| Papers [1-15] of 100 :: [Page 1 of 7] | | Go to page : 1 2 3 4 5 6 7 —> | Search results on "SOFTWARE PROJECT MANAGEMENT": |
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Software Project Management, 2002.
A discussion of how bad project requirements lead to software failures.
2,653 words (approx. 10.6 pages), 4 sources, MLA, $ 79.95
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Abstract
This paper examines how understanding the importance of good requirements and managing them well can be the biggest factor in keeping the cost low and improving the success rate of software projects. It looks at how good requirements start with an active project leader who can handle changes, customers who understand their role in the process and stay involved till the very end and developers understand the customer's business needs. It also shows how an integrated team-based approach from both customers and developers will result in good software and a successful software project.
Outline
Stakeholders Conflicts
Vague Requirements
Skills that do not Match the Project
What Managers Perceive
Risks Associated with Inaccurate Estimating and Schedule Planning
Risks Associated With External Schedule Pressures Which Damage Quality
Requirements Management Step-by-Step
From the Paper
"In the past, a certain rate of failures was acceptable but with the current economic conditions granted better budgets, developers are doing a better job of managing both the software requirements and the software projects. In the software development team, the project leader is given the task of collecting the information that is essential for the team to understand the requirements of the project. The information is collected through various methods, such as, interview, surveys, and questionnaires. The people taken into consideration while collecting information are the end-user, the paying customer, and indirect users of the system, management, developers, system architects, and quality assurance staff. The information is contained in a document called the requirements document, which contains thesis about the testing, developing and information about the systems acceptance."
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Management Communications, Project Management and Quality, 2002.
An evaluation of management communications, project management and quality issues using a case study format.
2,648 words (approx. 10.6 pages), 10 sources, APA, $ 79.95
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Abstract
The paper shows that TaxPrep, Inc., a (real) tax preparation service firm, is rapidly losing market share, experiencing negative profits, and is unable to efficiently bring new software products to market. This paper analyzes TaxPrep?s problems and presents specific recommendations to solve the software development, organizational, and communications issues. Short-term recommendations include: implementing project management techniques for software development, conducting employee communication sessions, and freezing present compensation. The paper shows that, in the long-term, TaxPrep should implement a management system that meets the Q9001-2000 quality management standard, market new web-based products, and institute performance based compensation.
From the Paper
"In the late 1980?s TaxPrep, Incorporated (TaxPrep) found itself quickly losing market share in the service bureau tax preparation business. Profits and sales plummeted during 1990-91 threatening the future of the Company. TaxPrep?s survival depends upon its ability to rapidly enter the personal computer (PC) tax software market where consumers are numerous and competitors have a strong lead. The tax preparation industry was in an acquisition frenzy during the mid to late 1980?s, as evidenced by the addition of six firms to TaxPreps? portfolio. Due to this period of rapid change and because PC developers are using new programming technology (?C? programming language requires less programmers), TaxPrep found itself with surplus personnel. The Company reduced the employee headcount by over 50 percent in the number of sales and support jobs. These large layoffs created anxiety within the surviving employee base, which is further hampering the ZX Development Groups? (a division of TaxPrep) ability to efficiently develop software for the PC market niche."
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Project Management Tools, 2005.
An overview of computer project manager tools and their uses.
1,807 words (approx. 7.2 pages), 4 sources, MLA, $ 58.95
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Abstract
The term, "project manager," has become somewhat synonymous with Microsoft's version of the tool. However, a simple search of the words, "project manager," on the Internet reveals that there are thousands other generic versions of the tool, each with its own strengths and benefits. This paper shows that careful consideration should be given to the choice of a product and whether the tool is needed at all. The paper looks at the software available.
From the Paper
"With this tool, you can track resources, compare predicted completion dates with the original schedule, target dates, costs, and budgets. Scheduling can be altered around resource needs, and resources moved to where they are most needed. Future resource needs can be predicted so that you can always keep ahead of the game and hopefully never run short so that your project does not come to a grinding halt. Finally, the software can use the Web publishing wizard to post project information on a web site on the Internet or company intranet. In the end, Primavera's software combines top of the line features with the ease of use of MS Project to give users the best of all possible worlds. Its price is also reasonable."
