METRIC BASED SOFTWARE PROJECT PERFORMANCE MONITORING MODEL

2016 ◽  
Vol 78 (12-3) ◽  
Author(s):  
Mariayee Doraisamy ◽  
Suhaimi Ibrahim ◽  
Mohd Naz’ri Mahrin
Keyword(s):  
Software Metrics ◽  
Performance Monitoring ◽  
Project Managers ◽  
Performance Criteria ◽  
Software Project ◽  
Monitoring And Control ◽  
Software Projects ◽  
Monitoring Model ◽  
Proposed Model ◽  
And Control

Successful implementation of software projects development is entirely depending upon successful monitoring and control mechanism. Software metrics can deliver the necessary information for monitoring and control the software projects development for its enhancement. However, the current software metrics does not widely address the performance criteria and related metrics for software project management. Largely, metrics are identified in the perspectives of software development only. Hence, the aim of this study is to formulate a Metric based Software Project Performance Monitoring Model which consists of performance criteria and metrics that involves in a software projects development. This model formulation is consists of five processes: metrics integration, metrics validation, metrics description, metrics categorization and metrics threshold.  The proposed model is a novel approach and adds significant of knowledge to the software engineering domain especially on software project monitoring and software measurement domain. Generally, this model will be a guideline for software project managers to monitor and control software projects particularly in public sector software projects. In order to demonstrate the applicability of this model, case study was conducted at various departments at Malaysian Public Sector. The results show that the proposed model is very useful for the project managers in monitoring and control software projects.

scholarly journals Impact of personnel factors on the recovery of delayed software projects: A system dynamics approach

2012 ◽  
Vol 9 (2) ◽  
pp. 627-652 ◽  
Author(s):  
Mostafa Farshchi ◽  
Yah Jusoh ◽  
Azmi Murad
Keyword(s):  
System Dynamics ◽  
Negative Impact ◽  
Project Managers ◽  
Communication Overhead ◽  
Software Project ◽  
Software Projects ◽  
New Members ◽  
Proposed Model ◽  
The Postponement ◽  
Assimilation Time

Delay in a software project may result in the loss of a market opportunity or the postponement of a dependent project. Therefore, software project managers take various steps to ensure that their project is completed on time, such as adding new members to the project team. However, adding new manpower to a delayed project may cause a negative impact on the team's productivity due to assimilation time, training overhead and communication overhead. Consequently, project managers have difficulty in making the decision on whether or not to add new members to the team. Thus, this research aims to examine whether a significant schedule improvement can be achieved with consideration of the new manpower's capabilities, skills and experience. A System Dynamics Model is proposed to simulate the behaviour of a project's progress when new members are added. The proposed model was evaluated through experiments using two types of case studies. The results of the experiments indicate that a significant schedule improvement of a late project can be achieved if people with certain levels of personnel factors are added to the project.

Software Project Costing

2012 ◽  
Vol 3 (4) ◽  
pp. 72-86 ◽  
Author(s):  
Liran Edelist ◽  
Roy Gelbard ◽  
Jeffrey Kantor
Keyword(s):  
Organizational Context ◽  
Project Managers ◽  
Software Project ◽  
Maturity Model ◽  
Software Projects ◽  
Capability Maturity ◽  
Body Of Knowledge ◽  
Organizational Perspective ◽  
Proposed Model ◽  
Software Engineers

This study puts forward a generic and comprehensive costing framework for software projects that aims for simplicity. This is achieved by integrating commonly used CMMI (Capability Maturity Model Integration) and PMBOK (Project Management Body of Knowledge) costing concepts in a broader organizational context. The costing framework comprises three layers: costing targets, costing activities, and policy evaluation. While the first two layers are derived from commonly used software engineering elements, the third integrates an organizational perspective through software engineers, project managers, accountants and top management. Employment of CMMI and PMBOK standards allows for easy adoption of the proposed model by organizations that are already relying on these standards.

