AUTONOME: A CENTRALIZED PLATFORM FOR COMPREHENSIVE PROJECT MANAGEMENT

Software Engineering encompasses a lot of processes of which writing of efficient codes for development of high quality and effective programs is one of them. Development of quality software is achieved through a well-articulated Software Development Life Cycle (SDLC) model. Delivery of software project within timeline and budget require thorough analysis from which these two pertinent questions must be answered such as what shall we do next and how long shall we continue to do it’? Therefore, the need for an appropriate SDLC model for a software project is of high significance. V-Model is applicable in project that requires a lot of time and are complex in nature. When the focus of the project is more of quality than fast delivery time, then V-Model is a choice of SDLC to be considered. Also, Waterfall model is desirable when quality control is of concern with short project duration. On the other hand, Spiral Model is desirable when organizational expectations are unpredictable concerning the software development process. Irrespective of the size of the project, delivery time and level of expertise involved, the organization of the project plays a significant role in the choice of SDLC model. SDLC model under consideration, must take into cognizance the level of risk, duration of the project and cost implication associated with every software project for successful completion. Comparative analysis of the three SDLC models studied was presented.

This history column article provides a tour of the main software development life cycle (SDLC) models. (A lifecycle covers all the stages of software from its inception with requirements definition through to fielding and maintenance.) System development lifecycle models have drawn heavily on software and so the two terms can be used interchangeably in terms of SDLC, especially since software development in this respect encompasses software systems development. Because the merits of selecting and using an SDLC vary according to the environment in which software is developed as well as its application, I discuss three broad categories for consideration when analyzing the relative merits of SDLC models. I consider the waterfall model before the other models because it has had a profound effect on software development, and has additionally influenced many SDLC models prevalent today. Thereafter, I consider some of the mainstream models and finish with a discussion of what the future could hold for SDLC models.

Due to ever‐changing technology and business requirements, the inefficiency and ineffectiveness of traditional plan‐driven software development life cycle models are being questioned. Software engineers have to find ways of improving software development processes by applying more agile principles to the traditional plan‐driven approaches. This paper addresses this issue and suggests how project and technical management can apply principles from the agile group of life cycle models to alleviate some of the problems encountered. Project characteristics that can be used to evaluate individual projects to determine the degree to which the software life cycle can be adapted, are indicated. Practices are also proposed for adapting traditional plan‐driven life cycle processes that can benefit from more agile approaches.

Selection of a suitable Software Development Life Cycle (SDLC) model for project implementation is somewhat confusing as there are a lot of SDLC models with similar strengths and weaknesses. Also, the solutions proffered among the researchers so far have been the qualitative comparative analysis of SDLC models. Hence, this paper proposes a comparative analysis of SDLC models using quantitative approach in relation to strengths and weaknesses of SDLC models. The study adapted comparative analysis and Software Development Life Cycle (SDLC) models features’ classification using ten characteristics such as project complexity, project size, project duration, project with risk, implementation/initial cost, error discovery, associated cost, risk analysis, maintenance and cost estimation. A quantitative measure that employs online survey using experts in software design and engineering, project management and system analysis was carried out for the evaluation of SDLC models. Purposeful Stratified Random Sampling (SRS) technique was used to gather the data for analysis using XLSTAT after pre-processing, taking into consideration both benefit and cost criteria. The overall performance evaluation showed that Spiral-Model is the best followed by V-Model and lastly Waterfall Model with comparative values of 38.63%, 35.76% and 25.61% respectively. As regards cost estimation, Waterfall Model is the most efficient with value of 41%, then V-Model with 31% and lastly Spiral Model with 28%. V-Model has great error recovery capability with value of 45% which is closely followed by Spiral Model with 37% and lastly Waterfall Model with 18%. The study revealed that, a model with efficient risk assurance does not guarantee efficient cost management. In the future work, more characteristics regarding SDLC models shall be considered.

10 - Project Wizardry 101

The absorption and understanding of grade 2 students at SDN SINDUADI 1 in learning about rare plants is still lacking, resulting in students having little or no knowledge of Indonesia's rare plants. Using smartphones as a learning medium is an example of utilizing today's technology. The use of technology in education supports teachers and students in creating creative, innovative, educational, and interactive learning activities. The aim of this research is to create learning media using augmented reality technology to increase students' absorption, understanding, and interest in learning about rare Indonesian plants. This research uses the research and development method to develop products and test their level of effectiveness. System development uses the waterfall SDLC (Software Development Life Cycle) model, including requirements analysis, modeling, implementation, testing, and maintenance stages. Data collection was done through literature study techniques, observation, and questionnaires. Application testing in this research used an alpha test by us and a beta test in the form of a questionnaire using a random sampling technique carried out by nine user samples taken from 30% of the population. The results of this research show that combining augmented reality technology with educational games can support students' absorption and understanding of learning about rare Indonesian plants. Indonesian rare plant learning media shows the feasibility of the media, getting a score of 95.6%. Based on the Likert scale test results, it was concluded that the application for learning rare Indonesian plants using AR technology was very suitable for use.

