Understanding the relationship of conflict and success in software development projects

Basirati, Mohammad R.; Otasevic, Marko; Rajavi, Koushyar; Böhm, Markus; Krcmar, Helmut

doi:10.1016/j.infsof.2020.106331

Cited by 12 publications

(4 citation statements)

References 53 publications

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“…In a study, Pinto and Slevin [ 49 ] presented a list of critical factors for project success that is most often cited in the literature [ 50 ]. From another perspective, there is a link between project success and the efficiency and effectiveness of project implementation [ 51 – 53 ]. In contrast to the search for a general measure of success, the literature also includes the project contingency theory (PCT) [ 54 , 55 ].…”

Section: Theoretical Basismentioning

confidence: 99%

The impact of identified agility components on project success—ICT industry perspective

2023

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Context The complexity of modern economic processes, along with the pressure from competition, the increasing client expectations and the need to introduce changes in the course of project implementation have led to a great interest in agile management methods. Therefore, the answer the question whether the implementation of an agile approach to project management can contribute to the project success is gaining relevance in a changing and inconsistent environment. Objective This study attempts to answer the question which aspects of agility and in what manner can influence the final outcome of project work? The underlying objective of the study was to identify the conditions and success factors of implemented projects. Method This paper presents the results of a survey conducted in companies in ICT sector. For this purpose, a number of reports and materials provided by organisations and associations dealing with project management issues, in particular ICT projects, were analysed, complemented with data obtained from statistical offices and financial institutions. For the purposes of the own study, an original questionnaire was developed to identify critical factors for project success, in particular the defined agile components. Results On the basis of the conducted survey it can be concluded that the presence and high level agility is conducive to successful projects. It is the high level of agility supporting project activities that is essential for success. Of no less importance are the people and interactions between them, as well as self-organising teams. They are crucial for a positive evaluation of the project activities. Conclusions Identification of the relationship between selected agility components and project success components allowed recommendations for solutions and attitudes that increase the chances of success in project management to be formulated. The synergy of individual agile components applied that increases the chances for project success.

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Section: Theoretical Basismentioning

confidence: 99%

The impact of identified agility components on project success—ICT industry perspective

2023

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“…Similarly, Raub et al (2021) concluded that role ambiguity was negatively related to task performance while role conflict predicted hospitality employees' job attitudes. Moreover, a study found that human-rooted conflict (HRC) was always a threat to software project success for any organization or team size (Basirati et al, 2020). Also, Abah et al (2019) reported that conflict in secondary schools had dampened the morale of teachers and other staff and negatively affected their productivity.…”

Section: Organizational Conflict and Its Typesmentioning

confidence: 99%

Construction and Validation of Organizational Conflict Types and Conflict Management Styles Inventories

Qayyum

Younas

Tariq³

2022

PJPR

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Conflicts occupy a pertinent role in every aspect of human life and organizational settings are not an exception. In the absence of indigenous, comprehensive and latest assessment measures for organizational conflict types and management styles, the present study aimed to develop and validate inventories for both constructs by converging on the sociocultural context. Ensuing an exploratory sequential design, the investigation started with a qualitative study in which five focus group discussions (FGDs) were conducted with 30 professionals (including teachers, bankers, engineers, managers and doctors) who shared their experiences of organizational conflicts by highlighting types and management styles. From an initial pool of 137 items (65 & 72 items respectively), the subject matter experts finalized 55 items each for organizational conflict types and management style inventories. In study II, exploratory factor analysis was administered on a sample of 400 adult professionals resulting in a six-factor Qayyum-Younas Organizational Conflict Types Inventory (QY-OCTI) with 40 items. It was later confirmed by running a Confirmatory Factor Analysis on another sample of 400 professionals. In study III, EFA was conducted on a sample of 310 participants that revealed a six-factor model of the Qayyum-Younas Organizational Conflict Management Styles Inventory (QY-OCMSI) with 48 items and this model was later confirmed by running CFA on a sample of 490 participants. These scales have significant research, academic and organizational setting-based implications.

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“…Software development is a multifaceted task in which new challenges frequently appear [Basirati et al, 2020], in addition to being an intensive activity as regards knowledge and collaboration [Nunes et al, 2020)]. The highly complex part of software development depends, to a great extent, on the initial phases, such as: the analysis and the recompilation of requirements in order to produce correct design artifacts [Yang et al, 2018].…”

Section: Introductionmentioning

confidence: 99%

“…Human-rooted conflicts are detrimental to the success of software projects [Basirati et al, 2020]. From the point of view of the development equipment, factors such as: the lack of coordination, communication barriers, little comprehension of the domain, excessive management of information, etc., directly affect the requirements analysis and the decision-making process .…”

Section: Introductionmentioning

confidence: 99%

Building an integrated requirements engineering process based on Intelligent Systems and Semantic Reasoning on the basis of a systematic analysis of existing proposals

Corral¹,

Sanchez²,

Antonelli³

2022

jucs

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Requirements Engineering is one of the fundamental activities in the software development process and is oriented toward what should be produced. One of the development team’s most common problems is a lack of communication regarding an understanding of the discourse domain and how to integrate and process excessive information originating from different sources. This may lead to errors of omission and the consequent production of incomplete and inconsistent artifacts, which will have a direct effect on the quality of the software. The use of machine learning techniques helps the development team produce successful software on the basis of the acquisition of knowledge and human experience with which to understand the domain of the application. This paper, therefore, presents a proposal for a new methodological process oriented toward the construction of a vocabulary concerning the application domain. The authors propose to do this by employing Natural Language Processing (NLP), ontologies and heuristics that will lead to the production of a Lexicon that is common to analysts and customers, both of whom will understand the universe of discourse, thus mitigating problems of completeness. This objective has been achieved by carrying out a Systematic Literature Review of the artificial intelligence techniques employed in the requirements engineering process, which led to the discovery that 41.37% use NLP, while 55.71% apply ontologies such as semantic reasoners which help solve the problem of language ambiguity, the structures in specifications or the identification of key concepts with which to establish traceability links. However, the review also showed that the problems regarding the comprehension and completeness of requirements problems have yet to be resolved.

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Understanding the relationship of conflict and success in software development projects

Cited by 12 publications

References 53 publications

The impact of identified agility components on project success—ICT industry perspective

The impact of identified agility components on project success—ICT industry perspective

Construction and Validation of Organizational Conflict Types and Conflict Management Styles Inventories

Building an integrated requirements engineering process based on Intelligent Systems and Semantic Reasoning on the basis of a systematic analysis of existing proposals

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