Directed earned value management based on ordered fuzzy numbers

2021 ◽  
pp. 1-14
Author(s):  
Seyed Taha Hossein Mortaji ◽  
Siamak Noori ◽  
Morteza Bagherpour
Keyword(s):  
Fuzzy Numbers ◽  
Lower Cost ◽  
Project Managers ◽  
Value Management ◽  
Monitoring And Control ◽  
Earned Value ◽  
Earned Value Management ◽  
Project Monitoring ◽  
And Control

Earned value management is well-known as the most efficient method of project monitoring and control providing relatively reliable information about the project performance. However, this method requires accurate estimates of the progress of project activities, which are always associated with uncertainties that, if ignored or not addressed well, lead to incorrect results. To address this issue, the application of multi-valued logic, in particular fuzzy logic, in earned value management has recently attracted a lot of attention both in practice and research. This paper introduces directed earned value management (DEVM) in which ordered fuzzy numbers are used to express the so-called uncertainties as well as to capture more information about the trend of the project progress. To evaluate the performance of the proposed method, several numerical examples and a case study are presented. The results reveal that compared to the existing methods, DEVM has a lower computational complexity. Also, it doesn’t suffer from the overestimation effect and as a result, it has a higher ability to express project-specific dynamics. In sum, the proposed method allows project managers to make informed decisions that lead to taking preventive and corrective actions promptly and at a lower cost.

IoT based performance monitoring and control in counter flow double pipe heat exchanger

2019 ◽  
Vol 5 ◽  
pp. 34-40 ◽  
Author(s):  
M. Sridharan ◽  
R. Devi ◽  
C.S. Dharshini ◽  
M. Bhavadarani
Keyword(s):  
Heat Exchanger ◽  
Performance Monitoring ◽  
Monitoring And Control ◽  
Counter Flow ◽  
Double Pipe ◽  
And Control ◽  
Pipe Heat

Simple System Dynamics and Control System Project Models

2014 ◽  
pp. 113-133
Author(s):  
A. S. White
Keyword(s):  
Control System ◽  
Software Project ◽  
Software Projects ◽  
Initial State ◽  
Control Models ◽  
Non Linear ◽  
Dynamics And Control ◽  
Control System Model ◽  
System Project ◽  
And Control

This chapter examines the established Systems Dynamics (SD) methods applied to software projects in order to simplify them. These methods are highly non-linear and contain large numbers of variables and built-in decisions. A SIMULINK version of an SD model is used here and conclusions are made with respect to the initial main controlling factors, compared to a NASA project. Control System methods are used to evaluate the critical features of the SD models. The eigenvalues of the linearised system indicate that the important factors are the hiring delay time, the assimilation time, and the employment time. This illustrates how the initial state of the system is at best neutrally stable with control only being achieved with complex non-linear decisions. The purpose is to compare the simplest SD and control models available required for “good” simulation of project behaviour with the Abdel-Hamid software project model. These models give clues to the decision structures that are necessary for good agreement with reality. The final simplified model, with five states, is a good match for the prime states of the Abdel-Hamid model, the NASA data, and compares favourably to the Ruiz model. The linear control system model has a much simpler structure, with the same limitations. Both the simple SD and control models are more suited to preliminary estimates of project performance.

Towards Knowledge Evolution in Software Engineering

2012 ◽  
pp. 8-24
Author(s):  
Yves Wautelet ◽  
Christophe Schinckus ◽  
Manuel Kolp
Keyword(s):  
Software Engineering ◽  
Life Cycles ◽  
Project Managers ◽  
Software Project ◽  
Modeling Languages ◽  
Software Projects ◽  
Theoretical Frameworks ◽  
Knowledge Evolution ◽  
Iterative Development ◽  
Early Implementation

