Software product management – An industry evaluation

Product management is a key success factor for software products as it spans the entire life-cycle and thus ensures both a technical and business perspective. With its many interfaces to various business processes and stakeholders across the life-cycle, it is a primary driver for requirements engineering in its focus on value-orientation and consistency across releases. This article provides an overview on product management in software and IT. It summarizes experiences with introducing, improving and deploying the role of a product manager. In order to get a profound industry overview we performed a field study with interviews and concrete insight across fifteen different organizations world-wide on the role of the product manager and its success factors. As a technical solution we present four success factors identified from the research and show how they address the challenges we identified in practice. The novel part of this research and technical study is the industry survey and evaluation of resulting solution proposals. We found that with increasing institutionalization of a consistent and empowered product management role, the success rate of projects in terms of schedule predictability, quality and project duration improves.     

软件风险管理及优化控制

描述并分析了基于CMM的软件风险管理特点,给出一个软件风险优化控制模型及优化控制策略,并设计一个动态规划的软件风险优化控制算法.最后给出使用上述方法解决问题的一个例子.该文的研究为有效地管理和定量地控制软件风险,提高软件项目的成功率提供了有力支持,因而可广泛应用于基于CMM的软件项目风险管理.     

Managing uncertainty in software projects

Although it is impossible to predict problems that will occur in software projects, project managers can employ strategies that imbue their projects with greater resilience. Throughout a software project, a series of practices can be established to manage uncertainties. This paper proposes an approach to managing uncertainty in software projects. The approach seems to improve project performance and success. This work is based on the principles of evidence-based software engineering. We conduct an exploratory literature search and a systematic literature review. In addition, we carry out action research in a software development project. Semi-structured interviews were conducted to evaluate and improve this approach. Finally, we held a focus group to evaluate the final proposed approach. The exploratory review helped to characterise the difference between risk and uncertainty. The systematic literature review revealed five methods and 18 practices for reducing uncertainties. The action research applied some of these techniques and investigated whether they contributed to a better uncertainty management. In the semi-structured interviews, practical points of view were added to the approach. This work defines an approach to uncertainty management and describes strategies that allow team members to explicitly formalise and manage uncertainty in software projects.     

软件项目风险管理系统设计研究

本文采用B/S系统架构和Java框架进行设计开发,提出能够满足软件项目风险管理需求的软件系统设计,并将风险识别功能、风险分析功能、风险计划功能以及风险监控功能等集为一体进行设计,从而保证新系统本身应用的有效性与稳定性,达到减少项目开发的风险性、提高项目成功率的目的。     

An empirical study on the implementation and evaluation of a goal-driven software development risk management model

ContextBuilding a quality software product in the shortest possible time to satisfy the global market demand gives an enterprise a competitive advantage. However, uncertainties and risks exist at every stage of a software development project. These can have an extremely high influence on the success of the final software product. Early risk management practice is effective to manage such risks and contributes effectively towards the project success.ObjectiveDespite risk management approaches, a detailed guideline that explains where to integrate risk management activities into the project is still missing. Little effort has been directed towards the evaluation of the overall impact of a risk management method. We present a Goal-driven Software Development Risk Management Model (GSRM) and its explicit integration into the requirements engineering phase and an empirical investigation result of applying GSRM into a project.MethodWe combine the case study method with action research so that the results from the case study directly contribute to manage the studied project risks and to identify ways to improve the proposed methodology. The data is collected from multiple sources and analysed both in a qualitative and quantitative way.ResultsWhen risk factors are beyond the control of the project manager and project environment, it is difficult to control these risks. The project scope affects all the dimensions of risk. GSRM is a reasonable risk management method that can be employed in an industrial context. The study results have been compared against other study results in order to generalise findings and identify contextual factors.ConclusionA formal early stage risk management practice provides early warning related to the problems that exists in a project, and it contributes to the overall project success. It is not necessary to always consider budget and schedule constraints as top priority. There exist issues such as requirements, change management, and user satisfaction which can influence these constraints.     

