Software Development Life Cycle (SDLC) Methodologies for Information Systems Project Management

Mediators between coordination and IS project performance

While the number of substantive investments in IS projects continues to grow, the number of failing projects also continues to increase at an alarming rate. Both the academic and industry literature suggests that inadequate attention to risk and its management continues to be a key factor in project failure. The typical approach taken is to identify and map potential risks, to act as a planning and diagnostic tool, and to prepare a contingency plan has been a factor-based approach. While it remains a valuable tool for mapping anticipated risks the factor-based approach is less effective when viewing project risks as emergent phenomena that un-fold during the course of the project, and require ongoing attention and risk management. In-formed by a case study of a failing university IS development project, this paper focuses on the phenomenon of risk escalation. The case findings suggest that rather than being defined ahead of the project, some project risks may emerge during the project as a consequence of escalation factors that were both antecedent to and a consequence of actual risk management decisions. The article concludes with suggestions as to how project managers can better man-age the emergent rather than static nature of risk phenomena.

User commitment and collaboration: Motivational antecedents and project performance

Despite the increasing attention to global IS work, there is limited understanding of why and how global IS development projects succeed or fail. Based on the literature on IS success and global teams, we develop a conceptual framework for global IS development project success. We also conducted interviews with nine global IS project managers to validate this framework through a qualitative attribution analysis to identify common themes and patterns of the interview results. Global project managers identified time separation, cultural differences and geographic distance as the most significant barriers to project success. Organizations implemented various communication mechanisms, task programming, and project control methods to mitigate global risks, leading to project success.

Dans les travaux sur le management de projet, les normes sont generalement considerees comme exterieures aux acteurs. Or, elles n’ont de realite que si elles sont mises en pratique par les acteurs des projets. En meme temps, ces derniers disposent d’une capacite d’action leur permettant d’agir sur les normes mises en actes. Pour comprendre comment les normes de management de projet sont enactees et structurent les pratiques des projets, nous avons mene une etude de cas au sein d’un grand programme informatique. Le corpus a ete analyse en utilisant une approche structurationniste qui permet d’etudier les pratiques de management sur un projet comme simultanement structurees par les normes enactees, mais aussi comme participant a la production de ces normes. Nous avons egalement repere des pratiques sociomaterielles dans nos resultats. D’un point de vue empirique, la recherche apporte une contribution aux connaissances encore limitees sur la conduite des projets SI dans un environnement fortement normalise. En outre, elle propose une grille de lecture alternative a celles qui dominent aujourd’hui dans la litterature sur la realite des pratiques face aux normes, ainsi qu’une approche methodologique pour les etudier. Son originalite principale est de mettre en evidence une construction circulaire des systemes sociaux que representent les projets, basee sur la reflexivite des acteurs et leur capacite transformatrice.

Software Testing from an Agile and Traditional view

Although the Earned Value Method (EVM), a multi-dimensional project control system, has been widely used since 1960, there has been little research focused specifically on its application in IS implementation. The management of IS projects--including the accurate forecasting of project duration--is complicated by the strong impact of the learning curve on the effectiveness of EVM. This study makes new contributions by advancing formulas for the accurate prediction of project duration, and by developing a decision support model in which the learning curve is fully integrated with EVM, and performance changes due to learning are isolated from other factors affecting project duration. The study makes three contributions to the understanding and use of EVM in IS implementation: (1) It provides an extended version of EVM, (2) it provides an illustration of the application of EVM to a real project situation based on empirical data from an ERP implementation project, and (3) it provides a theoretical basis for empirical studies of IS project control techniques. The decision support model can be used to determine both the learning curve coefficient and the project completion date during the early stages of a project, and it thus offers a significant practical contribution to the management of IS projects.

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.