This article presents an epistemological reading of knowledge evolution in software engineering (SE) both within a software project and into SE theoretical frameworks principally modeling languages and software development life cycles (SDLC). The article envisages SE as an artificial science and notably points to the use of iterative development as a more adequate framework for the enterprise applications. Iterative development has become popular in SE since it allows a more efficient knowledge acquisition process especially in user intensive applications by continuous organizational modeling and requirements acquisition, early implementation and testing, modularity,… SE is by nature a human activity: analysts, designers, developers and other project managers confront their visions of the software system they are building with users’ requirements. The study of software projects’ actors and stakeholders using Simon’s bounded rationality points to the use of an iterative development life cycle. The later, indeed, allows to better apprehend their rationality. Popper’s knowledge growth principle could at first seem suited for the analysis of the knowledge evolution in the SE field. However, this epistemology is better adapted to purely hard sciences as physics than to SE which also takes roots in human activities and by the way in social sciences. Consequently, we will nuance the vision using Lakatosian epistemology notably using his falsification principle criticism on SE as an evolving science. Finally the authors will point to adaptive rationality for a lecture of SE theorists and researchers’ rationality.

Software Project Managers under the Team Software Process

2012 ◽  
pp. 115-126
Author(s):  
Marcos Ruano-Mayoral ◽  
Ricardo Colomo-Palacios ◽  
Ángel García-Crespo ◽  
Juan Miguel Gómez-Berbís
Keyword(s):  
Software Development ◽  
Software Process ◽  
Development Project ◽  
Project Managers ◽  
Project Manager ◽  
Software Project ◽  
Software Projects ◽  
Software Development Project ◽  
Team Software Process ◽  
Definition Of

Despite the clear relevance of the Information and Communications Technologies (ICT) market in world economics and the evident lack of success of software projects, organizations devote little effort to the development and maturity of the software project manager profession. This work analyzes the figure of project manager from the perspective of the Team Software Process (TSP), and it considers the required skills, attitudes and knowledge for a software development project. The basis for the study is the analysis of relevant references from the literature for their subsequent categorization into different competency concepts. The results of the analysis are compared with the contributions which the Guide to the SWEBOK® and the PMBOK® Guide models provide of the profiles of the project manager. The results indicate that the literature relating to the Team Software Process is focused on the definitions of skills and attitudes, and to a lesser extent on knowledge components. The lack of the definition of the components which comprise competency constitutes a challenge for software development organizations that use TSP, whose project managers should confront the task with full capacities, and without the help of established and recognized competencies. The current work attempts to establish the competencies for project managers identified in the literature, in the environment of the use of TSP for software development, using a study based on content analysis.

Towards Knowledge Evolution in Software Engineering

2010 ◽  
Vol 3 (1) ◽  
pp. 21-40
Author(s):  
Yves Wautelet ◽  
Christophe Schinckus ◽  
Manuel Kolp
Keyword(s):  
Software Engineering ◽  
Life Cycles ◽  
Project Managers ◽  
Software Project ◽  
Modeling Languages ◽  
Software Projects ◽  
Theoretical Frameworks ◽  
Knowledge Evolution ◽  
Iterative Development ◽  
Early Implementation

This article presents an epistemological reading of knowledge evolution in software engineering (SE) both within a software project and into SE theoretical frameworks principally modeling languages and software development life cycles (SDLC). The article envisages SE as an artificial science and notably points to the use of iterative development as a more adequate framework for the enterprise applications. Iterative development has become popular in SE since it allows a more efficient knowledge acquisition process especially in user intensive applications by continuous organizational modeling and requirements acquisition, early implementation and testing, modularity,… SE is by nature a human activity: analysts, designers, developers and other project managers confront their visions of the software system they are building with users’ requirements. The study of software projects’ actors and stakeholders using Simon’s bounded rationality points to the use of an iterative development life cycle. The later, indeed, allows to better apprehend their rationality. Popper’s knowledge growth principle could at first seem suited for the analysis of the knowledge evolution in the SE field. However, this epistemology is better adapted to purely hard sciences as physics than to SE which also takes roots in human activities and by the way in social sciences. Consequently, we will nuance the vision using Lakatosian epistemology notably using his falsification principle criticism on SE as an evolving science. Finally the authors will point to adaptive rationality for a lecture of SE theorists and researchers’ rationality.

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>

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