Exploring motivational differences between software developers and project managers

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Understanding the relationship of conflict and success in software development projects

Among critical stakeholders of software projects developed in public institutions are software developers and project managers affiliated to sub-contractor companies, who are working onsite at the public institutions. The aim of this study is to determine the effect of working onsite in public software projects for software developers and managers with respect to selected factors. The research is designed as an exploratory and qualitative study. The study participants were 10 software developers, one technical team leader and four project managers, all having long experiences in working on public software projects on client premises. Semi-structured interview technique is employed as the data collection method and “ analysis” was applied on the obtained participant responses. Following this analysis, “key ” approach was used to identify the issues to be further considered. It has been determined that the productivity of software developers working onsite at public institutions is low due to intense requests, shortened time to fulfill these requests, and long duration of authorization processes. Moreover, a finding of the study is that the quality of the developed projects and the motivation of the developers are considered to be low for the same aforementioned reasons. Among the foremost causes for these results are the fact that employees work under two different hierarchical structures one in the public institution and one in the software company, more than one managers assign work and there is an authority confusion between organizational units and people in the public institutions.

Are software projects evaluated using software teams’ success criteria? A systematic literature review

Project organization and management software development project management model is the best form of software development enterprises in China's understanding of software development project management has been greatly improved. Traditional software development projects have different characteristics, therefore how flexible application for software project management theory and strategies of the main research objectives of domestic software development project management. Our software in enterprise application software development project management, general shortcomings in implementation, this article on software research and development analysis and project management of implementation strategies.

The Project Management strategies in the current corporate scenario are not helping towards successful project management. Project scope is one of the major project management knowledge areas in software industries. However, with existing techniques of project management, it is yet a challenge to effectively manage the scope creep. However, function point analysis is deemed to be one of the popular factors that modulate the project management. This paper therefore aims at analysing the impact of scope creep in terms of function points towards realization of project success. Projects from two widely developed domains namely ERP and Financial are studied to comprehend above said aim. The investigation results indicate existence of transitivity relation between scope creep, function points and project success. This knowledge further enables the project manager to accordingly plan for the generation of expected success level of projects during software development process.KeywordsProject ManagementScope CreepFunction PointsSoftware EngineeringSoftware Quality

Software project managers and project success: An exploratory study

A major challenge in Information Systems and Information Technology is to improve the ability to conceptualize, design, develop and deliver information systems that meet customer requirements. Project management is often adopted to create solutions that work and meet customer needs. The principles of project management as defined by the Project Management Institute, can improve project success rates. Researchers in the project management need to help practitioners understanding the impact of different principles on the success of IS development. This study undertakes a survey of project management experts on the state of practice and research to examine the need for improving project management, and suggest areas that can be improved. Research may be the most effective means of defining opportunities for enhancing project success rates by tapping the wealth of literature and complementing it with the expertise of project management practitioners. INTRODUCTION Software development applications require frequent changes and updates in order to support enterprise systems. These frequent changes to IS/IT comprise a large volume of software development efforts. These efforts, undertaken as projects, are generally complex and take place in a dynamic environment where business conditions and technologies change frequently during the life of the project (Chen, et. al., 2004). The factors of project success include user involvement and project size, management and planning (Schmidt, et al., 2001). A fully operational project management system in enterprise offers the best opportunity for project success through the implementation of methods and tools for planning, organizing, and managing team-based activities to accomplish specific directives (Jurison, 1999). Project management is widely adopted in Corporate America embraces project management to implement system changes (Muriithi & Crawford, 2003; Park & Pena-Mora, 2003; Yilmaz & Phillips, 2007), which are even considered as too significant to outsource (Fish & Seydel, 2006) or having high risk of leading to undesirable consequences (Wei & Peach, 2006). However, many projects fail, even when performed using project management techniques. Such project failure reduces the capability of technology components. The 2004 Chaos report by the Standish Group found that only 28% of IT projects were successful, down from 34% in earlier report; The proportion of IT projects canceled before completion increased to 18% (from 15%), and a further 51% of IT projects were considered challenged as they are seriously late, over budget and missing expected features (The Standish Group, 2004; The Standish Group, 2007). Possible causes for these findings are the size and expense of large projects, a return to traditional development practices on large projects (Boddy, 1993), the absence of user involvement (Turner & Cochrane, 1993; Akbulut & Motwani, 2005), and lack of executive support (Munns & Bjeirmi, 1996). Thus, scope management is regarded as a key area of successful project management in practice (Hayes, 2004). Although some project failures are because of technical reasons, most are directly related to the failure of stakeholders to embrace the principles of good project management (Jurison, 1999). As part of the project management process, project teams must understand the standards to which their projects are being held in order to ensure that project performance is emphasized appropriately (Crawford, 2005). The Field Guide to Project Management (Cleland, 2004) suggests that project management should be an easy sell to organizations because it enhances business performance and increases revenue. An organization can manage project effectively by identifying its goals in applying project management principles (Aladwani, 2002). For most organizations, these goals are to apply a proven practice, optimize resources, serve customer needs and save time and money (Turner & Cochrane, 1993). …