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Project Manager Responsibilities, 2005.
This paper discusses the responsibilities of project managers in functional and matrix environments.
1,125 words (approx. 4.5 pages), 3 sources, APA, $ 39.95
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Abstract
This paper explains that the project management is a separate function of an organization. The author points out the reason that the project manager's responsibilities vary from company to company. The paper describes project management software.
From the Paper
"Although companies have long engaged in project management on some level, it has only been in the last years or so that companies have recognized that project management is a separate function that can have a significant impact on a company's ability to achieve its short and long-term objectives, Part of this is due to the availability of software that supports the project management function and that provides the tools through, which project management can be accomplished with greater ease than in previous years. "
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A Costing System for Software Project, 2002.
Discusses a costing system proposed for a computer hardware manufacturer who is also going to develop computer software to be sold along with the hardware.
2,854 words (approx. 11.4 pages), 7 sources, MLA, $ 84.95
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Abstract
This paper first recommends a costing system and then states how variances from budget would be identified. It further goes to state how the budgets for the cost centers should be set. Then it mentions some possible sources of funds for financing the project and, in conclusion, mentions how the financial ratios of the company will be affected.
Method of costing
How variances can be identified
Method of budgeting
Sources of finance
Effect on ratios
Comparison with system in operation
From the Paper
"There are many methods of costing that could be applied to this scenario. The current system in place is absorption costing. This is a very traditional approach, in which it is assumed that the total overhead expenses of the company are related in some way to the number of labour hours or machine hours used. In this case, all the overheads are allocated on one basis. If labour hours are used, then it the total overhead amount is divided by the total labour hours expected, and then the amount of overhead is allocated to each product based on the total amount of labour hours it uses."
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Software Configuration Management, 2006.
An analysis of the evolution of software configuration management (SCM) over the past decade.
3,450 words (approx. 13.8 pages), 14 sources, APA, $ 97.95
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Abstract
This paper examines how software configuration management (SCM) is an important discipline in professional software development and maintenance and how the importance of SCM has increased as programs have become more complex, long-lasting, and time critical. It aims to critically evaluate the evolution of SCM, as well as the obstacles and progress achieved by this particular segment of software engineering. The paper uses a column page layout.
Outline:
Abstract
Introduction
Foundation Years of Software Configuration Management
Progress and Obstacles - SCM in the Past Decade
Process Support
Versioning and Release
Change Control
The Tools - Third Party and Open-Source
Transitions
Conclusion
From the Paper
"The mid 90's paved the way for much better and more powerful SCM tools. Although much of them were still reliant on old methods, these tools had revved up their ability by nearly two folds in terms of automation from a mere cost effective in-house development. [2, 3] In the late 90's, the evolution of SCM in general was characterised mainly by technological issues, better understanding of the technology and experience acquired by the Software Engineering community towards the complexity of a complete SCM solution. On an Industry level SCM was seen largely as a mature, reliable and ideal technology for software development. "
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Employee Performance Management Software, 2007.
This paper discusses the implementation of an employee performance management software system.
876 words (approx. 3.5 pages), 5 sources, MLA, $ 31.95
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Abstract
In this report, the writer defines the assumptions and risks associated with implementing an employee performance management software application from a third party software vendor. The writer looks at the the technological assumptions and also the aspects that deal with changing how people do their jobs in response to the system providing more information and measures of performance than have been available in the past. The writer then discusses the issue of risks and the security of data. This paper includes an additional source copy.
Outline:
Executive Summary
Clarifying Assumptions
Assessment of Risks
From the Paper
"Given the highly confidential nature of the employee and managerial data, its is critical for the employee performance management software application have a high level of security associated with it. Starting with the databases, the specific application(s) chosen in this area need to support record locking and write-one verification, which is part of any database being ACID-compliant. Simply put, these are databases that have assurance of atomicity, consistency, isolation of data, and durability, hence the acronym ACID-compliant."
