Challenge of Millennials in Project Management

2020 ◽  
pp. 255-282
Author(s):  
Nihan Yıldırım ◽  
Yeliz Korkmaz
Keyword(s):  
Project Management ◽  
Software Development ◽  
Generation Y ◽  
Software Industry ◽  
Development Project ◽  
Working Environment ◽  
Project Teams ◽  
Motivation Factors ◽  
Software Companies ◽  
Software Professionals

The need for understanding Generation Y employees' attitudes and expectations that considerably differed from previous generations had been a focus of researchers in the last decades. IT industry and specifically software industry had been among the most popular employment areas of Generation Y professionals and hence Generation Y Software Developers constitutes the majority of the work force in the software industry. As known, software development is a project-based business where the project management methodologies and principles are utilized. Similar to other project based works, the effectiveness of human resources management and team development is the determinant of project success in software development. Therefore, to effectively manage and to adapt appropriate approaches for leading the project teams which include Generation Y software professionals, managers and leaders prior in need to understand their perspective. In this context, research aims to understand the expectations and attitudes of Generation Y Software Developer professionals in projects. The research is structured in two parts reflecting these dual aims. The first part of the research addresses the expectations of Y generation employees from project management and project environment in software development projects. The second part of the research explores the attitudes of Y generation Employees in software development project teams. Survey is conducted with the participation of 113 Generation Y Software Professionals who are employed in major software companies in Turkey. Basic concepts that are explored in the study are expectations from working environment, expectations from project type and content, leadership, motivation factors, challenges faced, perceptions on generation conflicts and the attitudes of Generation Y professionals towards project-based work and work environments. Software industry is dominated by project based management methods, perceptions and attitudes of Generation Y in projects are expected to provide practical guidelines to policy makers and HR professionals in developing solutions and tools for improving motivations and effectiveness of Generation Y employees.

Challenge of Millennials in Project Management

2017 ◽  
Vol 8 (2) ◽  
pp. 87-108 ◽  
Author(s):  
Nihan Yıldırım ◽  
Yeliz Korkmaz
Keyword(s):  
Project Management ◽  
Software Development ◽  
Generation Y ◽  
Software Industry ◽  
Human Resources Management ◽  
Work Force ◽  
Development Project ◽  
Working Environment ◽  
Project Teams ◽  
Software Professionals

The need for understanding Generation Y employees' attitudes and expectations that considerably differed from previous generations had been a focus of researchers in the last decades. IT industry and specifically software industry had been among the most popular employment areas of Generation Y professionals and hence Generation Y Software Developers constitutes the majority of the work force in the software industry. As known, software development is a project-based business where the project management methodologies and principles are utilized. Similar to other project based works, the effectiveness of human resources management and team development is the determinant of project success in software development. Therefore, to effectively manage and to adapt appropriate approaches for leading the project teams which include Generation Y software professionals, managers and leaders prior in need to understand their perspective. In this context, research aims to understand the expectations and attitudes of Generation Y Software Developer professionals in projects. The research is structured in two parts reflecting these dual aims. The first part of the research addresses the expectations of Y generation employees from project management and project environment in software development projects. The second part of the research explores the attitudes of Y generation Employees in software development project teams. Survey is conducted with the participation of 113 Generation Y Software Professionals who are employed in major software companies in Turkey. Basic concepts that are explored in the study are expectations from working environment, expectations from project type and content, leadership, motivation factors, challenges faced, perceptions on generation conflicts and the attitudes of Generation Y professionals towards project-based work and work environments. Software industry is dominated by project based management methods, perceptions and attitudes of Generation Y in projects are expected to provide practical guidelines to policy makers and HR professionals in developing solutions and tools for improving motivations and effectiveness of Generation Y employees.

Using Management Methods from the Software Development Industry to Manage Classroom-Based Research

2011 ◽  
Vol 13 (4) ◽  
pp. 38-46
Author(s):  
Edd Schneider
Keyword(s):  
Project Management ◽  
Software Development ◽  
Research And Development ◽  
Software Industry ◽  
Agile Software Development ◽  
Development Project ◽  
Group Management ◽  
Conducting Research ◽  
Management Approaches ◽  
Agile Software

This case details a classroom-based research and development project facilitated with management approaches adapted from the software industry to the classroom, specifically a combination of the methods generally known as ‘Scrum’ and ‘Agile’. Scrum Management and Agile Software Development were developed in response to the difficulties of project management in the constantly changing world of technology. The on-going project takes a classroom of students and has them design and conduct research based on software tools they develop. An emphasis of the project is conducting research that involves all class members and makes students think critically about group management.

Using Management Methods from the Software Development Industry to Manage Classroom-Based Research

2013 ◽  
pp. 373-385
Author(s):  
Edd Schneider
Keyword(s):  
Project Management ◽  
Software Development ◽  
Research And Development ◽  
Software Industry ◽  
Agile Software Development ◽  
Development Project ◽  
Group Management ◽  
Conducting Research ◽  
Management Approaches ◽  
Agile Software

This case details a classroom-based research and development project facilitated with management approaches adapted from the software industry to the classroom, specifically a combination of the methods generally known as ‘Scrum’ and ‘Agile’. Scrum Management and Agile Software Development were developed in response to the difficulties of project management in the constantly changing world of technology. The on-going project takes a classroom of students and has them design and conduct research based on software tools they develop. An emphasis of the project is conducting research that involves all class members and makes students think critically about group management.

