A Framework of Software Project Scope Definition Elements: An ISM-DEMATEL Approach

Abstract

Software project scope definition is complicated due to the diversity and magnitude of the information needed. An inadequate scope definition often results in project failure as it continues to emerge as the major cause of delays, changes/rework, and cost and schedule overruns. Literature mentions different tools and methods to verify, quantify, and control software scope definition. However, none of these methods and tools help in defining a complete scope. Since a well-defined scope in the early stages is a core ingredient for project success, therefore, previously we developed a method that includes 45 elements of the software project scope definition. Although these elements are noteworthy for project scope, some may influence others; and should be concentrated on more when defining the scope of the software projects. The objective of this present study is that it builds on our previous research and uses Interpretive Structural Modeling (ISM) to extract the interrelationships among the elements and Decision Making Trial and Evaluation Laboratory (DEMATEL) to determine the intensity of these relationships. Experts from academia and the software development industry were consulted to identify the relationships among the elements. ISM-DEMATEL approach indicates that the project manager's competence is the main driver. Further, requirements, stakeholders' expectations, cost estimates, project schedule, resource estimation, project summary, communication, consultation, top management support are among the most influential elements that are critical to focus on. Moreover, the findings of the study provide project managers with a better understanding of the elements and their interconnections thus, helping in achieving a better scope definition.INDEX TERMS Interpretive structural modeling (ISM), decision making trial and evaluation laboratory (DEMATEL), scope definition, scope elements, scope management, software projects.

Prioritizing the barriers to tourism growth in rural India: an integrated multi-criteria decision making (MCDM) approach

“…The ISM methodology is used to obtain more in-depth information about the essential driving and dependent power of the barriers and their relationship. Various researchers have successfully used the integrated ISM and DEMATEL methods in their studies (Trivedi et al, 2021;Hassan and Asghar, 2021;Mahnaz Shakerian et al, 2020;Chauhan et al, 2018). The proposed integrated algorithm is adopted from Shen et al (2018) and Kefan Xie and Zimei Liu (2019) and the steps are outlined as follows:…”

“…The ISM methodology is used to obtain more in-depth information about the essential driving and dependent power of the barriers and their relationship. Various researchers have successfully used the integrated ISM and DEMATEL methods in their studies (Trivedi et al , 2021; Hassan and Asghar, 2021; Mahnaz Shakerian et al , 2020; Chauhan et al , 2018). Trivedi et al (2021) used DEMATEL and ISM methods to analyze the cause–effect relationship among the barriers to maritime transport in India and further identify the vital influential barriers from an identified set of factors.…”

“…Trivedi et al (2021) used DEMATEL and ISM methods to analyze the cause–effect relationship among the barriers to maritime transport in India and further identify the vital influential barriers from an identified set of factors. Hassan and Asghar (2021) implemented integrated ISM-DEMATEL methods to determine the intensity of software project elements and their relationship. Mahnaz Shakerian et al (2020) employed a hierarchical model to identify and relate the unsafe behaviour cognitive factors (UBCFs).…”

Linking complexity factors and project management approaches to performance: an embedded single case study of IT-enabled change projects in Australia

“…The broader view of project success can be seen as the stakeholder's assessment of the project's characteristics which may include other characteristics as well as cost, time and specification (Serrador and Turner, 2015). The traditional view of success is still referred to along with other success measures (Taipalus et al, 2020;Hassan and Asghar, 2021). The 2017 PMP report suggested that due to the competitive nature of today's world, the traditional success measure of scope, time and cost are no longer suitable, but it goes on to recognise successful organisations as champions if 80% of projects are delivered on time, within budget and if they meet their objectives.…”

“…Complexity also occurs in IT-enabled change projects because it is difficult to get clarity on what the end product will be. Unlike tangible end products, the delivered software is intangible as stakeholders may interpret the end product differently and there are continuous changes to what has to be delivered (Atkinson et al, 2006;Hassan and Asghar, 2021;Xia and Lee, 2005). Whitney and Daniels (2013) described IT-enabled change projects as Complex Adaptive Systems.…”