Fusion of Fuzzy Multi-Criteria Decision Making Approaches for Discriminating Risk with Relate to Software Project Performance

2021 ◽  
pp. 346-373
Author(s):  
Arun Kumar Sangaiah ◽  
Vipul Jain
Keyword(s):  
Decision Making ◽  
Project Performance ◽  
Software Project ◽  
Multi Criteria Decision Making ◽  
Assessment Framework ◽  
Planning And Control ◽  
Project Complexity ◽  
Software Project Performance ◽  
And Performance ◽  
And Control

The prediction and estimation software risks ahead have been key predictor for evaluating project performance. Discriminating risk is vital in software project management phase, where risk and performance has been closely inter-related to each other. This chapter aims at hybridization of fuzzy multi-criteria decision making approaches for building an assessment framework that can be used to evaluate risk in the context of software project performance in following dimensions: 1) user, 2) requirements, 3) project complexity, 4) planning and control, 5) team, and 6) organizational environment. For measuring the risk for effectiveness of project performance, we have integrated Fuzzy Multi-Criteria Decision Making (FMCDM) and Fuzzy Technique for Order of Preference by Similarity to Ideal Solution (TOPSIS) approaches. Moreover the fusion of FMCDM and TOPSIS has not been adequately investigated in the exiting studies.

Fusion of Fuzzy Multi-Criteria Decision Making Approaches for Discriminating Risk with Relate to Software Project Performance

2017 ◽  
pp. 38-64
Author(s):  
Arun Kumar Sangaiah ◽  
Vipul Jain
Keyword(s):  
Decision Making ◽  
Project Performance ◽  
Software Project ◽  
Multi Criteria Decision Making ◽  
Assessment Framework ◽  
Planning And Control ◽  
Project Complexity ◽  
Software Project Performance ◽  
And Performance ◽  
And Control

The prediction and estimation software risks ahead have been key predictor for evaluating project performance. Discriminating risk is vital in software project management phase, where risk and performance has been closely inter-related to each other. This chapter aims at hybridization of fuzzy multi-criteria decision making approaches for building an assessment framework that can be used to evaluate risk in the context of software project performance in following dimensions: 1) user, 2) requirements, 3) project complexity, 4) planning and control, 5) team, and 6) organizational environment. For measuring the risk for effectiveness of project performance, we have integrated Fuzzy Multi-Criteria Decision Making (FMCDM) and Fuzzy Technique for Order of Preference by Similarity to Ideal Solution (TOPSIS) approaches. Moreover the fusion of FMCDM and TOPSIS has not been adequately investigated in the exiting studies.

scholarly journals Socio-Organo Complexity, Project Schedule Performance and Underdamped Transient Motion

2020 ◽  
Vol 9 (4) ◽  
pp. 1-15
Author(s):  
Dimitris N. Antoniadis
Keyword(s):  
Project Management ◽  
Control Systems ◽  
Project Performance ◽  
Project Schedule ◽  
Management Processes ◽  
Project Complexity ◽  
And Performance ◽  
And Control ◽  
Made In ◽  
Main Factor

Complexity is an inherent property of all systems and a result of interconnections. In projects various systems come together to deliver the required outcome(s). The most common type of project complexity mentioned / considered in practice is the technical complexity and this has always been considered a main factor which affects project performance. Despite that, projects are delivered by people who interface ontinuously and therefore are effected by complexity, and in particular that caused by socio-organo interfaces and the boundaries between the various teams and parties. This has not been investigated. ocio-organo complexity leads to reduction in performance if interconnections are not managed. Research has been carried out to understand the effects of complexity through project management processes on project schedule and performance, aiming towards the development of a tool and identification of actions that will enable the management of these effects. The author presents results of five case studies, which demonstrate that socio-organo complexity affects performance and these results have similarities with the behaviour of underdamped control systems. The results have significant implications on the way socioorganisational complexity can be managed, how processes are implemented, but also enable parallels to be drawn between the fields of project management and control systems. Considering control systems theory proposals are made in this paper for actions to be taken which will contribute towards the management of the effects of socio-organo complexity on projects.