"While ACID-complaint databases greatly enhances the security of the data, and safeguards them from being destroyed or compromised, another risk is that of an audit. For every publicly-held company in the U.S., the need to have systems and databases that are complaint with Sarbanes-Oxley Act is also critical. The risk of non-compliance in terms of human resources records can be quite expensive for any company to resolve."
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Supply Chain Management Software, 2007.
An analysis of the supply chain problems created for the Nike company by i2 software.
1,078 words (approx. 4.3 pages), 5 sources, MLA, $ 37.95
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Abstract
This paper discusses i2 software used in supply chain management. The paper begins by describing the process of supply chain management and then discusses the advantages of using software specifically for this purpose. It describes the advantages to the Nike company of using i2 software and also analyzes the unique supply chain problems that were created for the company by using this software.
From the Paper
"The i2 approach allows a company to keep ahead of structural changes taking place in an industry and to control operations from start to finish. The software enables companies to keep up with changes such as reducing costs and increasing quality through more lean supply chain strategies. The company offers solutions for different specific needs, such as retail transportation, data management, and business processes that must be controlled. Certain specific possibilities are held out by the company for the retailer, notably the ability to streamline the system and to take cost out of the supply chain as a way of maintaining margins and competitiveness through better utilization of assets, inventory visibility, and assuring that each division and supply chain partner will have access to a uniform source of product and supply chain data. The software also enables any company to increase its revenue over simply opening new stores and rather allows for assortments tailored to each store."
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Free Software and Open Source Software, 2006.
This paper discusses the differences between the terms 'free Software' and 'open source software'.
675 words (approx. 2.7 pages), 3 sources, $ 26.95
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Abstract
This paper discusses free software and open source software, noting that free software actually refers to software providing specific kinds of freedom to users, while "open source software" means that the user is made privy to the code so he or she can change the software as well as use it. The writer maintains that much of the argument dates to 1984 and the publication of the "Gnu Manifesto," written by Richard Stallman.
From the Paper
"Software developers differ on the relative value of the terms "free software" or "open source software." The terms are not completely identical. Free software could be any software for which no charge is made, though it actually refers to software providing specific kinds of freedom to users, while "open source software" means that the user is made privy to the code so he or she can change the software as well as use it. By either name, the associated vision of software and users challenges the usual idea of copyright and intellectual property."
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Agile Development, 2006.
A discussion on project management, failures in project management and Agile Development methodologies for software and program development.
675 words (approx. 2.7 pages), 2 sources, $ 26.95
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Abstract
This paper discusses project management and several causes of project failure. At the core of these reasons for project failure are communication issues within the project. These issues are related to software development methodologies and how Agile Development is becoming more effective for software and program development than tradition project management structures. Finally, Microsoft is noted as well-known adoptee of Agile Development methodologies with its use of the Scrum method as well as a host of other Agile Development techniques.
From the Paper
"Projects and project management are of singular importance to any business enterprise because they form the nexus of the primary activity of the business. Without projects and project management, no work would be completed or, at best, limited work of questionable quality would be the result. Researchers have observed that one of the most basic causes of project failure is a lack of real-time updates and poor visibility into ongoing tasks (Oates, 2006, para.2). While traditional project management has always recognized the need for periodic updates to both executive management as well as line employees regarding a project's status, contemporary project management recognizes these periodic updates as outdated and not suited to the technological environment within which most organizations operated today."
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Resource and Task Management, 2003.
A review of resource and task management within a project management framework.
2,300 words (approx. 9.2 pages), 10 sources, MLA, $ 79.95
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Abstract
This paper looks at the techniques, applications and the relationship between resource and task management in attaining business objectives within an organizational environment. A real world application in software development is used as an illustration.
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Risk Monitoring and Tracking, 2005.
This paper discusses risk monitoring and tracking as part of risk management, especially for software project management.