The Project Management in the area of IT is becoming hot topic now. The risk problems in IT Projects, especially in software projects become more and more concentration in software project management in China. This paper analyze systematically the characteristics of project management for software itself, then the paper analyses the risk of software development project in following two aspects: one for owners another for contractors. To owners the paper identify and analyze the risk in software development projects according to life cycle of a project. To contractors the paper identifies and assess the risk of project management in software development, and on the bases of investigating of software development project in the IT enterprises of China some conclusions are obtained with the method of AHP.

A recent survey indicates that 53 % of software development projects are over budget, behind schedule, or deliver fewer features than originally specified. Statistics also show that 31 % of development projects end up being cancelled or terminated prematurely. Among those completed projects, only 61 % of them satisfy originally specified features and functions. In today's environment, one of the greatest challenges a project manager constantly face with is to keep the projects under control in terms of budget and development time frame. A successful software development project relies on many factors; it is not that easy to control all of them and continually keeping those entire factors all going well together. The goal of this paper is to introduce a mathematical model and prove that a software development team can rely on it to accurately predict, calculate the risks and their impacts on the success of the project. Our objective is to conceptualize the model into a scientific tool that can be used to understand and calculate the risks of a development project. Subsequently, the software development team can take appropriate actions to mitigate the risks, and as a result, the project manager have a better control of the budget and development time frame of the project. It is the author's believe that if we can identify and control problems at early stages, we can significantly increase the chance of success of the development project. The model and the software tool written by the author in this paper to calculate the risks and weight their impacts on a project can be used to identify problems and their potentials risk at early stage. The tool also allows a project manager to apply the model and obtain results without getting involved in too many mathematical calculations. Although the model introduced in this paper can generally provide an accurate picture of what, how, and when things may go wrong at the beginning of a typical software development project, there are areas need further fine tuned, especially when it is used for a particular industry or at later stages of software development cycle.

Favorable planed management is the base of software project succeed. In this piece aim at the present situation of software project management, comprehensive use the thought of software engineering and project management, explore process and method of project schedule planning control. On the base of analysis software project schedule planning control difficulties, research based on PSP method. PSP follow adjustment, practice, measurement, comparison result and readjustment such a circulation and the continuous improvement of process, it is a process step by step for a long time. This paper studies the successful application of content; it can change insufficient plan in software project management process, the phenomenon of control adverse, improve comprehensive management ability and competitive power of project, creating Value for software company, improve high quality service for user.

