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Software project management probably is a sector that has witnessed the highest rate of project failure in the world. This is not the case with project management concerned with other disciplines due to better management of their inherent strengths and weaknesses.Hard skills, often described as a science and comprising processes, tools and techniques applied to projects are the main focus of many project management methodologies. Extensive research has been carried out in the project management domain with greater focus on hard skills. Soft skills described as an art, are very often ignored during software project management. Such skills, acquired through experience, are concerned with managing and working with people, ensuring customer satisfaction and creating a conducive environment for the project team to deliver high quality products within budget and on time and exceeding stakeholder expectations. This paper summarizes the soft skills that can possibly improve the success rate of software projects. These projects, if not managed properly can lead to escalation of budget and time schedules beyond expectations. Deterioration of quality may be inevitable while deploying efforts to deal with cost overrun and schedule extension.Research in the field of soft skills required has been carried out at the University of Arkansas. The results show that IT organizations are conscious of the need for soft skills. Furthermore, a number of organizations, like Polaris, Sun Microsystems and Mastek have found it necessary to include soft skills in their training agenda.

Information Technology (IT) adoption challenges facing organizations are too complex to be resolved using only one methodology. Most existing Information Technology (IT) adoption models such as the Technology Acceptance Model (TAM) only consider individual behaviour and views on technology adoption, without providing mechanisms to accommodate multiple stakeholder perspectives in an organization. In this paper we propose an IT adoption framework, expected to assist an organization in resolving problem situations from multiple perspectives. Our framework provides mechanisms for addressing conflict of interest among stakeholders, which is rather common with IT adoption in organizations.

Software project management probably is a sector that has witnessed the highest rate of project failure in the world. This is not the case with project management concerned with other disciplines due to better management of their inherent strengths and weaknesses.Hard skills, often described as a science and comprising processes, tools and techniques applied to projects are the main focus of many project management methodologies. Extensive research has been carried out in the project management domain with greater focus on hard skills. Soft skills described as an art, are very often ignored during software project management. Such skills, acquired through experience, are concerned with managing and working with people, ensuring customer satisfaction and creating a conducive environment for the project team to deliver high quality products within budget and on time and exceeding stakeholder expectations. This paper summarizes the soft skills that can possibly improve the success rate of software projects. These projects, if not managed properly can lead to escalation of budget and time schedules beyond expectations. Deterioration of quality may be inevitable while deploying efforts to deal with cost overrun and schedule extension.Research in the field of soft skills required has been carried out at the University of Arkansas. The results show that IT organizations are conscious of the need for soft skills. Furthermore, a number of organizations, like Polaris, Sun Microsystems and Mastek have found it necessary to include soft skills in their training agenda.

This paper seeks to address a problem ubiquitous in many software development environments today, namely, building software from requirements that are incomplete and not fully understood, thereby creating products that are either faulty or ultimately not being used at all. This gap that exists between software engineers and clients is highlighted in this paper and suggestions on how to overcome the identified gap are presented. The proposed methodology is to introduce developers into the client's environment, which can be more time consuming and more resource intensive than traditional knowledge elicitation methods, but has the potential to satisfy more of a user's needs in the long run. It also does not seek to replace any of the existing elicitation methods; rather it is complementary to knowledge elicitation techniques currently used by software engineers as well as to enhance current understanding of such processes.