Measurement of Software Project Management Effectiveness

International Journal of Science and Research (IJSR), 2021

The software industry's competitive nature makes it natural that software managers and developers face several crucial decisions in managing the software project. These decisions are taken to enhance processes maturity and product quality with improved planning accuracy and monitoring control. In this study, the factors determining the growth of software project management were analyzed. This study used an online survey to collect the necessary data relating to the development, classification, consideration, priority setting, and preparation in software projects. It was observed that team incapability, time constraint, limited testing criteria, customer's inability to understand quality specifications, Budget limitation, limited ability to handle quality requirements, and lack of customer involvement are the major constraints in software project development. The analysis indicates that quality criteria, performance, security, usability, team capability, and customer involvement gained more consideration in the context of software development. Finally, it was recommended that project managers and developers should learn how essential it is to delegate specific roles to avoid difficulties resulting from a lack of clear accountability for the required specifications in the production of software.

Recent surveys indicate that software projects have still high failure rates. In order to increase the odds of success, we have to identify the challenges and determine the causes. Management issues, rather than technological issues, are mostly the causes of these failures. We identified 17 possible areas in which the projects may have been challenged. In this study, we present our findings based on a survey on challenges of management of software projects. We conducted the survey in 2007 among 78 software practitioners regarding their last projects. The participants are from different geographical regions of the world.

International Journal of System Assurance Engineering and Management, 2012

Metrics definition and analysis method selection is often not accorded due importance. Metrics and analysis methods are routinely selected to satisfy requirements of software process improvement frameworks such as CMMI. Considerable time and effort is spent in collecting metrics and analyzing them without realizing the benefits of the measurement and analysis effort. This may be attributed to inadequate understanding of the link between the selected metrics and the underlying processes. The inappropriate selection of analysis method may also be due to lack of understanding about the desired monitoring and control actions. This paper discusses the benefits of choosing appropriate metrics and analysis method based on observations in several organizations. It also discusses the pitfalls of choosing wrong metrics.

Every project - whatever the application field - should be managed taking into account at least four dimensions: Time, Cost, Quality and Risk. To manage these dimensions, a key tool for a Project Manager is to increase project visibility, defined as the amount of information about the project associated with its probability of occurrence. This paper uses the "iceberg" metaphor to introduce the ICEBERG (Improvement after Control and Evaluation-BasEd Rules and Guidelines) approach that can help Project Managers through the use of standard (de jure and de facto) ICT methods and techniques. This approach focuses not only on the management, and measurement, of resources, process and product, but also of the project and the organization itself. A list of candidate measures related to these 5 entities is suggested for a comprehensive software measurement plan in order to reduce project risk.

Crosstalk, 2004

An analysis of approximately 250 large software projects between 1995 and 2004 shows an interesting pattern. When com-paring large projects that successfully achieved their cost and schedule estimates against those that ran late, were over budget, or were ...

Communications of The Ais, 1999

As businesses become more dependent on information technology for their operations, IS managers are under increasing pressure to deliver quality applications software on time and within budget. Thus, in addition to their technical skills, they must master the necessary management skills to lead and control software development projects.

Procedia Technology, 2013

Project management in software development has shown high rates of failure since the beginning of computation. Over the last years, several studies have sought and proposed solutions for this problem by focusing, for instance, on success critical aspects and evaluation criteria. Although these efforts have provided a significant evolution in how the work is done, project management success rates are in fact still well below the desirable values. This paper presents a work-in-progress based on an integrated approach to project management success and proposes a model that considers jointly the set of success influencers, project characteristics and evaluation criteria of success, from the initiation of a project until its closure.

2016

This paper describes an in depth analysis of successful and unsuccessful software Projects and the Role of Software Project Mangers in that success. One of the main reason in software project success is manager. Software houses are investing too much in this regard but the average ratio of software project failure is on the high side. Project managers experience, technical knowledge, and skills are not good enough for success in general. In this paper we have conducted a survey related to the approached used by different project managers, their methods and techniques, and the success ratio of their projects, and the steps they took during their projects. We will explore the core reasons of software project success and then will suggest key steps to be taken by the software project managers to deliver a successful software project.

2004

Currently software projects are considered by some as being no different from traditional engineering projects. Software project management methodologies are developed with a generic concept in mind as is the case with Prince2 and PMBOK. Although these methodologies have a wider scope, there are certain specificities tightly bound to software projects that warrant the need for, in particular, project management methodologies that focus on the development of software projects. This paper presents these specificities in terms of strengths and weaknesses of software projects in contrast to traditional engineering projects. These strengths are factors to be considered seriously and advantage should be taken of them in the management of software projects. We speculate that these strengths may indeed present a plausible framework for the future analysis of different software project management methodologies. At the same time, project managers ought to be cautious about the weaknesses inhe...

Blockchain, Artificial Intelligence, and the Internet of Things, 2021

Information and Software Technology, 2000

2014

Generation Production of successful software project is one of the prime considerations of software industry. Engineering high quality software products is further influenced by several factors such as budget, schedule, resource constraints etc. A project manager is responsible for estimation and allocation of these resources in a project. Hence, role of project manager has a vital influence on success of the project. This research comprises of an empirical study of several projects developed in a product and service based CMMI Level 5 Software Company. The investigation result shows a significant impact of aforementioned factors on the success of software and on the company. The analysis further indicates the vital role of project managers in optimizing the resource allocation towards development of software. This paper brings in impact analysis of efficiency of project manager in effectively allocating resources such as time, cost, number of developers etc. An awareness of efficiency level of project manager in optimal allocation of resources enables one to realize the desired level of quality.

This is one of a series of subject guides published by the University. We regret that due to pressure of work the authors are unable to enter into any correspondence relating to, or arising from, the guide. If you have any comments on this subject guide, favourable or unfavourable, please use the form at the back of this guide.

2014

Developed software for project management rely heavily on collecting metrics to provide the progress feedback necessary to allow control of the project. However, interpretation of this data is very difficult and sometimes cumbersome. This paper addressed the need of a software implementation progress model that is needed to help interpret the accumulated data. Certain criteria are set for design of a proposed implementation progress model. Some findings from the studied projects from other researchers suggest the model is consistent with the observed behaviour. In addition to quantitative validity, the model is shown to provide meaningful interpretation of collected metric data by embedding certain quality function.

IEEE Software, 2015