Increase ICT Project Success with Concrete Scope Management

Dekkers, Carol; Forselius, Pekka

doi:10.1109/euromicro.2007.35

Cited by 17 publications

(13 citation statements)

References 1 publication

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“…Agile software development project scope is based on high level requirements [9]. Also agile software projects welcomes the fresh ideas at later stages of software development process therefore volatility in the project scope are accepted.…”

Section: Scope In Agile Methodsmentioning

confidence: 99%

Scope management in agile versus traditional software development methods

Rehman

ullah

Rauf

et al. 2010

Proceedings of the 2010 National Software Engineering Conference

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Scope management is among one of the most important knowledge areas of software project management which if not managed carefully can lead the projects towards failure. A well defined and well managed scope is very important for a qualitative, cost effective and timely completion of the project. In this paper we discussed the role and impact of the scope on two very broadly accepted methodologies for software development. The two methodologies adopt different techniques for the development of software. How they are different from each other and how they adopt and manage the scope in there development process are discussed. Moreover, the replacement of traditional software development methods by agile software development methods in terms of cost, resources and time are also a part of this work.

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Section: Scope In Agile Methodsmentioning

confidence: 99%

Scope management in agile versus traditional software development methods

Rehman

ullah

Rauf

et al. 2010

Proceedings of the 2010 National Software Engineering Conference

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“…The above features can be achieved basing on the maturity model, standards and domain proficiency of the organization. An overhead such as project failure, project delay and cost overrun infects the organizations to survive in the industry [9]. Success of the project is possible only with the successful project management strategy.…”

Section: Introductionmentioning

confidence: 99%

“…The skill set of the team members is integration of technical and soft skills [7]. In traditional approach for project management, the project manager responsibility is to plan, scope, and estimate schedule, resource that includes hybrid requirements and performs normally as a single set of work tasks [9].…”

Section: Introductionmentioning

confidence: 99%

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Influence of domain and technology upon scope creep in software projects

Madhuri

Suma

2014

2014 International Conference on Advances in Electronics Computers and Communications

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Project management strategies play an influencing role in accomplishment of project success. A successful project alone can attain total customer satisfaction and withholding the industry in the market. Scope creep is deemed to be one of the several factors which influence the success of the project. Our research has proven that there are various factors which make an impact on scope creep. This paper put forth a case study carried out in leading software industries in order to realize the impact of domain and technology on scope creep. The investigation is carried out on various projects which are developed either in retail or pharmaceuticals domain. Retail projects are developed using Java and J2EE and the pharmaceutical projects are developed in Data Warehousing and Business Intelligence technology. Knowledge of impact of domain and technology upon scope creep certainly ensures one baseline their requirement specifications such that it reduces the scope creep associated overheads. It further accelerates quality of projects and productivity of the company.

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“…Research appoints that higher levels of maturity in a business process results, among others, in greater effectiveness to reach the defined goals and improving management ability to propose new and higher targets for performance (Röglinger et al, 2012). Among several models, it is possible to highlight the BPM Maturity Model (BPMMM) (Rosemann & Bruin, 2005;Rosemann, de Bruin, & Hueffner, 2004), BPR Maturity Model (BPRMM) (Maull et al, 2003), Business Process Maturity Model (BPMMFisher) (Fisher, 2004), Process Management Maturity Assessment (PMMA) (Rohloff, 2009), BPO Maturity Model (BPOMM) (McCormack et al, 2009), Process and Enterprise Maturity Model (PEMM) (Hammer, 2007), Process Maturity Ladder (PML) (Harmon, 2004), Business Process Maturity Model (BPMMOMG) (Weber, C.;Curtis, B.;Gardiner, 2008) and the Business Process Maturity Model (BPMMLee) (Lee, Lee, & Kang, 2007) (Röglinger et al, 2012).…”

Section: Introductionmentioning

confidence: 99%

Assessing the Relationship Between BPM Maturity and the Success of Organizations

Pinto

Santos

2020

Advances in Intelligent Systems and Computing

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Record-to-Report RDA Robotic Desktop Automation ROI Return on Investment RPA Robotic Process Automation RPN Risk Priority Number SM Sourcing Management VSM Value Stream Mapping WFM Workflow Management WI Work Instructions WUCM Work Unit Configuration Management WUMC Work Unit Monitoring and Control WUP Work Unit Performance WUPC Work Unit Planning and Commitment WURM Work Unit Requirements Management

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Increase ICT Project Success with Concrete Scope Management

Cited by 17 publications

References 1 publication

Scope management in agile versus traditional software development methods

Scope management in agile versus traditional software development methods

Influence of domain and technology upon scope creep in software projects

Assessing the Relationship Between BPM Maturity and the Success of Organizations

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