浅析软件开发项目过程中的风险管理

软件项目开发中存在的各类风险会影响项目计划的实现,如果项目风险变成现实,就有可能影响项目的进度,增加项目的成本,甚至使软件项目不能实现。成功的项目管理一般都对项目风险进行了良好的管理。该文就软件开发项目过程中存在的风险进行分析,并比较了几种主流的风险管理模型,探讨如何对项目进行有效的风险管理,从而最大限度的减少风险的发生。     

A statistical analysis of the effects of Scrum and Kanban on software development projects

Traditionally, software development processes have relied on the use of the “Waterfall” and “Vee” models. Later, Agile methodologies were used to handle the challenges of managing complex projects during the development phase. Agile methodologies are a group of incremental and iterative methods that are more effective, and have been used in project management. Kanban and Scrum are two powerful Agile project management approaches in software development. The objective of Scrum and Kanban is achieved by optimizing the development process by identifying the tasks, managing time more effectively, and setting-up teams. A review of the literature reveals that there is a lack of statistical evidence to conclude which methodology is more effective in dealing with the traditional project management factors of budget handling, risk control, quality of the project, available resources, having clear project scope, and schedule handling. This research statistically compares the effectiveness of the Scrum and Kanban methods in terms of their effects on the project management factors for software development projects. Numerical analysis is performed based on survey responses from those with experience in the Scrum and Kanban methods. Results suggest that both Scrum and Kanban lead to the development of successful projects, and that the Kanban method can be better than the Scrum method in terms of managing project schedule.     

A model of information systems development project performance

abstract. Performance in information systems development (ISD) projects can be critical to business success. But, while project performance has been the subject of much debate, there has been little empirical research into its determinants. A survey of IS projects in the UK and New Zealand is analysed to test hypotheses concerning performance in terms of both project completion and budget (time-cost) variances. Subsequently, a secondary analysis of the findings is used to build a more complete empirical model of project performance. The paper helps to develop the theory of IS development project performance and also has significant implications for practice. Discussion of the findings highlights the importance of project team dynamics, risk management, senior management support for strategic projects and user participation in ensuring successful IS project performance.     

Undersizing software systems: third versus fourth generation software development

A critical component of information systems (IS) project management is completing projects on time; however, most software development efforts have completion time overruns. This study examines the prior research in IS project management for assessing the completion time for new software development projects and discusses a project management phenomenon where the expected time for project completion is undersized. At one firm two groups of software development projects are examined: (1) Cobol projects (third generation) and (2) Natural (fourth generation). It was found that both the Cobol and Natural projects experienced similar overruns. Undersizing is posited as the explanation.     

Prioritizing and Assessing Software Project Success Factors and Project Characteristics using Subjective Data

This paper presents a method for analyzing the impact software project factors have on project success as defined by project success factors that have been prioritized. It is relatively easy to collect measures of project attributes subjectively (i.e., based on expert judgment). Often Likert scales are used for that purpose. It is much harder to identify whether and how a large number of such ranked project factors influence project success, and to prioritize their influence on project success. At the same time, it is desirable to use the knowledge of project personnel effectively. Given a prioritization of project goals, it is shown how some key project characteristics can be related to project success. The method is applied in a case study consisting of 46 projects. For each project, six success factors and 27 project attributes were measured. Successful projects show common characteristics. Using this knowledge can lead to better control and software project management and to an increased likelihood of project success.     

软件项目风险管理的研究

Under the background of information age, the demand of enterprises and individuals for software and related equip- ment is increasing. The software and its affiliated projects have a lot of complexity and uncertainty in the development process. Therefore, risk management for software projects is crucial. This paper firstly expounds the importance of software project risk man- agement, then analyzes the software project risk identification, evaluation and specific countermeasures.     

