Ontologies for Software Project Management: A Review

Project management is never easy, but an abundance of sophisticated Project Management (PM) software tools have certainly made the job of project managers easier than it was in the recent past. Project management software can manage, schedule, and monitor tasks, resources, and costs. However, with the plethora of features, the selection of the “right” features for inclusion in project management software becomes a dilemma for developers and vendors.This study provides a methodology for selecting the most profitable features for project management. Developers can include these features in contemplated future PM product lines. Filtered task lists and links to mainframe packages are the highest ranked profitable PM features. In contrast, On-line help is the lowest ranked among PM features.It is important to discover which features contribute the most to the segment margin. It reflects the profitability to the vendor and should guide the product designer. If the PM software contains these highest margin features, then most likely, it would command the highest possible profits.

An international association advancing the multidisciplinary study of informing systems. Founded in 1998, the Informing Science Institute (ISI) is a global community of academics shaping the future of informing science.

Practice and science today agree that software project managers have to master soft skills in order to be successful. Lack of justified, derived from concrete needs, essential soft skills identification makes their mastering impossible. The research model presented hereafter is build on detailed investigation of human factor related processes in software project management and subsequent identification of project manager soft skills needed to perform these processes. The L-Timer™ process based mental model of project management is chosen for the evaluation. Innovative and systematic approach identified at least 645 human factor related activities. Their effective execution requires mastering of at least 256 soft skills.

The high demand for innovative products has been treated as a challenge for the adoption of traditional project management (PM) practices and methods, specially those ones developed in turbulent and complex business environments. Recently, an alternative approach to deal with these challenges emerged. This approach, entitled Agile Project Management (APM), firstly applied in the software development area, is based on a set of principles which has the purpose to keep the management process as simple as possible, becoming more flexible and self-manageable. By focusing on continuous learning using constant iterations and rapid value deliverable driven, APM aims to improve the results for clients in face of turbulent business environment. However, there is lack on the literature regarding APM principles application in new product development (NPD) projects. The aim of this research is to investigate this issue and the practical application of those principles to NPD projects, developed under turbulent and innovative business environments. To achieve this goal the following strategy was adopted: develop, implement and evaluate a method for planning and controlling scope and time. It was based on a set of principles extracted from the APM literature. The method developed was entitled IVPM2 (Iterative and Visual Project Management Method) and its creation comprised an extensive literature review combined with a pure action-research methodology carried out in two small technology-based companies from the So Carlos Technological Pole. The companies were called "Company A" and "Company B", and the IVPM2 development, implementation and evaluation activities occurred simultaneously in both companies, considering two distinct scenarios. In the "company A" the IVPM2 was implemented in a single long term project, with a high level of complexity and innovation. In the "company B" the IVPM2 was implemented in more than one project (a total of 7 projects) with less complexity and innovation aspects. In order to evaluate the IVPM2 adherence and contribution to project management a statistic descriptive approach was applied using qualitative and quantitative data. The data was collected by questionnaire, interviews and document analysis. The main purpose of this evaluation was to respond the central research problem and the specific research questions. The central research problem was described as: Is it possible to apply APM principles for planning and controlling innovative product projects? Consequently, the specific research questions considered after the method implementation were: RQ1) Did IVPM2 adhere to APM principles? RQ2) Did IVPM2 contribute to enhance project management process in the companies under study? The results showed many evidences of the presence of APM principles in the IVPM2 as stated in the literature. Moreover, the IVPM2 was capable to enhance many aspects of project management process of new product development in both companies studied. It also contributed to improve other aspects not directly addressed in the current research. Finally, the evidences collected during the research have indicated many benefits by combining principles from APM approach with traditional PM techniques and a PM software to support project management. This result is important to consider the applicability and viability of APM principles application to NPD projects in turbulent, innovative and complex business environments. Finally, this study has presented many indications of the need to explore this theme and improve the analysis and the IVPM2 components in order to implement them in different companies and project contexts.

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.

