Software development risk and project performance measurement: Evidence in Korea

Na, Kwan-Sik; Simpson, James T.; Li, Xiaotong; Singh, Tushar; Kim, Kiyoon

doi:10.1016/j.jss.2006.06.018

Cited by 90 publications

(74 citation statements)

References 30 publications

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“…The article uses the concepts of project performance and product performance developed by Nidumolu (1995Nidumolu ( , 1996aNidumolu ( , 1996b mainly for software organizations which develop software products. Na et al (2007) say that their findings are relevant to both software development organizations and software acquisition organizations. A questionnaire was sent to large software development firms that we assume to be supplier firms, but this is not explicitly stated in their paper.…”

Section: Analysis Of the Articlesmentioning

confidence: 97%

“…The study reported by Na et al (2007) analyzed software development risk and project performance measurement in Korea. The article uses the concepts of project performance and product performance developed by Nidumolu (1995Nidumolu ( , 1996aNidumolu ( , 1996b mainly for software organizations which develop software products.…”

Section: Analysis Of the Articlesmentioning

confidence: 99%

“…Two articles (Agarwal and Rathod, 2006;Na et al, 2007) mentioned only PM success criteria, and there was only one article which did not discuss PM success from the supplier's perspective at all (Haried and Ramamurthy, 2009). …”

Section: Success Criteria From the Supplier's Perspective (Answer To mentioning

confidence: 99%

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Software development project success and failure from the supplier's perspective: A systematic literature review

Savolainen

Ahonen

Richardson

2012

International Journal of Project Management

131

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In this paper, we consider software development project success and failure from the supplier's perspective. First we clarified concepts in order to be able to exclude review articles on in-house projects, continuous services, the customer's perspective, and software product development, with the aim of providing valid results for supplier firms. We divided success criteria into project success and project management (PM) success, and, in seven articles, identified three success criteria from the supplier's perspective: customer satisfaction, short-term business benefits, and long-term business benefits. In contrast, no definition of software development project failure was found. Articles were found in seven different journals, showing that knowledge on software development project success from the supplier's perspective is fragmented. This impedes the growth of knowledge on this topic.

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Section: Analysis Of the Articlesmentioning

confidence: 97%

Section: Analysis Of the Articlesmentioning

confidence: 99%

See 1 more Smart Citation

Software development project success and failure from the supplier's perspective: A systematic literature review

Savolainen

Ahonen

Richardson

2012

International Journal of Project Management

131

View full text Add to dashboard Cite

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“…As a consequence, achievement of a particular type of project success (such as process success or product success) will likely require appropriate management of particular types of project risks that are contingent on the focal success criterion. Several research examples illustrate this finding (see also Na et al 2007 for further background).…”

Section: Does Risk Management Improve Project Performance?mentioning

confidence: 69%

Robust Optimization for the Discrete Time-Cost Tradeoff Problem with Cost Uncertainty

Hazır

Haouari

Erel

2014

Handbook on Project Management and Scheduling Vol. 2

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This work is subject to copyright. All rights are reserved by the Publisher, whether the whole or part of the material is concerned, specifically the rights of translation, reprinting, reuse of illustrations, recitation, broadcasting, reproduction on microfilms or in any other physical way, and transmission or information storage and retrieval, electronic adaptation, computer software, or by similar or dissimilar methodology now known or hereafter developed. Exempted from this legal reservation are brief excerpts in connection with reviews or scholarly analysis or material supplied specifically for the purpose of being entered and executed on a computer system, for exclusive use by the purchaser of the work. Duplication of this publication or parts thereof is permitted only under the provisions of the Copyright Law of the Publisher's location, in its current version, and permission for use must always be obtained from Springer. Permissions for use may be obtained through RightsLink at the Copyright Clearance Center. Violations are liable to prosecution under the respective Copyright Law. The use of general descriptive names, registered names, trademarks, service marks, etc. in this publication does not imply, even in the absence of a specific statement, that such names are exempt from the relevant protective laws and regulations and therefore free for general use. While the advice and information in this book are believed to be true and accurate at the date of publication, neither the authors nor the editors nor the publisher can accept any legal responsibility for any errors or omissions that may be made. The publisher makes no warranty, express or implied, with respect to the material contained herein.Printed on acid-free paper Springer is part of Springer Science+Business Media (www.springer.com) PrefaceThis handbook is devoted to scientific approaches to the management and scheduling of projects. Due to their practical relevance, project management and scheduling have been important subjects of inquiry since the early days of Management Science and Operations Research and remain an active and vibrant field of study. The handbook is meant to provide an overview of some of the most active current areas of research. Each chapter has been written by well-recognized scholars, who have made original contributions to their topic. The handbook covers both theoretical concepts and a wide range of applications. For our general readers, we give a brief introduction to elements of project management and scheduling in the first chapter, where we also survey the contents of this book. We believe that the handbook will be a valuable and comprehensive reference to researchers and practitioners in project management and scheduling and hope that it might stimulate further research in this exciting and practically important field.Short-listing and selecting the contributions to this handbook and working with more than one hundred authors have been a challenging and rewarding experience for us. We are grateful to Günter Sch...

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“…According to (Na et al, 2007;Ropponen and Lyytinen, 2000), they found that risk is positively related to both cost and schedule overruns. Hence, estimating cost and software project schedule impact is important to mitigate risk requirements and spicifications and the successful software development (Jones, 2008;Kamaruddin, 2006;Linberg, 1999).…”

Section: C3: Assessing Cost and Scheduling The Impact Of Each Change mentioning

confidence: 99%

A Comparison of Stepwise and Fuzzy Multiple Regression Analysis Techniques for Managing Software Project Risks: Analysis Phase

Elzamly

Hussin

2014

Journal of Computer Science

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Risk is not always avoidable, but it is controllable. The aim of this study is to identify whether those techniques are effective in reducing software failure. This motivates the authors to continue the effort to enrich the managing software project risks with consider mining and quantitative approach with large data set. In this study, two new techniques are introduced namely stepwise multiple regression analysis and fuzzy multiple regression to manage the software risks. Two evaluation procedures such as MMRE and Pred (25) is used to compare the accuracy of techniques. The model's accuracy slightly improves in stepwise multiple regression rather than fuzzy multiple regression. This study will guide software managers to apply software risk management practices with real world software development organizations and verify the effectiveness of the new techniques and approaches on a software project. The study has been conducted on a group of software project using survey questionnaire. It is hope that this will enable software managers improve their decision to increase the probability of software project success.

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Software development risk and project performance measurement: Evidence in Korea

Cited by 90 publications

References 30 publications

Software development project success and failure from the supplier's perspective: A systematic literature review

Software development project success and failure from the supplier's perspective: A systematic literature review

Robust Optimization for the Discrete Time-Cost Tradeoff Problem with Cost Uncertainty

A Comparison of Stepwise and Fuzzy Multiple Regression Analysis Techniques for Managing Software Project Risks: Analysis Phase

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