Managing Software Projects with Team Software Process (TSP)

2013 ◽  
pp. 84-117
Author(s):  
Salmiza Saul Hamid ◽  
Mohd Hairul Nizam Md Nasir ◽  
Shamsul Sahibuddin ◽  
Mustaffa Kamal Mohd Nor
Keyword(s):  
Project Management ◽  
Software Development ◽  
Management Practices ◽  
Software Process ◽  
Development Project ◽  
Software Projects ◽  
Engineering Teams ◽  
Software Development Project ◽  
Software Failure ◽  
Team Software Process

Despite the widespread use of sound project management practices and process improvement models over the last several years, the failure of software projects remains a challenge to organisations. As part of the attempt to address software industry challenges, several models, frameworks, and methods have been developed that are intended to improve software processes to produce quality software on time, under budget, and in accordance with previously stipulated functionalities. One of the most widely practised methods is the Team Software Process (TSP). The TSP was designed to provide an operational framework for establishing an effective team environment and guiding engineering teams in their work. This chapter provides an overview of the TSP and its associated structures and processes. It also highlights how the TSP operational framework can assist project manager and software development team to deliver successful projects by controlling and minimizing the most common software failure factors. Comparative analysis between the TSP and conventional project management has also been presented. Additionally, the results of TSP implementation in industrial settings are highlighted with particular reference to scheduling, quality, and productivity. The last section indicates additional advantages of TSP and comments on the future of TSP in the global software development project.

Measuring Software Development Project Performance

2019 ◽  
pp. 315-345
Author(s):  
Nihan Yildirim ◽  
Semih Ersöz ◽  
Bilal Altun
Keyword(s):  
Data Collection ◽  
Software Development ◽  
Measurement Model ◽  
Development Project ◽  
Agile Development ◽  
High Tech ◽  
Software Development Project ◽  
Software Companies ◽  
Expert Opinions ◽  
Development Processes

Adopting agile methodologies to software development processes helps software companies to sustain their growth through efficiency for long term. In the digital transformation era, Industry 4.0 as part of High-Tech Strategy 2020 for Germany involves agile principles and brings the latest technological trends in production process. The purpose of this chapter is to design a proper agile project management performance measurement model for start-up software companies. First, all key performance indicators related to agile development in the literature have been listed. Then KPIs that are provided from literature review with content analysis have been reviewed and categorized by expert opinions that were collected through in-depth interviews. Seven strategic KPIs and their data collection systems are defined and designed. Lastly, process and data collection improvements are recommended in order to sustain agile development measurement model.

An Experiential Case Study in IT Project Management Planning

2011 ◽  
pp. 1-21
Author(s):  
Charles K. Davis
Keyword(s):  
Project Management ◽  
Software Development ◽  
Role Playing ◽  
Development Project ◽  
Organizational Setting ◽  
Management Planning ◽  
Software Development Project ◽  
Information Technology Project ◽  
Key Issues ◽  
Information Technology Project Management

The case covers key issues in information technology project management. It deals with developing a full set of project plans, including milestones, tasks, schedules, staffing, deliverables, and projected costs, for a complex software development project (Gido & Clements, 2003; Kerzner, 2003; Schwalbe, 2002). The essence of this case is the analyzing of a specific organizational setting with critical software needs and the developing of the needed plans. As in many similar situations, this organization is relatively complex, and the situation is not entirely clear. By reviewing the facts of the case, collecting outside information, conducting role playing interviews, analyzing requirements, and estimating schedules and costs, one can collect the information needed to develop baseline project plans for the software development envisioned in this case.

Bounded becoming: insights from understanding projects in situation

2012 ◽  
Vol 5 (3) ◽  
pp. 345-363 ◽  
Author(s):  
Viviane Sergi
Keyword(s):  
Project Management ◽  
Software Development ◽  
Design Methodology ◽  
Development Project ◽  
Process Ontology ◽  
Content Type ◽  
Software Development Project ◽  
Specific Practice ◽  
The Moment ◽  
Over Time

PurposeThe purpose of this paper is to suggest a situated conception of projects, in order develop finer understanding of how these endeavors emerge and unfold over time. The author proposes that these understandings should be rooted in a process ontology, conceive action as situated and focus on actual practices as they are performed by all project actors. Taken together, these dimensions can renew how one views and approaches projects and their management.Design/methodology/approachThe paper is illustrated with examples taken out of a study of a software development project, conducted in the ethnographic tradition.FindingsThe examples expose how a specific practice, planning, was accomplished differently depending on the moment and was affected by different circumstances and constraints. The paper also discusses how preferring a processual worldview is especially befitting projects. As endeavors instigated to create or to make something happen, projects are perpetually changing and in movement; it is therefore relevant that their conceptualization takes fully into consideration their intimate nature.Originality/valueThe originality and value of the paper lie in the combination of perspectives, which can be both useful in theorizing projects differently, and in enhancing practitioners' reflexivity. This combination, it is argued, can address a wide array of issues in the context of projects, can favor localized reflection on project management prescriptions and tools, and can help practitioners to sharpen their sensitivity to their own practice.

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