As project management (PM) and information technology (IT) evolved over the last decades, an increasing number of project management software products have emerged. Project managers in IT consulting can improve the success of projects through the utilization of such software. However, the diversity of software available cannot sensibly be grasped by a single individual. Based on this context, the study aims to examine the key considerations in the selectionof project management software in IT consulting from the project managers’ perspective. A literature review identifies key aspects of IT consulting projects that may be relevant to the software selection. No evidence was found that provided a view on the process of the selection of PM software in IT consulting itself. The review also unveils the lack of common terminology in regard to PM software. The study addresses these gaps by utilizing interpretative phenomenological analysis (IPA) to understand the experiences made by project managers. To gather data, 17 semistructured interviews were conducted with experienced project managers. Thematic analysis was used to develop an understanding of the process employed by project managers in the software selection and the considerations they make along the way. The findings were synthesized to create a process guide, supported by a checklist and the working definition of key terminology. This study adds a broader perspective to the field of PM software through the application of qualitative methodology in an otherwise quantitatively dominated field of research. It addresses the lack of existing knowledge on the perspective of the project manager in the selection process through the generation of a 6-staged process guide. The detailed considerations of project managers were compiled into a checklist of selection criteria. These two also contribute to practice by providing a structured approach to PM selection for practitioners. The third output is a working definition of project management software as used in practice, which simplifies an exchange of knowledge between theory and practice.

Performance of planned activities not always leads to the achievement of planned results in innovation projects with a high degree of uncertainty. Management of such specific projects requires the usage of specific methods and processes. It is necessary to develop own stochastic process methods rather than use classical methods of deterministic management. The main peculiarity of stochastic processes of projects consists in the inability to carry out more than one experiment. Implementation of a project is a stochastic process, which is carried out only once. For the purposes of the research, stochastic project management is the process of organisation, planning and control over projects, in which the decisions and actions of managers are described by stochastic functions. If the project realisation is described by stochastic processes, the project management process is indeed described by stochastic processes. This research suggests a project management approach based on the focus on the project product and project management as stochastic processes based on stochastic functions. It is demonstrated that stochastic function values, which underlie the stochastic processes, are formed by the intellectual instruments of those involved in the project and are developed on the basis of their knowledge and skills. The latter, in turn, are the result of studying and practical work on the project. Therefore, it is difficult to predict decisions and actions of managers and contractors, even if internal and external influences on them are specified. Then, any decisions or actions of such persons with regard to the external observer are described by stochastic functions. The purpose of this study is to describe the processes of stochastic project management. The purpose of the study is the project management process. The subject of research is the methods of stochastic project management. Within the framework of the study, all groups of processes of stochastic control will be mathematically described and the conditions of their impact determined. The processes of stochastic project management are outlined and formally presented. These are the processes of project management organisation, the processes of project management support, processes of project content definition, processes of defining the resources, required for the project works, processes of project planning, processes of influence on contractors of actions (works).

Due to globalisation, advances in computing technologies, as well as the deployment of software projects in distributed, collaborative and virtual environments, the software project management environment has changed. Traditional project management methods fail to address these added complexities. As a result, numerous software development projects either do not live up to expectations or they fail outright. The authors proposed the software project management model, entitled software project management supported by software agents (SPMSA) that aims to enhance software project management by taking the unique nature and changing environment of software projects into account. The SPMSA model supports the entire spectrum of software project management functionality, supporting and enhancing each key function with a team of software agents. In this extended paper, the authors adapt the SPMSA model to incorporate PMBOK2004 guidelines. The SPMSA model makes a fresh contribution to enhance software project management by utilising software agent technology.

Context: In software project management, the decision-making process is a complex set of tasks largely based on human relations and individual knowledge and cultural background. The factors that affect the decisions of the software project managers (SPMs) as well as their potential consequences require attention because project delays and failures might be related to a series of poor decisions. Goals: To understand how SPMs make decisions based on how they interpret their experiences in the workplace. Further, to identify antecedents and consequences of those decisions in order to increase the effectiveness of project management. We also aim to refine the research design for future investigations. Method: Semi-structured interviews were carried out with SPMs within a Brazilian large governmental organization and a Brazilian large private organization. Results: We found that decision-making in software project management is based on knowledge sharing in which the SPM acts as a facilitator. This phenomenon is influenced by individual factors, such as experience, knowledge, personality, organizational ability, communication, negotiation, interpersonal relationship and systemic vision of the project and by situational factors such as the autonomy of the SPM, constant feedback and team members' technical competence. Conclusions: Due to the uncertainty and dynamism inherent to software projects, the SPMs focus on making, monitoring and adjusting decisions in an argument-driven way. From the initial relationships among the identified factors, the research design was refined.