Over the years, software development has evolved from being a simple coding activity into a highly organized and structured process that requires the use of a wide variety of tools and techniques. These tools are essential for improving productivity, ensuring accuracy, managing time efficiently, and delivering quality software within deadlines. The purpose of this study is to explore the impact of different tools and techniques used in software projects and how they contribute to the overall success of a project. Software development is no longer limited to just writing code; it involves several critical phases such as requirement gathering, planning, designing, coding, testing, deployment, and maintenance. Each of these phases benefits from specialized tools that simplify tasks, enhance collaboration, reduce errors, and increase overall efficiency. With the growing popularity of agile methodologies and the widespread adoption of DevOps culture, the use of automated tools, project management platforms, testing frameworks, and version control systems has become essential for modern software teams. Selecting the right tools and integrating them effectively into the development process plays a major role in determining whether a project will meet its objectives. This study aims to analyze the significance of these tools in real-world software projects, highlighting their advantages, practical applications, and limitations. The findings of this study will provide valuable insights for developers, project managers, and organizations looking to optimize their software development practices using modern tools and techniques. This research focuses on key areas such as project planning, development life cycle, team collaboration, agile and DevOps practices, version control, and testing tools—all of which contribute to successful and high-quality software delivery. Keywords: software project, software development, tools and techniques, project success, agile methodology, DevOps, software development life cycle, project planning, version control, testing tools, automation, productivity, collaboration, deployment.

The covid-19 pandemic sweeping the world and has rendered a large proportion of the workforce as they are unable to commute to work. This has resulted in employees and employers seeking alternative work arrangements, including the software industry. Then comes the need for the global market and international presence of many companies to implement the global virtual teams (GVTs). GVTs members are gradually engaged in globalized business environments across space, time and organizational boundaries via information and communication technologies. Despite the advancement of technology, the project managers are still facing many challenges in communication. Hense, to become a successful project manager still a big challenge for them. This study is trying to identify the critical success factors (CSFs) for software project manager. A literature review was conducted to identify the CSFs. Next, an online survry was conducted to rank those factors according to their propriety. An online survey was distributed among the software developers, project managers, and academicans. The statistical package for social science (SPSS) version 22 was used to analyze the data collection. Twelfth CSFs were identified in this study. Also, the findings indicated that leadership skills factor is the highest factor level ranking in this study.

Software engineering researchers have, over the years, proposed different critical success factors (CSFs) which are believed to be critically correlated with the success of software projects. To conduct an empirical investigation into the correlation of CSFs with success of software projects, we adapt and extend in this work an existing contingency fit model of CSFs. To archive the above objective, we designed an online survey and gathered CSF-related data for 101 software projects in the Turkish software industry. Among our findings is that the top three CSFs having the most significant associations with project success were: (1) team experience with the software development methodologies, (2) team’s expertise with the task, and (3) project monitoring and controlling. A comprehensive correlation analysis between the CSFs and project success indicates positive associations between the majority of the factors and variables, however, in most of the cases at non-significant levels. By adding to the body of evidence in this field, the results of the study will be useful for a wide audience. Software managers can use the results to prioritize the improvement opportunities in their organizations w.r.t. the discussed CSFs. Software engineers might use the results to improve their skills in different dimensions, and researchers might use the results to prioritize and conduct follow-up in-depth studies on those factors.

The software development industry or organizations increasingly emerging day by day have adopted global software development (GSD) practices due to the large significance of outsourcing. These industries face many challenges due to a lack of understanding customer perspective in the GSD environment. For any organization, the customer is the major stakeholder, and customer relationship management (CRM) plays a vital role in customer satisfaction with software development projects. These challenges create serious risks for any software development project’s success. Thus, CRM is a crucial challenge in the success of software projects in the GSD environment. This research study aims to address the factors that negatively influence CRM implementation in the global context and proposes a conceptual model based on the identified factors for enhancing software product quality. The systematic literature review (SLR) phase investigates the potential barriers to CRM implementation in GSD. Based on identified barriers, an initial conceptual model is developed. The proposed conceptual model is validated using a questionnaire survey of the GSD industry and CRM practitioners of Pakistan. Statistical analysis and several suitable tests are also performed to develop the final conceptual model for CRM implementation in the GSD environment. This research is performed from the client’s perspective. The results are promising and accommodating to avoid any software project failure due to customer-related issues in a GSD environment.