Project Management and Software Development Processes: Integrating RUP and PMBOK

Callegari, Daniel Antonio; Bastos, Ricardo Melo

doi:10.1109/icsem.2007.373327

Cited by 21 publications

(35 citation statements)

References 7 publications

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“…However, it must be noted that if the organisation needs to customise the PMBOK framework, this can take substantial resources, especially time, effort and money, which should be taken into consideration. All the issues highlighted reflect the finding that the management processes outlined in PMBOK are generic and descriptive, which is consistent with the claim in previous studies [5]- [10].…”

Section: End-user Training Provisionsupporting

confidence: 76%

How the PMBOK Addresses Critical Success Factors for Software Projects: A Multi-round Delphi Study

Nasir

Sahibuddin²,

Ahmad³

et al. 2015

JSW

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A four-round Delphi was conducted to determine the degree to which the PMBOK can address the identified critical success factors for software projects. Our findings show that the PMBOK provides a very effective framework for addressing only one critical success factor. Thirteen factors are addressed to a very good degree, five to a good degree, four to a fair degree and two are addressed to a limited degree. The experts highlighted that the PMBOK provides little operational guidance in its processes, and some customisations are required to manage software projects.

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Section: End-user Training Provisionsupporting

confidence: 76%

How the PMBOK Addresses Critical Success Factors for Software Projects: A Multi-round Delphi Study

Nasir

Sahibuddin²,

Ahmad³

et al. 2015

JSW

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show abstract

“…By blending a project management framework and software process improvement, or other excellent software development processes, we believe one can address all the critical success factors to a better degree. This is supported by several research efforts that seek integration between a few areas, such as traditional project management and agile (Hass, 2007), CMMI for Development (CMMI-Dev) and PMBOK (von Wangenheim et al, 2010), PMBOK and Rational Unified Process (Callegari and Bastos, 2007), agile and PRINCE (Nawrocki et al, 2006), CMMI and PMBOK (Jenkins, 2005) and many more in order to ensure better control in managing software projects. A study conducted by Bayo et al (2007) showed that there has been increasing demand in the knowledge and application of quality software to improve the country socio-economic growth.…”

Section: Resultsmentioning

confidence: 99%

Critical success factors for software projects: A comparative study

Nasir¹,

Sahibuddin²

2011

Sci. Res. Essays

122

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Although there have been studies completed on the critical success factors of software projects, these studies all have been specific to one particular country. There has been no comprehensive study reporting on different project sizes in various domains and in multiple countries. We present our extensive literature survey of critical success factors that impact software projects. Forty-three articles from the years 1990 to 2010 were found to be significant contributions that could be analysed in order to develop a list of critical factors that specifically affect the success of software projects. The method of content analysis and frequency analysis was adopted. Twenty-six critical success factors were found to be related to software project success. We suggest that organisation or project manager is attentive to control the top five critical factors to drive towards project success since the percentage of frequency of occurrences for each is more than 50%. Also, it appears that non-technical factors (94%) dominated over technical factors (6%). In a result unique to our study compared with previous one, we found that the factors of clear and frozen requirements, realistic estimation of the schedule and budget, along with a competent project manager are the five most critical success factors of software projects.

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“…The research on software and IT projects had been discussed in the research papers [13][14][15][16][17][18][19][20][21][22]. Authors had explored not only the standard project management methodologies like PMBOK, Prince2, RUP but also the new practices of Agile, JAD, RAD, extreme programming.…”

Section: Project Management In It/ Software Projectsmentioning

confidence: 99%

“…Therefore standard project management methodologies only may not be sufficient for managing project in this area. These methodologies may have to enhance and that's the reason that Agile, JAD, RAD, extreme programming have been developed [13][14][15][16][17][18][19][20][21][22]. The studies also showed that project management methodologies/ models should be customised/ tailored for the different projects so as to best fit the scenario and hence avoid unnecessary details and reduce cost and time.…”

Section: -76mentioning

confidence: 99%

Literature Survey of previous research work in Models and Methodologies in Project Management

Singh¹,

Lano²

2014

ijacsa

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Abstract-This paper provides a survey of the existing literature and research carried out in the area of project management using different models, methodologies, and frameworks.Project Management (PM) broadly means programme management, portfolio management, practice management, project management office, etc. A project management system has a set of processes, procedures, framework, methods, tools, methodologies, techniques, resources, etc. which are used to manage the full life cycle of projects. This also means to create risk, quality, performance, and other management plans to monitor and manage the projects efficiently and effectively.

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Project Management and Software Development Processes: Integrating RUP and PMBOK

Cited by 21 publications

References 7 publications

How the PMBOK Addresses Critical Success Factors for Software Projects: A Multi-round Delphi Study

How the PMBOK Addresses Critical Success Factors for Software Projects: A Multi-round Delphi Study

Critical success factors for software projects: A comparative study

Literature Survey of previous research work in Models and Methodologies in Project Management

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