The peculiarities of modern investment activity of enterprises are analyzed in the work. The goals of investment activity of enterprises are structured: increase of profitability; expanding market share; strengthening innovation activity; improving investment attractiveness. The current problems of project management are highlighted: management of limited resources to achieve goals; funding and weighted evaluation of potential criteria; integration of tasks on the main business processes; distribution of roles and responsibilities of all performers and stakeholders; project portfolio management; project management software. The interests of the main stakeholders of the projects are classified: increase of profits and dividends, improvement of reputation (business owners): efficiency and effectiveness, self-realization, authority (managers); proper wages and social guarantees, self-realization, recognition of work results (employees of the enterprise); fulfillment of contract conditions and refund, solvency of the enterprise (investors); optimal ratio of price and quality of goods, compliance with the terms of the order (consumers); increase in order volumes, timely payments under the terms of contracts, long-term relationships (suppliers); activities that meet the requirements of the law, payment of taxes, job creation, implementation of volunteer social and cultural projects (public authorities); growth of cooperation agreements (intermediaries); availability of competitive advantages, market leadership (competitors). In order to develop skills in the formation of hybrid project management systems, the features of approaches to project management have been studied: cascade project management; Agile; Six Sigma; PRINCE2. Systematized priority areas for solving project management problems: training of enterprise managers by programs: project management software; team leadership; project portfolio management; change management; increasing the stress resistance of managers; conflict resolution; talent management; project management information support; team building; Public Relations; attracting various sources of project funding; planning enterprise development programs and updating business models; reconciling the interests of project stakeholders. Which in turn will optimally solve the problems of project management and improve the results of the enterprise. These issues are for further research: studying the peculiarities of attracting various investors to finance enterprise projects and concluding investment agreements.

Small and medium-sized enterprises (SMEs) are increasingly dealing with international projects and distributed (sometimes even virtual) teams. Consequently, they are looking for project management (PM) tools which fit their respective needs regarding communication and collaboration. Unfortunately, the majority of the PM software available in the market seems to be oversized for this purpose. Instead most project managers are requesting smart solutions that allow quick implementation without any significant organisational or technical change.
 Within the research project InterComp SME 2.0 we combine theoretical research and real business to develop hands-on solutions for SMEs. This paper describes an effective approach for a â??PM Toolboxâ? that allows finding the right project tool for a specific project need. The toolbox has been developed in due consideration of user stories gained from business practice, a more detailed SME business survey, a theoretical PM meta model and a market of PM tools.
 Since the business survey revealed that the readiness to use and test a â??toolboxâ? is highly dependent on the type of user and his or her technical background, we designed the system based on use cases and user typology. As a result, we suggest a framework of open, freely available, easy-to-install, single and multi purpose PM software tools which can be selected solely on a need basis. With this free platform we want to guide practitioners through the tool jungle with the potential to grow into a lively community.

This article reports the results of research into software project management. the main contribution of this research is a software project management framework that consists of a static structure, shown in an entity-relationship diagram, and a description of each component of the framework. It also describes the procedure to design and validate the framework. This consists of integrating the solutions of a traditional model (information model) and a formal model (domain analysis). This software project management framework is a key element for rapid and effective project management process improvement of a software organization.

The article examines the principles of effective formation of a project management system at an enterprise. In the modern environment, project management standards and management information systems are the principles of effective formation of a project management system. The content of the category «project management system» is determined: as a direct means of project management; as software for project management. An analysis of recent research and publications on the topic is carried out, which clarifies the ambiguity of theoretical provisions and applied aspects of project management systems. It is determined that project management is a business philosophy combined with special knowledge, methods and management tools. The essence of PMBoK is noted as a project management standard with 9 functions, the approaches of which reflect the classical theory, the place of other methodologies that ensure the flexibility of project management is indicated. The place of individual methodologies in project management practice is described, five main reasons for project failures are highlighted (according to PMI research) and these reasons are compared with the project management methodology, which is emphasized from the perspective of implementing management standards. A brief description of the Agile and Scrum methodologies is given, their features and significance for certain types of projects are given, and the areas of management to which their specifics correspond are revealed. The essence of IT project management systems is highlighted, their impact on the efficiency of project activities is noted, a brief description of the Jira and Worksection systems is given, and their main components and elements are revealed. Modern requirements for the formation of a project management system at an enterprise are determined, in particular the ability to develop and self-improve. The transition to the principles of a circular economy is identified as a promising direction, a system of fundamental principles for the transition of project activities is given, and the prospective advantages for the future of such a transition are described. The achievements of the formation of a project management system based on the principles of a circular economy were noted. Based on the results of the study, conclusions were drawn regarding the directions of effective formation of a project management system, according to the type of projects and market advantage factors, which will ensure maximum efficiency in planning and coordinating project implementation, interaction with key participants and the project team, optimization of project resources and maximization of project benefits.

