The impacts of software product management

Ebert, Christof

doi:10.1016/j.jss.2006.09.017

Cited by 117 publications

(74 citation statements)

References 5 publications

(7 reference statements)

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“…Unlike most extant studies that have relied on selfreport measures, the present study utilized line-managers' assessments of job performance. In addition, this research was conducted on the IT industry, which is characterized by strong orientation towards results (Adolph, Kruchten & Hall, 2012;Ebert, 2009) coupled with very rapid product refresh rates and short product lifecycles (Kennedy & Umphress, 2011). In such an environment, the effects of mentoring on protégés' performance is more likely to be detected because new skills and knowledge must be acquired or updated in short intervals and then applied swiftly on-the-job (Miller, 2009;Woldring, 1995), as this cycle occurs relentlessly in this industry (Tsai, Compeau & Haggerty, 2007).…”

Section: Mentoring Receipt 11mentioning

confidence: 99%

Employability and Job Performance as Links in the Relationship Between Mentoring Receipt and Career Success

Bozionelos

Κωστόπουλος

Heijden

et al. 2015

Group & Organization Management

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Reprinted by permission of SAGE Publications. Use policyThe full-text may be used and/or reproduced, and given to third parties in any format or medium, without prior permission or charge, for personal research or study, educational, or not-for-prot purposes provided that:• a full bibliographic reference is made to the original source • a link is made to the metadata record in DRO • the full-text is not changed in any way The full-text must not be sold in any format or medium without the formal permission of the copyright holders.Please consult the full DRO policy for further details.

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Section: Mentoring Receipt 11mentioning

confidence: 99%

Employability and Job Performance as Links in the Relationship Between Mentoring Receipt and Career Success

Bozionelos

Κωστόπουλος

Heijden

et al. 2015

Group & Organization Management

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“…Well established is the collaboration of product management concerned with market needs [2] and product development concerned of the technological aspects of a product [3]. Such shared responsibility provides advantages in the utilization of specific knowledge, skills, and resources.…”

Section: Introductionmentioning

confidence: 99%

Comparison of Requirements Hand-off, Analysis, and Negotiation: Case Study

Fricker

Glinz

2010

2010 18th IEEE International Requirements Engineering Conference

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Companies in the software business often distribute requirements engineering responsibilities over several roles. Product management has overall product responsibility and performs early-phase market-driven requirements engineering. Product development implements the product and performs late-phase solution-oriented requirements engineering. Such shared responsibility provides advantages in the utilization of specific knowledge, skills, and resources, but leads to problems of mutual understanding and coordination. Earlier research proposed a negotiation process, handshaking with implementation proposals, that allows product management and development to achieve agreed requirements understanding. The process found acceptance in industry, but the relative advantages compared with traditional requirements hand-off and analysis had not been understood yet. This paper fills this gap by describing a case of measuring requirements and design volatility and an architect's requirements understanding during requirements hand-off, analysis, and negotiation. Comparison of requirements hand-off, analysis, and negotiation: case study AbstractCompanies in the software business often distribute requirements engineering responsibilities over several roles. Product management has overall product responsibility and performs early-phase market-driven requirements engineering. Product development implements the product and performs late-phase solution-oriented requirements engineering. Such shared responsibility provides advantages in the utilization of specific knowledge, skills, and resources, but leads to problems of mutual understanding and coordination. Earlier research proposed a negotiation process, handshaking with implementation proposals, that allows product management and development to achieve agreed requirements understanding. The process found acceptance in industry, but the relative advantages compared with traditional requirements hand-off and analysis had not been understood yet. This paper fills this gap by describing a case of measuring requirements and design volatility and an architect's requirements understanding during requirements hand-off, analysis, and negotiation. Comparison of Requirements Hand-Off, Analysis, and Negotiation: Case Study Samuel Fricker and Martin GlinzDepartment of Informatics, University of Zurich, Switzerland Email: {fricker, glinz}@ifi.uzh.ch Abstract-Companies in the software business often distribute requirements engineering responsibilities over several roles. Product management has overall product responsibility and performs early-phase market-driven requirements engineering. Product development implements the product and performs late-phase solution-oriented requirements engineering. Such shared responsibility provides advantages in the utilization of specific knowledge, skills, and resources, but leads to problems of mutual understanding and coordination.Earlier research proposed a negotiation process, handshaking with implementation proposals, that allows product m...

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“…There are two main knowledge flows: the one from users to developers is mainly knowledge in business domain and other users' tacit knowledge, while the other one from developers to users is knowledge in software domain and system performance requirements, etc [11]. Project managers believe that most important for project success is to have very good project management and experienced team [10] the success of any product depends on the skills and competence of the product manager [12] SPSF for process are business rules, business process and ISP Framework. Process is a logical sequence of tasks performed to achieve a particular objective [13].…”

Section: Resultsmentioning

confidence: 99%

The Important Role of People, Process and Technology during Software Project Requirement

Haron¹,

Sahibuddin²,

Harun³

et al. 2013

IJMLC

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Abstract-The need of organisation is to enhance the services through Malaysian Public Sector system application. This paper described the role of people, process and technology during software project requirement in Malaysian Public Sector. We have done the survey to the IT Manager in Malaysian Public Sector. The Public Sector IT Manager contributed their working experienced and knowledge for the survey. The purpose of the survey is to determine the RE practice that implemented during software project requirement. We also determine the role for people, process and technology during the software project requirement. The result shows that 79.7 percent of IT Manager in Malaysia Public Sector has roles in software project requirement such as project leader, project manager and team leader. Some of them have to be a consultant to other agency or organization. They play their roles in business rules, business process indirectly.Index Terms-Requirement engineering, requirement engineering process, SWOT analysis, software project success factor. I. INTRODUCTIONThe software project success factor (SPSF) involved during software project development is People, Process, and Technology. Why we need to remind the important of these components? The IT Personnel more often believe they can predict the user needs. They also think that they understand the business well, better than the user, and try to force their ideas on the users [1] . Wherever, the stakeholder always blame that they know what they want through the experience of they manage the business process.Meanwhile, these groups of people did not realize that sometime the technology has the constraint to fulfill their needs. Analysis may often be carried by IT Personnel without involving people skills and the domain knowledge to understand a client's need. There are; misunderstanding, misalignment and miscommunication will arise during the analysis and negotiation process. This paper is divided into six sections. The first section comprises this introduction. The second section presents some software project related work. The third section provides a brief of research method. In fourth section, we presented the finding. In fifth section, we described experimental study that was implemented in Malaysian Public Sector. Finally, the sixth section, we present some conclusion. II. RELATED WORKThe experience on software project development to IT Personnel is increase but still they have not learned enough to ensure that our software development projects are successful. People who involved in setting up the application system have been struggling with how to come up with a highly credible site, and included some comments with regards to sites credibility [5]. The failed projects reviewed were mostly huge and the failure factors were not just management factors but also included technical factors [2]. The technical factor such as software and hardware is to support ICT infrastructure in the organization. Another factor to be considered is IT Personnel that involve in requirement...

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The impacts of software product management

Cited by 117 publications

References 5 publications

Employability and Job Performance as Links in the Relationship Between Mentoring Receipt and Career Success

Employability and Job Performance as Links in the Relationship Between Mentoring Receipt and Career Success

Comparison of Requirements Hand-off, Analysis, and Negotiation: Case Study

The Important Role of People, Process and Technology during Software Project Requirement

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