A defined process for project post mortem review

Most of us pay lip service to the need for software project post mortems, but the literature offers little guidance on how to conduct them. The authors propose a tentative, standard process for conducting post mortem reviews and describe activities, roles, and artifacts of the process. The success of the post mortem-or of any learning process-demands a context that makes organizational learning possible. Management must make an honest and sincere commitment to establish this context. This commitment should take the form of a public resolution to implement risk management on subsequent projects and to make all post mortem findings input to that risk management effort. After all, lessons learned the hard way on past projects are, if nothing else, risks for future projects. Participants are empowered when they know that each issue raised during the post mortem process must be added to the risk database and evaluated methodically on each subsequent project     

Integrating agile software development into stage-gate managed product development

Agile methods have evolved as a bottom-up approach to software development. However, as the software in embedded products is only one part of development projects, agile methods must coexist with project management models typically of the stage-gate type. This paper presents a qualitative case study of two large independent software system projects that have used eXtreme Programming (XP) for software development within contexts of stage-gate project management models. The study is comprised of open ended interviews with managers as well as practitioners, followed by a structured, fully traceable, qualitative analysis. We conclude that it is possible to integrate XP in a gate model context. Key issues for success are the interfaces towards the agile subproject and management attitudes towards the agile approach. Editor: Marvin Zelkowitz     

Developing a knowledge-based perspective on coordination: The case of global software projects

We have attempted to bring together two areas which are challenging for both IS research and practice: forms of coordination and management of knowledge in the context of global, virtual software development projects. We developed a more comprehensive, knowledge-based model of how coordination can be achieved, and\illustrated the heuristic and explanatory power of the model when applied to global software projects experiencing different degrees of success. We first reviewed the literature on coordination and determined what is known about coordination of knowledge in global software projects. From this we developed a new, distinctive knowledge-based model of coordination, which was then employed to analyze two case studies of global software projects, at SAP and Baan, to illustrate the utility of the model.     

Electronic communication systems effects on the success of construction projects in United Arab Emirates

This research investigates the use of modern electronic communication management systems, and how these systems affect the success of construction projects in the United Arab Emirates (UAE). The research starts with a literature survey, and a brief background on how the communication mechanism works; how using these systems influence relationships amongst the project stakeholders, and consequently the projects success. Two case studies are introduced, followed by an analysis of results and conclusions.The first case study, based on action research, employs interactive tools to collect the evidence, including interviews, surveys, document review, and feedback on progress. The study uses success criteria from construction projects in the UAE, previously identified by the authors. This case study has revealed an organisational transformation trend, from functional, towards matrix and project structures. These types of change are taking place after the implementation of project electronic communication management systems into the client organisation, and are enhancing chances of project success.The second case study takes into consideration the co-existence of the new modern project electronic communication systems with the other traditional communication media. It has been shown that such an arrangement works both for the strategic benefit of the projects, and the projects stakeholders.In the areas of improvements to schedule and project control, the current research results are in agreement with pertinent published literature and research findings. However, the benefits for quality control during the design and construction phases of the project, in addition to potential improvements in the health safety and environment (HSE), remain debatable.     

软件项目风险管理研究综述

近年来,软件项目风险管理作为新兴的管理理论,得到了国内外大批学者的青睐,并取得了一定的研究成果。首先回顾了软件行业及软件项目风险管理的发展历程,对软件项目风险的基本概念以及重要的软件项目风险管理理论和方法进行了介绍。然后综述了国内外学者近30年来在该领域取得的研究成果,总结出软件项目风险管理的三大研究趋势。并在此基础上提出了未来重点研究方向。     

Performance on agile teams: Relating iteration objectives and critical decisions to project management success factors

