Supporting risks in software project management

Barros, Márcio de Oliveira; Werner, Cláudia Maria Lima; Travassos, Guilherme Horta

doi:10.1016/s0164-1212(02)00155-3

Cited by 58 publications

(38 citation statements)

References 6 publications

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“…Several researchers have studied these challenges and made progress towards a better understanding of them [15][16][17][18][19][20][21][22][23][24][25][26][27][28]. One of the research investigations has assessed the problem as follows ".…”

Section: Literature Reviewmentioning

confidence: 99%

Current Trends in Software Project Management

Dey¹,

Amin²,

Sinha³

et al. 2018

Proceedings of the 2017 World Conference on Management Science and Human Social Development (MSHSD 2017)

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Abstract. Complexity of software project management has been increasing rapidly in recent years. Project management strategies are evolving in order to address the complexity problems. A persistent struggle is to find an adequate balance between conflicting factors such as providing freedom and flexibility to software engineers in order to solve complex problems in a creative way while managing risks associated with freedom and flexibility. Risk based strategies for software project management appear to be promising. Potential risks are identified, analyzed, assessed and monitored. Appropriate steps are taken for managing imminent risks in a timely manner. This study suggests that communication risk plays a special role in software projects, because it interacts with other risks in startling ways. Interacting risks need to be studied at several levels with special attention to communication risk, because it could be considered as a super-risk. Current trends in software project management include analysis of all categories of risks such as technical risks, budget risks, scheduling risks, legal risks, ethical risks, operational risks, security risks, communication risks, project planning risks, and personnel risks that require timely intervention without restricting the creative power of executable software knowledge development.

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Section: Literature Reviewmentioning

confidence: 99%

Current Trends in Software Project Management

Dey¹,

Amin²,

Sinha³

et al. 2018

Proceedings of the 2017 World Conference on Management Science and Human Social Development (MSHSD 2017)

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“…They use more resources than planned, deliver less functionality at lower quality than expected and take longer to complete than anticipated (Barros, Werner & Travassos 2004). Some of the reasons offered for these failures include badly defined requirements, unrealistic expectations from business, poor reporting on project status and poor management of risks (Charette 2005).…”

Section: Information System Implementation and Project Management Chamentioning

confidence: 99%

Between a rock and a hard place: Management and implementation teams’ expectations of project managers in an agile information systems delivery environment

Nkukwana

Terblanche

2017

S. Afr. j. inf. manag.

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Background: To address the low success rate in information system (IS) projects, organisations in South Africa are adopting agile implementation methodologies. Agile delivery environments advocate an iterative approach where autonomous, self-organising teams share project management (PM) activities. This encroaches on the traditional project manager role. Are project managers still relevant in agile delivery environments and how should they adapt?Objectives: This case study investigated how project managers could adapt to agile IS implementation environments to remain relevant. Specifically, the views of their key stakeholders (the management and implementation teams) were elicited to provide insights into what is expected from agile project managers.Method: A qualitative, inductive content analysis approach using purposive sampling was used to identify 13 participants (comprising management and implementation team members) within a large South African insurance company. Semi-structured interviews were conducted with all participants.Results: The management and implementation teams agreed that PM remains highly relevant in an agile environment for ensuring project governance including delivery, risk management, reporting and budgeting. There was, however, disagreement between the management and implementation teams on project management interaction with the implementation team. Management preferred a command and control type project manager, while the implementation team favoured a more inclusive, facilitative PM style.Conclusion: To remain viable in an agile IS project implementation environment within large corporates, project managers need to be aware of what various stakeholders expect of them. They need to retain some of the classic PM functions while adapting to the interpersonal and collaborative requirements of the agile way.

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“…Many software projects have failed in the past due to challenging management issues. Some researchers have paid attention to these challenges and made progress towards a better understanding of them (Barros, Werner & Travassos 2004;Boehm 1991;Chemuturi & Cagley Jr. 2010;Jones 1998;Gulla 2012;Keil, Cule, Lyytinen & Schmidt 1998;Xia & Lee 2004). Some of the studies assessed the problem as follows ".…”

Section: Literature Reviewmentioning

confidence: 99%

Managing interacting software project risks

Dey¹,

Khan²,

Amin³

et al. 2016

Pressacademia

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Managing risks in a software project can be challenging. There are many risk categories including communication risks, project planning risks, technical risks, budget risks, scheduling risks, legal risks, ethical risks, operational risks, security risks, and personnel risks that require timely attention. Potential risks should be identified, analyzed and evaluated. Appropriate strategies should be developed for managing imminent risks in a timely manner. This paper advocates a strategy that assigns a special role to communication risk, because it interacts with other risks in a way that may allow its coupling with most other risks and changing their effects. Interacting risks may have to be studied at a higher level with special attention to communication risk, because it could be considered as a super-risk. In order to get best results with the current state of knowledge, a team of risk analysts may provide early warnings about potential risks that are then further studied in interaction contexts for developing appropriate management strategies. By integrating risk based project management into a software development process, coordination of all activities in a comprehensive manner would be possible with a special emphasis on interacting risks.

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Supporting risks in software project management

Cited by 58 publications

References 6 publications

Current Trends in Software Project Management

Current Trends in Software Project Management

Between a rock and a hard place: Management and implementation teams’ expectations of project managers in an agile information systems delivery environment

Managing interacting software project risks

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