The most critical aspect in Software Development Life Cycle (SDLC) model is of Requirement Engineering Phase various kind of complication occurred in software projects, numerous categories of requirements for software projects containing few constraints just like cost, time and a lot of more. Thus it is crucial for choosing such a lot valuable ones for implementation with intention to the delivery of a high-value system. When an instance of lack of cost and time it turns into necessary for prioritizing requirement. The proposed approach prioritize the requirement consistent with higher preference and prioritizing the Non-Functional Requirement w.r.t. Functional Requirement where cost having the principal task for prioritizing and the approach referred to as Artificial Bee Colony (ABC) algorithm based on Population meta-heuristic policy motivated by foraging behavior of bees.

Penelitian ini bertujuan untuk mengembangkan sistem informasi berbasis aplikasi mobile E-Pasraman Hindu sebagai solusi digital untuk optimalisasi pengelolaan data akademik di Pasraman Hindu. Pasraman, sebagai lembaga pendidikan non-formal yang berfokus pada nilai-nilai spiritual dan budaya Hindu, menghadapi tantangan dalam pengelolaan administrasi. Dengan metode Software Development Life Cycle (SDLC) model Waterfall, aplikasi ini dirancang untuk memenuhi kebutuhan spesifik Pasraman, seperti pengelolaan data Acarya (guru), Brahmacari (siswa), kelas, kegiatan, absensi, ujian, dan kuis. Pengujian aplikasi mobile e-Pasraman juga telah diuji menggunakan metode BlackBox Testing. Hasil implementasi dan testing menunjukan seluruh fitur berhasil diimplementasikan dengan baik sesuai harapan dan menunjukkan bahwa aplikasi ini memberikan kemudahan dalam pengelolaan data akademik, meningkatkan efisiensi operasional, transparansi, dan kualitas layanan pendidikan. Fitur-fitur seperti profil pengguna, jadwal, kehadiran, ujian, berita, pembayaran, hingga e-book, mendukung pengelolaan Pasraman secara terintegrasi. Penelitian ini memberikan kontribusi signifikan terhadap modernisasi pendidikan keagamaan Hindu melalui teknologi digital.

Burung walet merupakan salah satu jenis burung yang memiliki nilai ekonomi tinggi karena air liurnya yang dapat dimanfaatkan sebagai bahan dasar produk kesehatan dan kecantikan. Dalam proses budi daya burung walet, kondisi lingkungan yang sesuai sangat penting, terutama suhu antara 26–29°C dan kelembapan 80–90%. Namun, terdapat dua permasalahan utama yang sering dihadapi oleh pemilik rumah burung walet, yaitu sulitnya memantau kondisi suhu dan kelembapan secara real-time serta meningkatnya risiko pencurian sarang walet. Penelitian ini bertujuan untuk membangun sistem monitoring suhu, kelembapan, dan keamanan rumah walet berbasis Internet of Things (IoT) menggunakan MQTT Broker. Sistem ini menggunakan sensor DHT11 untuk mengukur suhu dan kelembapan, sensor LDR untuk deteksi intensitas cahaya, serta magnetic switch untuk mendeteksi akses pintu. Metode penelitian yang digunakan adalah Software Development Life Cycle (SDLC) model Waterfall dengan teknik pengumpulan data berupa studi pustaka, observasi, dan wawancara. Tahapan perancangan meliputi perancangan arsitektur sistem, perangkat keras, alur data, antarmuka, dan pengujian sistem. Hasil dari penelitian ini adalah sistem monitoring berbasis IoT yang mampu memberikan data suhu, kelembapan, serta notifikasi keamanan secara real-time melalui Telegram dan tampilan antarmuka pada Node-RED. Pengujian menggunakan metode black box menunjukkan bahwa seluruh sensor dan sistem notifikasi bekerja dengan baik sesuai fungsinya.

The management of borrowing and returning goods in government institutions is still largely carried out manually, which often gives rise to various problems, such as difficulties in tracking borrowing histories, the high risk of recording errors, and the lack of transparency regarding the availability of goods. This condition indicates the need for support from an information system that is capable of assisting the recording process and inventory management in a more structured, systematic, and easily monitored manner. This research aims to design a prototype of a goods borrowing and returning application as an initial solution to these problems as well as a preliminary representation of a system that can be further developed by the institution. The research method used is a Research and Development (R&D) approach with a prototype Software Development Life Cycle (SDLC) model, which allows system development to be carried out gradually and flexibly in accordance with user needs. Data collection was conducted through observation and interviews to obtain an overview of the ongoing work processes and to identify the required system needs. The collected data were then analyzed as the basis for designing the system workflow, data structure, and user interface design. The results of this research are in the form of an application prototype that represents the main system features, including goods borrowing, goods returning, availability checking, goods data management, and report generation.