ContextWhile project management success factors have long been established via the golden triangle, little is known about how project iteration objectives and critical decisions relate to these success factors. It seems logical that teams’ iteration objectives would reflect project management success factors, but this may not always be the case. If not, how are teams’ objectives for iterations differing from the golden triangle of project management success factors?ObjectiveThis study identifies iteration objectives and the critical decisions that relate to the golden triangle of project management success factors in agile software development teams working in two-week iterations.MethodThe author conducted semi-structured interviews with members across three different agile software development teams using a hybrid of XP and Scrum agile methodologies. Iteration Planning and Retrospective meetings were also observed. Interview data was transcribed, coded and reviewed by the researcher and two independently trained research assistants. Data analysis involved organizing the data to identify iteration objectives and critical decisions to identify whether they relate to project management success factors.ResultsAgile teams discussed four categories of iteration objectives: Functionality, Schedule, Quality and Team Satisfaction. Two of these objectives map directly to two aspects of the golden triangle: schedule and quality. The agile teams’ critical decisions were also examined to understand the types of decisions the teams would have made differently to ensure success, which resulted in four categories of such decisions: Quality, Dividing Work, Iteration Amendments and Team Satisfaction.ConclusionThis research has contributed to the software development and project management literature by examining iteration objectives on agile teams and how they relate to the golden triangle of project management success factors to see whether these teams incorporate the golden triangle factors in their objectives and whether they include additional objectives in their iterations. What’s more, this research identified four critical decisions related to the golden triangle. These findings provide important insight to the continuing effort to better assess project management success, particularly for agile teams.     

Knowledge Management Models within Information Technology Projects

The purpose of this study is to address the use of knowledge management (KM) in project management (PM) to improve the success of IT projects in achieving organizational goals. The conceptual framework included the project knowledge management (PKM) model, which helped identify the knowledge sharing in IT software projects for a local insurance company in Baltimore, Maryland. Interview data were collected from 26 IT project stakeholders. The analysis revealed four themes of managing knowledge in the requirement process, code development process, testing process, and the helpdesk process for the success of the IT project. Each of the four processes used different KM repositories and face-to-face tools.     

How experienced project managers assess risk

Software development projects, given their diverse and abstract nature, offer unique challenges and risks. Although a substantial body of literature has been written to address project risk management, my experience in the field led me to question whether this literature accurately mirrors the concerns of real-world project managers. To confirm my suspicions, I surveyed 14 experienced application systems developers, all located in Ireland. All survey participants manage custom-built, software-intensive application development projects that originate from external clients. The survey focused on three major areas: (1) Which characteristics of the customer, the application, and so on, do experienced software project managers consider important when planning new development projects for new, external clients? (2) How do these characteristics relate to accepted software project risk drivers? (3) Do most project managers characterize new projects in generally the same way, or do different project managers use different perceptual lenses when viewing new projects? This survey of a homogenous group of project managers revealed a surprising diversity of risk management concerns     

The optimization of success probability for software projects using genetic algorithms

The software development process is usually affected by many risk factors that may cause the loss of control and failure, thus which need to be identified and mitigated by project managers. Software development companies are currently improving their process by adopting internationally accepted practices, with the aim of avoiding risks and demonstrating the quality of their work.This paper aims to develop a method to identify which risk factors are more influential in determining project outcome. This method must also propose a cost effective investment of project resources to improve the probability of project success.To achieve these aims, we use the probability of success relative to cost to calculate the efficiency of the probable project outcome. The definition of efficiency used in this paper was proposed by researchers in the field of education. We then use this efficiency as the fitness function in an optimization technique based on genetic algorithms. This method maximizes the success probability output of a prediction model relative to cost.The optimization method was tested with several software risk prediction models that have been developed based on the literature and using data from a survey which collected information from in-house and outsourced software development projects in the Chilean software industry. These models predict the probability of success of a project based on the activities undertaken by the project manager and development team. The results show that the proposed method is very useful to identify those activities needing greater allocation of resources, and which of these will have a higher impact on the projects success probability.Therefore using the measure of efficiency has allowed a modular approach to identify those activities in software development on which to focus the project's limited resources to improve its probability of success. The genetic algorithm and the measure of efficiency presented in this paper permit model independence, in both prediction of success and cost evaluation.