A New Approach for Reinforcement of Project DEMATEL-FMCDM-TODIM Fuzzy Approach

2018 ◽  
pp. 234-243
Author(s):  
Rajshree Srivastava ◽  
Shiv Kumar Verma ◽  
Vikas Thukral
Keyword(s):  
Decision Making ◽  
Vital Role ◽  
Fuzzy Decision Making ◽  
Software Project ◽  
Assessment Framework ◽  
Fuzzy Decision ◽  
Effective Work ◽  
Laboratory Trial ◽  
Software Risk ◽  
Software Lifecycle

This chapter describes how an effective work towards software project risk plays a vital role in determining the accomplishment of any project. In this chapter, the aim is to associate fuzzy criteria decision-making based on the approaches for the development of an assessment framework. This framework will be helpful in terms of identification and ranking the software risk according to its characteristics which will be helpful in decision-making of a software lifecycle. For the assessment for the risk of a project, there is an integration of fuzzy decision-making trial, evaluation laboratory trial and fuzzy multi-criteria decision. This new method proposed will be effective in terms of ranking and as well as to measure the software risk factors.

Lack of Skill Risks to Organizational Technology Learning and Software Project Performance

2009 ◽  
pp. 2247-2261
Author(s):  
James Jiang ◽  
Gary Klein ◽  
Phil Beck ◽  
Eric T.G. Wang
Keyword(s):  
Domain Knowledge ◽  
Development Process ◽  
System Development ◽  
Project Performance ◽  
Technology Skills ◽  
Software Project ◽  
Software Projects ◽  
Technology Learning ◽  
Software Project Performance ◽  
The Relationship

To improve the performance of software projects, a number of practices are encouraged that serve to control certain risks in the development process, including a lack of essential skills and knowledge related to the application domain and system development process. A potential mediating variable between the lack of skill risk and project performance is the ability of an organization to acquire the essential domain knowledge and technology skills through learning, specifically organizational technology learning. However, the same lack of knowledge that hinders good project performance may also inhibit learning. This study examines the relationship between information system personnel skills and domain knowledge, organizational technology learning, and software project performance with a sample of professional software developers. Indications are that the relationship between information systems (IS) personnel skills and project performance is partially mediated by organizational technology learning.

Linking manufacturing planning and control to the manufacturing environment

1995 ◽  
Vol 6 (4) ◽  
pp. 36-42 ◽  
Author(s):  
W. Rocky Newman ◽  
V. Sridharan
Keyword(s):  
Major Part ◽  
Clear Understanding ◽  
Manufacturing Planning ◽  
Planning And Control ◽  
Manufacturing Performance ◽  
Manufacturing Planning And Control ◽  
And Performance ◽  
And Control ◽  
The Relationship ◽  
Industry Trends

A manufacturing planning and control (MPC) system is a major part of the infrastructure used by a firm to enhance its competitive position. Although a clear understanding of the mechanics and benefits of alternative MPC systems exists, very little is known about the relationships between such systems, the strategic environment faced by the user‐firms, and their performance in achieving cost/competitive advantage. Historically, the choice of an MPC system appears to have been made based solely on available in‐house expertise, industry trends, or plain inertia. Reports a summary of the results of a survey conducted to explore empirically the relationship between the environmental characteristics faced by the manufacturing function and manufacturing performance of firms using alternative MPC systems. Presents the results of an analysis of the environment faced by best and worst performers using different MPC systems. The results indicate key linkages between the MPC systems, environment, and performance.

Effect of Honesty as an Ethical Value on Software Project Performance: A Grounded Theory Approach

2017 ◽  
Vol 23 (2) ◽  
pp. 92-105 ◽  
Author(s):  
Shradha Padhi ◽  
Sumita Mishra
Keyword(s):  
Grounded Theory ◽  
Project Management ◽  
Project Performance ◽  
Specific Reference ◽  
Software Project ◽  
Theory Approach ◽  
Ethical Challenges ◽  
Indian Culture ◽  
Ethical Decisions ◽  
Software Project Performance

For successful project outcomes to organizations and clients alike, project managers (PMs) need to make ethical decisions and yet balance the interests of all stakeholders involved. Hence, honest communication among project stakeholders is essential as a countermeasure to this paradox. Honesty is one of the core ethical values propagated by the Project Management Institute (PMI), USA. Our study aimed to gain an endogenous perspective on honesty vis-à-vis its reification by PMI in its effect on software project performance. Empirical data were collected through in-depth interviews from 83 Indian PMs in one of the prominent Indian software consulting organizations. Grounded theory was utilized to analyze the data obtained. Our results validate the importance of honesty on software project performance, the need for trust among stakeholders in maintaining honesty, importance of Indian culture in understanding honesty and ensuing ethical challenges faced by PMs. Our results bear implications to extant research on honesty in projects with specific reference to the Indian software context. They are important for PMI professionals as they provide a culture-specific perspective to honesty and the scope for ideation on how to inculcate and sustain honesty in project management in India.

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