4,000 words (approx. 16.0 pages), 6 sources, MLA, $ 108.95
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Abstract
This paper explains that the primary objective of risk management, a proactive measure also used in software risk management, is to provide insights to support informed decision-making by identifying, monitoring, evaluating and estimating various risks which might effect a project and then planning, tracking and controlling the process to eliminate or diminish the likelihood of these risks. The author points out that risk monitoring, an ongoing activity throughout the whole project, is the process of observing, supervising or controlling the activities of other tasks to assess the likelihood of a hazard and the impact that hazard might cause or has caused. The paper relates that risk tracking is a process which identifies both the status of the mitigation actions against the action plan and effectiveness of the mitigation itself, to evaluate a mark or succession of marks left by something that has been completed thereby focusing management's attention of high-risk, high leverage and critical success factors rather than swapping management reviews with lots of low-priority details. Chart and table included.
Table of Contents
Introduction
Risk Management
The Concept of Positive Risk
Risk Monitoring
Risk Tracking
Issues with Risk Monitoring and Tracking
Risk Monitoring and Tracking Tools
Comparative Analysis
Tips and Comments
Contingency vs. Backup Plans
Communication
Take a Look Back
Conclusion
From the Paper
"As a project manager, it is important to make sure that risk monitoring/identification leads to real action. Use risk monitoring/identification techniques to ensure that the teams are constantly identifying and mitigating risks. Risk management is a very sensitive issue, since it can have a negative impact on a project/work of many team members. It is human nature to try to avoid discussing problems making it difficult to motive the teams to be conscious of the risks. The same is true for monitoring of risks in the risk identification stage. Risks are never considered as positive, and no one really wants to do be the bearer of bad news...therefore as a project manager it is important to shift the team-culture so that risk identification can be looked upon as positive."
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United Management Technologies, 2006.
A look at United Management Technologies, a leader in the field of project portfolio management.
1,142 words (approx. 4.6 pages), 1 source, MLA, $ 39.95
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Abstract
This paper takes an in-depth look at United Management Technologies, the history of the company and the business strategies that have made the company what it is today. UMT have developed software products that follows the entire circuit in the evolution of a project portfolio.
From the Paper
"The software products that UMT has developed follows the entire circuit in the evolution of a project portfolio, from brainstorming a set of initial projects (Portfolio Builder) to selecting the projects that maximize company value by impacting the main objectives, to planning and managing after selection (Portfolio Planning and Portfolio Dashboard). Other successful applications include the Central Repository and UMT Portfolio Manager 3.2.
As the company managed to successfully operate a niche that combined consultancy service with software products (as one of the partners themselves put it, UMT was at the very beginning a consultancy company which used software, now it tends to become a software company that sometimes performs consultancy services), it became a market leader in project portfolio management and related products.
Its main competitors can be traced among companies offering similar services, Pacific Edge or Primavera counting among them. "
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Integra's Software, 2005.
This paper analyzes the case study of Integra's software, a dream project, which turned into a nightmare resulting in this flawless software never being marketed.
935 words (approx. 3.7 pages), 3 sources, APA, $ 33.95
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Abstract
This paper explains that the two main problems in this case are (1) the market and risk analysis issues surrounding the potential sale of the software were ignored because Integra assumed the project was so valuable that it could not fail in the market place and (2) only the lower-level credit unions and not the regional offices for the credit unions throughout the rest of Canada were consulted. The author points out that the problems stem largely from the idea that the company put the project on the 'fast track' and assumed that their product was so much better than the competition that the credit unions could not help but realize this and switch over to this new product. The paper suggests that, if there is no market for a particular project, there is certainly no point in continuing to try to sell it to others, which simply ends up costing the company more money.
From the Paper
"Organizational issues were mainly related to the idea that the company was so large and powerful that it could not fail with a project and that the competition would never be able to keep up. Organizational resources fell along these same lines, as money and people for the project were both very plentiful. Technological issues came quickly to the project, as there were so many different systems that the software had to work with, and this was something that had not been anticipated. However, the company had so many technological resources at their disposal that the management felt there would not be any large problems with the technology that could not be overcome."
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