Project management software evaluation checklist,animal vegetable miracle book club questions,employee communication and engagement,online training software australia online - Reviews

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VisserII, 2 IDepartment of Engineering and Technology Management Graduate School of Technology Management University of Pretoria, South Africa.
The application of risk management has improved the success rate of software projects in the developed world. This study investigated whether the success rate of software projects in South Africa is also low, and whether risk management might improve these success rates. The results indicate that the average success rate of software projects in South Africa is indeed very low, and that software projects in South Africa often experience the same risks as in the developed world. It was also found that, where risk management is applied, software projects produce better results than software projects with no risk management. The majority of South African software companies use ad hoc internally developed risk management procedures rather than formalised procedures. Die toepassing van projek risikobestuur het die suksestempo vir sagtware projekte wel verbeter in ontwikkelde lande. Die resultate van die studie het aangetoon dat die gemiddelde suksestempo van sagteware projekte in Suid Afrika wel baie laag is, en dat die projekte dikwels soorgelyke risiko's ervaar as in die ontwikkelde wêreld. Die studie het ook bevind dat sagteware projekte waar risikobestuur toegepas is beter presteer het as projekte sonder risikobestuur. Die studie het ook aangedui dat die meerderheid sagteware maatskappye in Suid Afrika gebruik maak van ad hoc risikobestuur prosedures wat intern ontwikkel is, en dus nie formele prosedures gebruik nie.
INTRODUCTION 1.1 Software project risk management The unpredictable and dynamic nature of software development projects poses numerous risks and challenges to organisations. Various frameworks and methodologies are currently available to aid in the management of software project risks. Consequently, these frameworks might not be suitable for organisations in South Africa to adopt.
There is thus a need to investigate the applicability and effectiveness of software project risk management in South Africa. IE can also be viewed as a collection of tasks, activities, techniques, roles, and deliverables. LITERATURE 2.1 Background Much research has been done worldwide on the topic of software risk management. This study reviewed various literature sources, extracting relevant information in order to answer the research questions that could not be suitably answered by using quantitative methods.
However, with the increasing complexity of software development, industries have realised the importance of risk management during the development process. Risk management reduces the uncertainties involved in developing software, and decreases the chances of project failures. Most of these assess risks during each phase of software development, and follow a disciplined process. Boehm extended his original spiral model using the Theory W (Win-Win) model, which aims to satisfy the objectives and concerns of the stakeholders. Risks are carried forward and dealt with until they are resolved, or until they turn into problems and are handled as such.

This method has gone through a number of iterations, and has been improved through the feedback received from various case studies or evaluations carried out in industry organisations. In doing so, all parties associated with a project can easily understand the risks that they face, as well as their implications. The CMMI model provides a structured view of process improvement in all departments or divisions of an organisation.
The CMMI products consist of an integration of models from four disciplines (software engineering (SW), systems engineering (SE)), appraisal methods, and training materials).
The CMMI can assist an organisation to: integrate traditionally separate organisations set process improvement goals and priorities provide guidance for quality processes provide a yardstick for appraising current practices. CONCEPTUAL FRAMEWORK FOR THE INVESTIGATION 3.1 Evaluating risk management procedures Various standards, methods, and processes are available for risk management in projects, and some specific risk management standards and processes are available for risk management in software development projects or software usage and maintenance.
It was thus necessary to measure the impact of risk management by using only sufficient risk management procedures as input.
The risk management process itself comprises several activities and tasks that function in an iterative manner. The process defines the minimum activities of a risk management process, the risk management information required and captured, and its use in managing risk. The risk management process defined in this standard can be adapted for use at organisational or project level, for different types and sizes of projects, for projects in different life cycle phases, and to support diverse stakeholder perspectives. For this reason, this standard does not specify the use of any specific risk management techniques or associated organisational structures for implementing risk management.
However, the standard implicitly supports the use of tools and techniques that can make risk management a continuous process.
Capturing and communicating risk-related information in electronic form to all parties involved in a project is encouraged.
The IEEE standard for risk management is illustrated as a block diagram in Figure 2 below. Where an organisational risk management process already exists, the software risk management process should be aligned to it. Only one respondent was of the opinion that more than 70 per cent of software projects were successful. The success rate of software projects in South Africa is therefore roughly the same as in the developed world. There is therefore significant room for improvement in the success rate of software projects in South Africa. A one-sample T-Test was applied to the responses to test whether the sampled mean of 64.8 per cent is statistically significant, being higher than the hypothetical mean of 50 per cent. The null hypothesis (H0) can thus be rejected and the research hypothesis (H1) accepted.
The results therefore indicate that software development projects in South Africa face the same risks as similar software projects in the developed world. A target of larger than 50 per cent was set for responses that declared a positive impact as a consequence of risk management. The intention was to test whether the sampled mean was statistically significant in being larger than the target mean of 50 per cent.

This means that risk management procedures in South Africa typically do not conform to the IEEE standard for software risk management, and cannot be considered as adequate. A target of larger than 50 per cent was set for responses that declared formal procedures to perform better than internal procedures. Therefore it cannot be stated that formal risk management procedures produce better results than internal methods. Therefore it cannot be stated that one specific formal risk management procedure performs better than others. Having stated that, the success rate of South African software projects was higher where ad hoc risk management was applied, compared with projects where no risk management was applied.
The results of formal methods could thus not be compared with the results of ad hoc methods. Application of a risk management process should form part of IE; and the results of this study indicate that there is a definite need for a more formal approach to delivering software projects in South Africa more successfully. The IE methodology is therefore not applied in most software projects in South Africa, and probably contributes to the low success rate.
It is therefore recommended that South African software organisations take the necessary steps appropriately to mitigate these risks that are common to most software projects. The fact that risks are the same in South Africa as in the developed world suggests that mitigation strategies that have proven to be successful in the developed world will also be successful in South Africa.
So there is still a need to find organisations that implement formal software risk management procedures, and to measure the effectiveness of these procedures.
Information engineering implementation in organizations: A study of factors affecting success. Implementing and improving the SEI risk management method in a university software project. The Riskit method for software risk management, version 1.00, UMIACS-TR-97- 38, Institute for Advanced Computer Studies and Department of Computer Science Technical Report, University of Maryland. Software engineering risk management: A method, improvement framework and empirical evaluation. Doctoral dissertation, Helsinki University of Technology, Center of Excellence, ISBN 952-5136-22-1.
Capability maturity model integration, Version 1.2, Carnegie Mellon University, United States of America. Exploring the role of the human resource function in the South African information technology industry. An evaluation of software project risk management in South Africa, Project Report for the Degree M.

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project management software evaluation checklist

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