As observed from the reviewed literature, the execution of research and development (R and D) projects in Nigeria is challenged by many social, political and economic factors interacting in complex and dynamic ways. This interaction is reflected in the history of science and technology in Nigeria, its culture, legal systems, institutional frameworks and social capital. The economic and social development of Nigeria is critically dependent upon the ability to establish a competitive, productive and efficient industrial sector built on a strong technology base. This implies that her natural resources must be developed and utilised as inputs to industrial production and as direct products to improve the life of the population. Public research organisations (PROs) are considered to be critical to the survival of industries and to the achievement of self-reliance through the use of locally available raw materials. This thesis explores the application of strategic project management (SPM) practices in the execution of R and D projects in PROs in Nigeria. The research employed a mixed method of quantitative and qualitative research in order to capture the experiences of project management practitioners with SPM practices in PROs in Nigeria. Although areas of variations in practice were identified, the major findings highlighted that there was a gap in the practical implementation of SPM. The findings also revealed key determinants associated with the implementation of SPM and the factors that affected its application in PROs in Nigeria. The research findings were further synthesised into a framework, capturing ten key dimensions that must be taken into account in the execution of research and development projects. The determinants include having a project-based organisational structure, top management involvement in the project execution, strategic project leadership style, the appointment of a project team, the project team's competence, project alignment with organisational strategy, project prioritisation and selection, maximising R and D strategy, the project management process, and the SPM process. The framework validation was a follow-up discussion, which was conducted with project management practitioners in the selected research organisations in Nigeria. Reflecting on their experiences in the management of R and D projects, the participants acknowledged that the proposed SPM framework and its ten key variables were fundamental to the effective execution of R and D projects in PROs in Nigeria. It was concluded that the use of such a framework would highlight areas that needed to be addressed in order to achieve effective execution of R and D projects in these organisations.

Objectives: To perform a gender analysis on the usage of Virtual Learning Environment (VLE) of simulation based e-learning in the field of Software Engineering in specific reference to the dynamic complexity, a modeling framework for Software Engineering Simulation based e-Learning Environment (SESeLE) tool is needed and has been proposed. Method/Statistical Analysis: A questionnaire based survey has been carried out twice on the learners enrolled in Computers and Information Technology based courses at tertiary levels in and around the city of Chandigarh in north India. The learners were provided an interactive single-learner environment of the SESeLE which was accessible through the internet by using a standard web-browser. In all, 392 students of tertiary level were included as subjects and were made to respond twice on the issues like their practical knowledge of software handling, interest and knowledge in software project management and impact of e-learning on their knowledge in software project management through questionnaire survey. The questionnaire was first got filled up from the subjects without any exposure to the SESeLE and subsequently after a training session on the SESeLE. ANOVA test was performed to find out the significant differences in various learning styles on post-training test scores overall and in both male and female students as well. Findings: This study is unique and one of its own kind. It has been used to analyse the impact of using VLE tools by the learners/students on their learning and also for the gender analysis on various parameters. The web based learning style has been found to be the most preferred learning style among female students and the second most preferred style of learning among male students. Reading textbooks was not significantly popular among female students as compared to male students. About half of the students agreed to participate in any kind of seminar on software project management. The post-training test score on the knowledge about typical patterns observed in software project management issues has been found to be significantly higher from pre-training test scores. No significant difference has been found among the average response of the male and female students on all issues related to their Interest in Software Project Management. The post-training test scores of male and female students on both the issues of simple and difficult software project management were significantly different; the pre- and post-training test scores of the students on both the issues were different significantly; and lastly, significant difference was found between the post-training test scores on both the issues among students categorized according to their preferred choice of learning. Application/Improvements: It will be interesting to evaluate, in future, the effectiveness of SESeLE for the learners.