Studies of Project Tasks

2018 ◽  
pp. 81-92
Keyword(s):  
Success Rate ◽  
Project Success ◽  
Active Contribution

Among the projects available in sourceforge.net, the three top ranked projects are selected for studying the pattern of project tasks over a period of 6 years (2005-2011). It is found that the number of tasks in projects decrease with time in these projects. It is also observed that the amount of time taken to complete the task decrease with time. The developers alloted to tasks in a project, success rate the developers complete the tasks completely, and active contribution to the project by completing the alloted tasks of the volunteers are also studied.

scholarly journals A Critical Analysis of Software Failure Causes From Project Management Perspectives

2018 ◽  
pp. 113-119 ◽  
Author(s):  
◽  
◽  
◽  
◽  
Keyword(s):  
Project Management ◽  
Software Development ◽  
Success Rate ◽  
Critical Analysis ◽  
Project Success ◽  
Software Systems ◽  
Software Failure ◽  
Development Processes

With the growth of technology, people and companies are more relying on software systems. For that, we need a product/software that is trustworthy, reliable, and economical. It should be maintainable, dependable and useable. If the software is developed with much accuracy, everything is being done by it as planned and the software is set to the market then the success rate will be high. But if there is any bug in the software then not only the software will fail but it will also affect the organizations that are responsible for making it. So the failure of software also has a great impact on the organization. In this research, we are going to present a detailed and critical analysis of all those causes due to which the software fails and the factors that hinder in a project success. We will study the existing software development processes and also analyze how they can helpful in reducing these causes.

scholarly journals New development of a remotely operated falling wedge

2015 ◽  
Vol 91 (02) ◽  
pp. 176-181
Author(s):  
C. Kevin Lyons
Keyword(s):  
Success Rate ◽  
Project Success ◽  
Drive Train ◽  
High Success Rate ◽  
Mechanical Advantage ◽  
New Development ◽  
Cutting Pattern ◽  
Separation Force ◽  
Specific Project ◽  
Input Torque

A series of projects has developed an alternate cutting pattern that prevents a tree from moving while the faller is cutting at the base and a tool to initiate falling once the faller is in the clear. This specific project developed a second prototype of a remotely operated wedge for use when manually falling trees. The second prototype reduced the friction in the drive train and increased the mechanical advantage, and this increased the separation force produced for a given input torque by a multiple of approximately four, depending on the magnitude of the input torque. In this project, success means the tree did not begin to displace until the remotely operated wedge was inserted and activated. When using the second prototype and permitting the faller to vary the cutting pattern depending on tree imbalance, the success rate was increased from 91% when using the first prototype to 98%. Further testing is required in larger timber and with other fallers to determine if the high success rate can be maintained in these conditions.

scholarly journals Core Factors for Software Projects Success

2019 ◽  
Vol 3 (1) ◽  
Author(s):  
Mohammad Ibraigheeth ◽  
Syed Abdullah Fadzli
Keyword(s):  
Success Rate ◽  
Case Studies ◽  
Success Factors ◽  
Project Success ◽  
Software Project ◽  
Software Projects ◽  
Quality Cost ◽  
Project Failure ◽  
Definition Of ◽  
Failure Factors

The successful software project can be defined as the project that meets the planned quality, cost, schedule, and effort. It has been suggested that there are many reasons which might lead to software project success.  Several success and failure factors for particular projects were discussed in the literature. This paper aims to identify the most common success factors through reviewing a set of software project reports and case studies. In order to fully understand reasons behind the project success, the reasons behind project failure and the definition of failure itself are discussed. Furthermore, case studies of successful and failed software projects are described. This paper also investigates techniques that have been developed to increase software project success rate and decrease probable failures.

scholarly journals The Collaborative Effect of Sustainable Project Management (SPM) and Benefits Management (BM) on Project Success: with the Influencing Force of Project Governance

2020 ◽  
Vol 5 (6) ◽  
Author(s):  
Imran Khan ◽  
Muhammad Awais ◽  
Waqar Alam ◽  
Aftab Alam
Keyword(s):  
Project Management ◽  
Data Collection ◽  
Success Rate ◽  
Combine Effect ◽  
Research Study ◽  
Project Success ◽  
Construction Companies ◽  
Project Governance ◽  
Convenience Sampling ◽  
The Relationship

This research study investigates the relationship between sustainable project management (SPM) and benefits management (BM) on Project success (PS) with the influencing force of project governance (PG). The data was collected from the 207 employees and executive’s authorities of construction companies working in Pakistan. The convenience sampling was used for data collection. The results of the study show that SPM and BM has significant effect on PS. While the project governance (PG) is significantly influence the relationship. Moreover, another imperative discovery was made that the indirect combine effect of SPM and BM on PS is also significantly increased the project success rate.

scholarly journals Integrating knowledge management with project management for project success