The objective of the research is to improve project controlling in a chemical plant to projects completed on time delivery through the adaptation of the project control technique from Project Management Body of Knowledge (PMBOK) to improve project on time delivery, cost and quality. The technique involves the management of project time, cost, quality and risk to provide a higher level of project performance. The result shows that the percentage of projects completed on time increases from 41% in 2013 to 90% with acceptable cost in 2014. KEYWORD: Project Control; Plant Capacity Increase International Conference on Industrial Technology and Management Science (ITMS 2015) © 2015. The authors Published by Atlantis Press 491 2 RESEARCH METHODOLOGY 2.1 Project time management To improve on-time delivery of the project, project engineer or project manager has to follow the following steps. Step 1: Define the activities to identify the specific action to be performed to produce the project deliverables. Step 2: Sequence activities to identify and document relationship between the project activities. Step 3: Calculate activity resources for estimating the material type and quantity, human resource, and equipment or supplier required for each activity. Step 4: Estimate activity duration to approximate the number of work periods required to complete individual activities with estimated resources. Step 5: Develop schedule to analyze activity sequences, durations, resource requirement and schedule constraints to create the project schedule from starting date to project completion. Step 6: Control schedule to monitor the status of project to update progress and manage the change of the schedule base line. The review of project progress report is necessary to show the performance of each activity and the modification of schedule base on the change request to prevent project delay. 2.2 Project cost management The project cost and budget estimating to complete within approved budget can be done as follows. Step 1: Estimation costs to develop an approximation of the monetary resource for material, human resource, equipment and supplier required in each activity. Step 2: Determine budget to combine the estimated costs of individual activities or work package to establish an authorized cost base line. Step 3: Control costs by monitoring the status of project spending and compare with project progressive the change management to be control by authorized person to prevent cost spending over approved budget. 2.3 Project quality management The project quality management to meet with project requirement and specification can be done as follows. Step 1: Plan quality to identifying quality requirements and standard to project. Step 2: Perform quality assurance to audit the quality requirement and result from quality control measurement to ensure appropriate quality standard. Step 3: Perform quality control to monitoring and recording of executing the quality activities to access performance and recommend necessary changes. 2.4 Project risk management The project risk management to identify probability of event to impact to project completion to manage the risk to be process as follows: Step 1: plan risk management to define how to conduct risk management activities for the project, planning is important to provide sufficient resource and time for risk management activities Step 2: identify risks to determining which risk may affect the project and documenting their characteristics. Step 3: Perform qualitative risk analysis to prioritizing risks for future analysis or action by assessing and combining their relative probability or likelihood of occurrence and impact, the project team shall be identify risk level and reduce influence of bias. Step 4: Perform quantitative risk analysis is the process of numerically analyzing the effect of identified risks on overall project objectives Step 5: Plan risk responses to creating option and actions to enhance opportunities and to reduce threats to project objective, plan risk responses addresses the risks by their priorities inserting resources and activities into project budget, schedule and project management plan as needed. Step 6: Monitor and control risk to tracking each critical activity and measuring the risk process effectiveness throughout the project

In earlier software development all process is completed and implemented but now this is not a scenario. In modern era changes are frequent to any software product or module which is under development phase, due to market competitions priority of requirement changes Due to the fact that the traditional process models are incompatible with these changes, agile methodology is used instead.. Earlier waterfall model was convenient because of less requirement of features and emergency of the application in the short period of time .This Paper Discusses the comparative Analysis of waterfall model and agile methodologies while agile methodologies are taking over, even the waterfall model is older and time consuming it is still use in many sectors The paper will help other software development process models. Agile method plays important role in the areas of software project management, software schedule management etc. The main aim of the agile is Customer satisfaction as well as faster development with low defect rate. This paper reflects the comparison of the agile processes with waterfall model software development life cycle model. Agile processes aren't always beneficial; they have their own set of downsides. Agile method promotes continuous iteration of development and testing throughout the software developed.

On the dynamic use of project performance and schedule risk information during projecttracking

Web-based Project Management Influence on Project Portfolio Managers’ Technical Competencies

IT project failure is a prevailing issue in the IT service providing landscape which impacts organisations across the world, causing losses, leading to customer attrition, and preventing them from reaching opportunities. While there are numerous reasons for IT project failures, a significant contributor to IT project failure is linked to pitfalls of pre-sales of such projects. This research investigates the pre-sales pitfalls, proposes strategies for their effective mitigation and corrective actions. Adopting an interpretivist paradigm, the study qualitatively explored pre-sales pitfalls and their impact on project delivery through semi-structured interviews with 12 IT project management professionals, aiming to answer three key questions: What are the common pre-sales pitfalls causing challenges for project managers during the project management phases of IT projects delivery? What strategies can be employed to mitigate pre-sales pitfalls and enhance project success rates? Why assessing pre-sales pitfalls is important at the start of project lifecycle of IT projects? Several common pitfalls were identified through 12 interviews conducted and validated with documents analysis, which hinder project success by causing various factors. The study also outlines strategies to mitigate pre-sales pitfalls effectively highlighting early project manager involvement, leveraging past experiences, and conducting risk assessments. Further, it stresses the importance of assessing pre-sales pitfalls early in the project lifecycle to prevent challenges and improve project success rates, stakeholder satisfaction, and proactive organizational actions.