This scientific article explores the theoretical aspects of team management in the context of different management methodologies and compares the effectiveness of Agile and Waterfall project management methodologies. The study reveals that Agile methodologies are highly effective and provide significant cost savings but are still not widely used in Ukraine. Also, this article compares such methodologies as Scrum, Kanban, Lean, PRINCE2, SIX SIGMA, and Hybrid. The choice of methodology should depend on specific project conditions, such as team size and project complexity. The study presents new insights into the advantages and disadvantages of various approaches to team management. The study finds that teams using the Agile methodology achieve better results on average than teams using the Waterfall methodology. It also shows that using Agile methodologies is more common in small teams than in large ones. As project complexity increases, traditional methods such as Waterfall become more common. Therefore, the article provides a valuable contribution to the field of project management and can be helpful for project managers who are looking for an optimal approach to managing their teams. Purpose of the article. The purpose of this article is to investigate the theoretical aspects of team management in the context of different management methodologies and to compare the effectiveness of these methodologies in Ukraine and other countries. In addition, the paper aims to contribute to the ongoing debate about the benefits of using agile methodologies in project management and to highlight the need for further research in this area. Design/methodology/approach. This article is based on a comprehensive literature review of recent research and publications on team management and project management methodology. Research sources used include scientific journals, conference proceedings, books and online resources. The focus is on comparing and contrasting different approaches to team management across methodologies including Agile, Waterfall and Lean. The study also includes an analysis of empirical data collected during surveys conducted in Ukraine and other countries to determine the most effective team management practices for projects of various sizes and complexities. The research design used in this study is primarily qualitative as the focus is on exploring the theoretical aspects of team management through different management methodologies. However, research also includes a quantitative element, as the analysis of survey data involves the use of statistical methods to identify relationships between variables. Limitations of the study include the sample size of the survey participants and the geographical coverage of the study, which is mainly focused on Ukraine and other European countries. Особистий фінансовий консалтинг: світовий досвід та перспективи розвитку в Україні 141 Findings. The results of this study indicate that Agile methodologies are becoming increasingly popular in software development teams around the world. The study also found that the use of Agile methodologies is more prevalent in smaller teams compared to larger teams. This trend may be due to the fact that smaller teams are more flexible and can adapt more easily to the iterative and collaborative nature of Agile methods. However, the data also suggests that as the complexity of a project increases, the use of Agile methods becomes less prevalent, with more traditional methods such as Waterfall being used instead. In terms of team management, the study found that the use of Agile methodologies can lead to higher levels of team collaboration and communication, which can ultimately lead to more efficient and effective project outcomes. However, it is important to note that effective team management requires more than just the use of a particular methodology, and other factors such as leadership, communication skills, and team dynamics also play a crucial role. Overall, the findings suggest that Agile methodologies can be a powerful tool for software development teams, particularly in smaller teams and less complex projects, but that effective implementation and management are key to achieving success. Originality/value. The originality and value of this study lie in the comprehensive analysis and comparison of different management methodologies in the context of team management. The study presents new insights into the advantages and disadvantages of various approaches to team management and provides practical recommendations for organizations in Ukraine and other countries. Furthermore, the study contributes to the existing body of literature on team management by providing empirical evidence on the effectiveness of different management methodologies. The study also highlights the importance of considering the size and complexity of the project when choosing a management methodology. Overall, the findings of this study can provide valuable guidance for managers and organizations in selecting the most suitable team management methodology for their specific needs and circumstances. Practical implications. The results of this study have practical implications for project managers and team leaders who are responsible for managing teams in different countries with different project sizes and complexities. Research shows that using a specific methodology does not guarantee success in team management and that an individualized approach based on the specific needs of the team and project is more effective. Overall, the practical implications of this study can help project managers improve their team management skills and increase the likelihood of project success.

To bridge or to bond? Diverse social connections in an IS project team

Apart from the different formats of software process descriptions and life cycle models as discussed in the previous chapter, there are many different types of such models. The basis for these models is formed by several fundamental life cycles, in particular sequential models such as the waterfall model or the V-shaped model, and iterative-incremental models such as the spiral model or Scrum. These fundamental life cycles can be varied in many forms, or extended by adding information leading to detailed process models such as the (Rational) Unified Process. The models can also include different sets of processes, where at one end of the spectrum, software processes support software development by structuring the different development-related activities. At the other end of the spectrum, software processes also provide a more comprehensive perspective, e.g. including operation and IT service management, or interfacing with organisational and administrative tasks. Depending on the purpose of the model, there are some very different types of process reference models available, including for example method-driven life cycle models, agile methodologies, process assessment models. In this chapter, we survey these different types of software processes and their role in the software life cycle. We provide a categorization of software processes, introduce the basic life cycle models, and present some selected reference models.

The beginning of the 21st century was the Software Enlargement Period, where software development methods were designed to create and deliver software to market under limited resources, time, and budget. The traditional Software Development Life Cycle (SDLC) created models like Waterfall Model, RAD model, etc. But this approach required extensive documentation, lacked customer involvement, and could not develop responsive software. Agile Software Development Methodology was created in 2001, which was flexible enough to adapt to changing requirements at later stages and encouraged better customer involvement. Scaled Agile Framework (SAFe) based on Agile Methodology follows repetition and increment approach to develop reliable, high quality, responsive and timely delivering software. This paper involves the description of Agile methodology and SAFe, problems in SAFe, and its solution by creating a machine learning model.

The rise in software development has intensified reliance on complex applications across sectors. However, this growth is paralleled by increased cybersecurity threats, revealing critical vulnerabilities within the Software Development Life Cycle (SDLC). Agile and DevOps methodologies, while offering speed and adaptability, often overlook vital security concerns, thus heightening exposure to cyber risks. This study addresses a novel research gap by examining how discrepancies in security integration across SDLC methodologies can lead to significant gaps in cybersecurity posture. Using a combination of case study scenarios, literature-informed analysis, and focus groups with subject matter experts, this research presents a comprehensive applied approach to cybersecurity in software development. Notably, the study engages participants with advanced expertise and real-world experience, whose insights enhance understanding of secure SDLC integration’s theoretical and practical aspects. This multi-method approach provides emerging cybersecurity professionals with actionable hands-on strategies to identify and mitigate vulnerabilities, aligning with current industry standards. The study’s findings underscore the urgency of standardized security practices within the SDLC, contributing to developing industry-wide best practices prioritizing security alongside speed and flexibility. By bridging theoretical frameworks with applied research, this study offers significant advancements for cybersecurity education and industry practice, preparing future professionals to address evolving cybersecurity challenges effectively.

Contemporary software is increasingly developed using an agile development approach, yet the supplier is generally selected as a result of a waterfall-style competitive tendering and contracting process. The procurement activity may be incompatible with an agile development of functionality and lead to sub-optimal outcomes. This paper examines the interaction of the procurement and software development lifecycles, explores potential causes of project or system failures and suggests some improvements based on a successful 10 year project between ADI Limited and the Australian Department of Defence.

Contemporary software is increasingly developed using an agile development approach, yet the supplier is generally selected as a result of a waterfall-style competitive tendering and contracting process. The procurement activity may be incompatible with an agile elaboration of requirements and development of functionality, and lead to sub-optimal outcomes. This paper examines the interaction of the procurement and software development lifecycles, explores potential causes of project or system failures and suggests some improvements based on a successful 10 year project between ADI Limited and the Australian Department of Defence.