2011 ◽  
Vol 1 (2) ◽  
pp. 8 ◽  
Author(s):  
Anthony Yeong ◽  
Thou Tin Lim
Keyword(s):  
Knowledge Management ◽  
Project Management ◽  
Success Rate ◽  
Management Practices ◽  
Project Success ◽  
Management Strategies ◽  
Integrated Model ◽  
Project Lifecycle

This paper aims to study the improvement of project success in organizations by integrating knowledge management strategies with project management practices in a typical project lifecycle.  According to the Standish Group’s Chaos Report for 2009, only 32% of all surveyed projects are considered to be successful and are delivered on time, on budget, with the required features and functions. This could be an indication that project management practitioners have not fully acquired and transferred knowledge learned from past projects to ensure a higher success rate for current and future projects.  Knowledge management is an emerging discipline and practice in organizations. This paper proposes an integrated model that combines knowledge management with project management to improve project success and thus contribute towards competitiveness and sustainability in organizations.  

scholarly journals Waterfall and Agile information system project success rates – A South African perspective

2020 ◽  
Vol 32 (1) ◽  
Author(s):  
Lucas Khoza ◽  
Carl Marnewick
Keyword(s):  
Information System ◽  
Success Rate ◽  
South African ◽  
Project Success ◽  
Success Rates ◽  
Software Projects ◽  
New Ways Of Working ◽  
African Perspective ◽  
System Project

Software projects are still failing at an alarming rate and do not provide value to the organisation at large. This has been the case for the last decade. Software projects use predominantly Waterfall as a methodology. This raises the question whether new ways of working can be introduced to improve the success rate. One such new way is Agile as an approach to developing software. A survey was done to determine whether Agile projects are more successful than Waterfall projects, thus contrasting the old and the new ways of working. Some 617 software projects were evaluated to determine the success rate based on the methodology used. Success was measured on a continuum of five levels and not just the triple constraint. The results imply that Agile projects are more successful than Waterfall projects to some extent, but that there are still concerns that need to be addressed.

1335: Is there an Inherent Ceiling on the Success Rate of Slings?

2007 ◽  
Vol 177 (4S) ◽  
pp. 440-440
Author(s):  
Kathleen C. Kobashi ◽  
Fred E. Govier ◽  
Tanya M. Nazemi
Keyword(s):  
Success Rate

24: Endopyelotomy for Ureteropelvic Junction Obstruction: What Success Rate can the Patient Expect?

2004 ◽  
Vol 171 (4S) ◽  
pp. 7-7
Author(s):  
Hansjoerg Danuser ◽  
Eduard Dobry ◽  
Fiona C. Burkhard ◽  
Werner W. Hochreiter ◽  
Urs E. Studer
Keyword(s):  
Success Rate ◽  
Ureteropelvic Junction Obstruction ◽  
Ureteropelvic Junction

Klinische Langzeitergebnisse der perkutanen transluminalen Angioplastie bei Patienten mit peripherer arterieller Verschlusskrankheit

VASA ◽  
2002 ◽  
Vol 31 (1) ◽  
pp. 36-42 ◽  
Author(s):  
. Bucek ◽  
Hudak ◽  
Schnürer ◽  
Ahmadi ◽  
Wolfram ◽  
...  
Keyword(s):  
Success Rate ◽  
Clinical Stage ◽  
Ankle Brachial Index ◽  
Clinical Situation ◽  
Clinical Results ◽  
Transluminal Angioplasty ◽  
Term Outcome ◽  
Long Term Outcome

Background: We investigated the long-term clinical results of percutaneous transluminal angioplasty (PTA) in patients with peripheral arterial occlusive disease (PAOD) and the influence of different parameters on the primary success rate, the rate of complications and the long-term outcome. Patients and methods: We reviewed clinical and hemodynamic follow-up data of 166 consecutive patients treated with PTA in 1987 in our department. Results: PTA improved the clinical situation in 79.4% of patients with iliac lesions and in 88.3% of patients with femoro-popliteal lesions. The clinical stage and ankle brachial index (ABI) post-interventional could be improved significantly (each P < 0,001), the same results were observed at the end of follow-up (each P < 0,001). Major complications occurred in 11 patients (6.6%). The rate of primary clinical long-term success for suprainguinal lesions was 55% and 38% after 5 and 10 years (femoro-popliteal 44% and 33%), respectively, the corresponding data for secondary clinical long-term success were 63% and 56% (60% and 55%). Older age (P = 0,017) and lower ABI pre-interventional (P = 0,019) significantly deteriorated primary clinical long-term success for suprainguinal lesions, while no factor could be identified influencing the outcome of femoro-popliteal lesions significantly. Conclusion: Besides an acceptable success rate with a low rate of severe complications, our results demonstrate favourable long-term clinical results of PTA in patients with PAOD.

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