Conference Paper

A Case Study on the Success of Introducing General Non-construction Activities for Project Management and Planning Improvement.

DOI: 10.1007/11767718_15 Conference: Product-Focused Software Process Improvement, 7th International Conference, PROFES 2006, Amsterdam, The Netherlands, June 12-14, 2006, Proceedings
Source: DBLP

ABSTRACT The creation of a proper work breakdown structure (WBS) is essential in performing successful project effort estimation and
project management. The use of WBS is required on the level 1 of CMMI. There is, however, no standard WBS available. In this
paper, the results of a pilot project in which new activities were introduced into the TietoEnator’s WBS are reported. The
activities were non-construction activities which are necessary but not directly related to the actual software construction.
The study shows that the success of the introduction of such activities very much depends on the naming of the activities
and how they are introduced to the employees. Additionally, it turned out that the pre-thought set of non-construction activities
included activities that should not have been in the set at all as individual activities.

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    ABSTRACT: ContextSoftware project cancellations are often caused by mistakes made during the project, and such cancellations make a strong economic impact. We analyzed five cancelled software engineering projects. One case was an internal product development project of a company that sells products to its customers. The other four cases were different software engineering projects, and outcomes of these projects were planned to be delivered to external customers.ObjectiveThis study reports a post-mortem analysis of five software engineering projects with the aim of providing more knowledge about the reasons for cancellation decisions and the causes behind those reasons.MethodsThe research method is case study. A method for a document-based post-mortem analysis was developed and post-mortem analysis was performed. All project documentation was available for analysis.ResultsThe reasons for the cancellation decisions were well-known ones. In four cases of five, the outcome of the project was to be delivered to an external customer, but in these cases the causes of the cancellation reasons were not found from the normal project documentation. In these cases the cause of the cancellation originated in a phase before the start of the project and therefore the project was doomed before it was started.ConclusionIt is reasonable to suggest that a remarkable portion of project cancellations are due to mistakes made before the project is started in the case of contract-based software engineering projects.
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