scholarly journals A study of the impact of requirements volatility on software project performance

2003 ◽  
Author(s):  
D. Zowghi ◽  
N. Nurmuliani
Keyword(s):  
Project Performance ◽  
Software Project ◽  
Requirements Volatility ◽  
Software Project Performance ◽  
The Impact

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.

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.

scholarly journals A Multistep Approach for Managing the Risks of Software Requirements Volatility

2016 ◽  
Vol 9 (1) ◽  
pp. 101
Author(s):  
Nedhal A. Al-Saiyd
Keyword(s):  
Software Requirements ◽  
Software Project ◽  
Font Size ◽  
Software Usability ◽  
Proposed Model ◽  
Requirements Volatility ◽  
And Control ◽  
Requirement Changes ◽  
The Impact

<p><span style="font-size: 10.5pt; font-family: 'Times New Roman','serif'; mso-bidi-font-size: 12.0pt; mso-fareast-font-family: 宋体; mso-font-kerning: 1.0pt; mso-ansi-language: EN-US; mso-fareast-language: ZH-CN; mso-bidi-language: AR-SA;" lang="EN-US">Software is changed continuously in order to respond to different users and business needs. Requirements are changed dynamically to improve software usability and increase its value, but requirement volatility sometimes cause failures for many projects because of inadequate understanding of the changing causes and the consequences of these changes. This research highlights the importance of managing requirement changes, classify them, and control the impact risks of requirement volatility on software project. The proposed model is designed based on software requirements risks factors and how to reduce their impacts. Generally, requirements changing is considered as a difficult, costly and time-consumed task, and consequently it is too important to study the inter-relationships between the changes and their impacts on the other phases of software system. The good understanding of the changing causes and their consequences can improve and support requirements management process and also lead successfully to the predicted goals of changes. The high quality of the requirements influences the success of a software project during software development and maintenance processes.</span></p>

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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