1993
DOI: 10.1109/69.224195
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Manager Associate (IKBS)

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1996
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Cited by 11 publications
(3 citation statements)
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References 34 publications
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“…While prior research acknowledges the ability to reuse knowledge across software projects, much of this research concentrates exclusively on the use of metrics [39,51] or focuses on knowledge reuse among software developers rather than software project managers [4]. We take a different approach by concentrating on experiences, rather than metrics and focusing on the software project manager, rather than the software developer.…”
Section: Novelty Of Experience Exchange Modelmentioning
confidence: 99%
“…While prior research acknowledges the ability to reuse knowledge across software projects, much of this research concentrates exclusively on the use of metrics [39,51] or focuses on knowledge reuse among software developers rather than software project managers [4]. We take a different approach by concentrating on experiences, rather than metrics and focusing on the software project manager, rather than the software developer.…”
Section: Novelty Of Experience Exchange Modelmentioning
confidence: 99%
“…Simmons, Ellis, and Escamilla proposed knowledge based Manager Associate [7] where information was gathered across a network from development workstations and servers. The PAMPA (Project Attribute Monitoring and Prediction Associate) tool was developed to help gather project information from any software development environment and archive the project attributes in an understandable object/attribute/relationship format, view it using an inexpensive workstation, and supply input to expert system building tools used for creating intelligent agents.…”
Section: Introductionmentioning
confidence: 99%
“…As a result, managers of software development projects increasingly recognise the importance of planning and estimation (Lederer and Prasad, 1995;Deephouse et al, 1996) for the successful completion of their projects. However, although they have many sophisticated tools at their disposal, many systems are still delivered way behind schedule, cost far more to produce than original budget estimates, and fail to meet user requirements (Johnson, 1996;Lederer and Prasad, 1995;Simmons et al, 1993;Barki et al, 1993). It has been reported that, on average, software systems are delivered a year behind schedule, only 1% of software projects finish on time and to budget, and more important, 25% of all software-intensive projects never finish at all (Stockman and Norris, 1991).…”
Section: Introductionmentioning
confidence: 99%