  
Time To Completion

This study highlights the importance of human factors in software projects developed in capability maturity model (CMM) level software development environments. While software process initiatives help streamline the development process, people factors can influence project outcomes. Using data procured from the International Software Benchmarking Standard Group, the effects of team turnover, team heterogeneity, and team member work experience were examined as they moderate project elapsed time for software projects developed in CMM level software development environments. Team member work experience and team functional heterogeneity were found to have significant moderating effects on project elapsed time to completion. The turnover of members on the team did not have a significant moderating effect on project elapsed time to completion. Previous studies have examined the benefits of raising the level of maturity as identified by the capability maturity model. This study identifies the importance of human factors as they moderate project success.

Penerapan Capability Maturity Model Integration Untuk Mengukur Tingkat Kematangan Organisasi Dalam Proses Pengembangan Perangkat Lunak (Studi Kasus: Direktorat Innovation Center Universitas Amikom Yogyakarta)

Respati ◽  
2020 ◽  
Vol 15 (1) ◽  
pp. 43
Author(s):  
Ita Permatahati ◽  
Wing Wahyu Winarno ◽  
Mei P Kurniawan
Keyword(s):  
Software Development ◽  
Development Process ◽  
Model Integration ◽  
Maturity Model ◽  
Software Development Process ◽  
Maturity Level ◽  
Capability Maturity ◽  
Level 1 ◽  
A Company ◽  
Level 2

INTISARIMenerapkan standarisasi pada suatu perusahaan yang bergerak dibidang pengembangan perangkat lunak merupakan salah satu cara untuk meningkatkan kualitasnya. CMMI merupakan salah satu standarisasi yang penulis pilih untuk mengetahui tingkat kematangan dari divisi Innovation CenterAmikom. CMMI yang digunakan ialah CMMI for Development versi 1.3 yang fokus terhadap tingkat kematangan di level 2 dengan 6 proses area. Penelitian ini mengambil 1 sample proyek di Innovation Center(IC) yaitu apliksai presensi berbasis mobile. Berdasarkan hasil dari pengukuran yang telah dilakukan, proses pengembangan lunak di IC berada di tingkat 1 (Initial) yang diketahui bahwa belum semua praktik yang ada di masing-masing 6 proses area diterapkan. Kata kunci— proses pengembangan perangkat lunak, CMMI, CMMI-DEV, Representasi Bertingkat, Tingkat Kematangan. ABSTRACTApplying standards to a company engaged in the development of devices is one way to improve its quality. CMMI is one of the standards chosen by the author to find out the level of maturity of the Innovation Center at Amikom. CMMI is used for CMMI for Development version 1.3 which focuses on the level of maturity at level 2 with 6 process areas. This study took 1 sample project at the Innovation Center (IC), a mobile-based presence application. Based on the results of the measurements that have been made, the development process at the IC is at level 1 (Initial) related to all the practices that exist in each of the 6 process areas that are applied.Kata kunci—  software development process, CMMI, CMMI-DEV, Leveled Representation, Maturity Level.

scholarly journals Validation of Component based Software Development Model using Formal B-Method

2013 ◽  
Vol 67 (9) ◽  
pp. 24-35 ◽  
Author(s):  
Asif IrshadKhan ◽  
Md. Mottahir Alam ◽  
Noor-ul-Qayyum Noor-ul-Qayyum ◽  
Usman Ali Khan
Keyword(s):  
Software Development ◽  
Development Model ◽  
B Method ◽  
Software Development Model

scholarly journals Penerapan Model View Controller (MVC) Untuk Perancangan Sistem Ruang Buku Indonesia

2020 ◽  
Vol 5 (1) ◽  
pp. 53
Author(s):  
Maria Ulfa ◽  
Suryayusra Suryayusra ◽  
Septa Hardini
Keyword(s):  
Software Development ◽  
Internet Technology ◽  
Development Model ◽  
Online Sales ◽  
Model View Controller ◽  
Waterfall Model ◽  
Software Development Model ◽  
Communication Planning ◽  
Model View

E-commerce is an online-based sales system, which is used to expand sales and increase sales in the Indonesian Book Room CV. In terms of sales now CV Ruang Buku Indonesia has many competitors who use internet technology to make this business lag and the sales and purchase processes are less than optimal, even decreased. Things like this can cause a business to close. Based on this, the development in the sales system is made into e-commerce with a view controller model (MVC) to facilitate the operation of the online sales system. The software development model used is the waterfall model with several stages of communication, planning, modeling, construction, and deployment. This research resulted in e-commerce of Indonesian Book Room with a view controller model that aims to face competitors and increase sales.

scholarly journals Framework for Developing an Information Technology Maturity Model for Smart City Services in Emerging Economies: (FSCE2)

2021 ◽  
Vol 11 (22) ◽  
pp. 10712
Author(s):  
Wilson Nieto Bernal ◽  
Keryn Lorena García Espitaleta
Keyword(s):  
Information Technology ◽  
Emerging Economies ◽  
Smart City ◽  
Smart Cities ◽  
Maturity Model ◽  
It Services ◽  
Implementation Model ◽  
Proposed Model ◽  
The City

The goal of this research is to design a framework to develop an information technology (IT) maturity model to guide the planning, design, and implementation of smart city services. The objectives of the proposed model are to define qualitatively and measure quantitatively the maturity levels for the IT dimensions used by smart cities (IT governance, IT services, data management and infrastructure), and to develop an implementation model that is practical and contextualized to the needs of any territory that wants to create or improve smart city services. The proposed framework consists of three components: a conceptual model of smart city services, IT dimensions and indicators, and IT maturity levels. The framework was validated by applying it to a case study for the evaluation of the IT maturity levels for the city of Cereté, Colombia.

scholarly journals Assessing The Maturity Level Of Information Technology Management Process In A Romanian Company

2014 ◽  
Vol 18 (3) ◽  
pp. 201 ◽  
Author(s):  
Minodora Ursacescu
Keyword(s):  
Information Technology ◽  
Business Strategy ◽  
Practical Implication ◽  
It Management ◽  
Management Approach ◽  
Management Process ◽  
Maturity Model ◽  
Maturity Level ◽  
Capability Maturity ◽  
Functional Perspective

Since the 1990s, organizations have gradually become involved in the transformation of their information technology (IT) management process. In order to determine the direction of IT development in correlation with business needs, a consolidated management approach is imposed. This paper aims to provide a comprehensive assessment of the maturity level of IT management process in an organization. For this purpose, an empirical study in a Romanian public service company was done by using the benchmarking technique and Capability Maturity Model to describe the maturity level of IT management process. Four benchmarking classes, including a number of 24 benchmarks, were taken into account to focus on the main key issues - IT management strategy and IT planning; alignment of business strategy, IT strategy, organizational structure, and IT infrastructure; and information systems security management. The study reveals that the IT management process is mainly focused on technological dimension and less on the managerial one. It was observed that IT managers have a low awareness of managerial skills in planning, organizing, controlling, and leading the IT activities. Practical implication of the study presents two major issues: 1) on one hand, the need to approach a transversal vision in managing the IT process by aligning it to a complex set of choices, reflecting both a strategic and functional perspective and, 2) on the other hand, this study may be useful for managers looking to improve management of the IT department as well as the quality of their services. The study also indicates specific recommendations to refine the IT management process of Romanian companies.

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