The Experts below are selected from a list of 120603 Experts worldwide ranked by ideXlab platform
Ita Richardson - One of the best experts on this subject based on the ideXlab platform.
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software Development Project success and failure from the supplier s perspective a systematic literature review
International Journal of Project Management, 2012Co-Authors: Paula Savolainen, Jarmo J. Ahonen, Ita RichardsonAbstract:Abstract In this paper, we consider software Development Project success and failure from the supplier's perspective. First we clarified concepts in order to be able to exclude review articles on in-house Projects, continuous services, the customer's perspective, and software product Development, with the aim of providing valid results for supplier firms. We divided success criteria into Project success and Project management (PM) success, and, in seven articles, identified three success criteria from the supplier's perspective: customer satisfaction, short-term business benefits, and long-term business benefits. In contrast, no definition of software Development Project failure was found. Articles were found in seven different journals, showing that knowledge on software Development Project success from the supplier's perspective is fragmented. This impedes the growth of knowledge on this topic.
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Software Development Project success and failure from the supplier's perspective: A systematic literature review
International Journal of Project Management, 2012Co-Authors: Peter Savolainen, Jarmo J. Ahonen, Ita RichardsonAbstract:In this paper, we consider software Development Project success and failure from the supplier's perspective. First we clarified concepts in order to be able to exclude review articles on in-house Projects, continuous services, the customer's perspective, and software product Development, with the aim of providing valid results for supplier firms. We divided success criteria into Project success and Project management (PM) success, and, in seven articles, identified three success criteria from the supplier's perspective: customer satisfaction, short-term business benefits, and long-term business benefits. In contrast, no definition of software Development Project failure was found. Articles were found in seven different journals, showing that knowledge on software Development Project success from the supplier's perspective is fragmented. This impedes the growth of knowledge on this topic. © 2011 APM and IPMA and Elsevier Ltd.
Paula Savolainen - One of the best experts on this subject based on the ideXlab platform.
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software Development Project success and failure from the supplier s perspective a systematic literature review
International Journal of Project Management, 2012Co-Authors: Paula Savolainen, Jarmo J. Ahonen, Ita RichardsonAbstract:Abstract In this paper, we consider software Development Project success and failure from the supplier's perspective. First we clarified concepts in order to be able to exclude review articles on in-house Projects, continuous services, the customer's perspective, and software product Development, with the aim of providing valid results for supplier firms. We divided success criteria into Project success and Project management (PM) success, and, in seven articles, identified three success criteria from the supplier's perspective: customer satisfaction, short-term business benefits, and long-term business benefits. In contrast, no definition of software Development Project failure was found. Articles were found in seven different journals, showing that knowledge on software Development Project success from the supplier's perspective is fragmented. This impedes the growth of knowledge on this topic.
Kiyoshi Itoh - One of the best experts on this subject based on the ideXlab platform.
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Swarm Intelligence in the Optimization of Software Development Project Schedule
2008 32nd Annual IEEE International Computer Software and Applications Conference, 2008Co-Authors: Tad Gonsalves, Ryo Kawabata, Kiyoshi ItohAbstract:The Software Development Project Scheduling Problem is similar to the well-known Resource-Constrained Multi-Project Scheduling Problem (RCMPSP). It consists in determining a schedule of tasks taking into consideration resource availabilities and precedence constraints, while optimizing an objective. Like RCMPSP, it is an NP-hard problem. In this paper, a task segmentation scheme to schedule a software Development Project is proposed and the average duration of the multiple concurrent Projects is minimized using the Particle Swarm Optimization (PSO) meta-heuristic. PSO is a recent meta-heuristic algorithm, known for its simplicity in programming and its rapid convergence. A series of experiments show optimum results for several software Development schedule scenarios.
Jarmo J. Ahonen - One of the best experts on this subject based on the ideXlab platform.
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Suppliers’ software Development Project start-up practices
International Journal of Managing Projects in Business, 2017Co-Authors: H. Merikoski, Pekka Savolainen, Jarmo J. AhonenAbstract:© 2017, © Emerald Publishing Limited. Purpose: The purpose of this paper is to present a life cycle phase of a software Development Project which is substantial for the success of the Project. This paper visualizes the Project start-up phase from suppliers’ perspective. Design/methodology/approach: The method is a theory building from case studies. The data were collected from three software supplier firms by conducting process modeling separately in each firm. Findings: The study resulted in a model of a supplier’s software Project start-up which includes start-up practices and involved roles. The results indicate that Project start-up is an integral and structured phase of Project life cycle, which influences the execution of a software Development Project, especially from the supplier’s perspective in the Project business context. Research limitations/implications: The study focuses on the start-up phase of software Development Projects delivered to external customers. Therefore, developed Project start-up model is applicable as such in software supplier firms. Practical implications: The Project start-up model presented in this paper indicates that Project start-up is a complex and multi-dimensional activity in a supplier firm. This study suggests that if the Project start-up phase is clearly defined, planned and followed in a supplier firm, it reduces confusion and miscommunication among the people involved in the Project and helps to achieve the business goals of a Project. Originality/value: This study emphasizes that it is necessary to make a distinction between the perspectives of the customer and the supplier when studying Projects in the Project business context. The findings contribute the new knowledge for managing outsourced software Development Projects.
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software Development Project success and failure from the supplier s perspective a systematic literature review
International Journal of Project Management, 2012Co-Authors: Paula Savolainen, Jarmo J. Ahonen, Ita RichardsonAbstract:Abstract In this paper, we consider software Development Project success and failure from the supplier's perspective. First we clarified concepts in order to be able to exclude review articles on in-house Projects, continuous services, the customer's perspective, and software product Development, with the aim of providing valid results for supplier firms. We divided success criteria into Project success and Project management (PM) success, and, in seven articles, identified three success criteria from the supplier's perspective: customer satisfaction, short-term business benefits, and long-term business benefits. In contrast, no definition of software Development Project failure was found. Articles were found in seven different journals, showing that knowledge on software Development Project success from the supplier's perspective is fragmented. This impedes the growth of knowledge on this topic.
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Software Development Project success and failure from the supplier's perspective: A systematic literature review
International Journal of Project Management, 2012Co-Authors: Peter Savolainen, Jarmo J. Ahonen, Ita RichardsonAbstract:In this paper, we consider software Development Project success and failure from the supplier's perspective. First we clarified concepts in order to be able to exclude review articles on in-house Projects, continuous services, the customer's perspective, and software product Development, with the aim of providing valid results for supplier firms. We divided success criteria into Project success and Project management (PM) success, and, in seven articles, identified three success criteria from the supplier's perspective: customer satisfaction, short-term business benefits, and long-term business benefits. In contrast, no definition of software Development Project failure was found. Articles were found in seven different journals, showing that knowledge on software Development Project success from the supplier's perspective is fragmented. This impedes the growth of knowledge on this topic. © 2011 APM and IPMA and Elsevier Ltd.
Ma Qingguo - One of the best experts on this subject based on the ideXlab platform.
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the effects of Project uncertainty and risk management on is Development Project performance a vendor perspective
International Journal of Project Management, 2011Co-Authors: Liu Jun, Wang Qiuzhen, Ma QingguoAbstract:Abstract The structural contingency perspective has been widely used in information systems Development (ISD) Project risk management research. This paper develops an integrative model to explore the moderating effects of uncertainty on the relationship between risk management and IS Development Project performance from a vendor perspective, rather than the client perspective that is mainly employed in the literature. A survey-based research design is used to collect data to test the proposed model. The results reveal that Project uncertainty can moderate the effects of Project planning and control on process performance and the effects of user participation on product performance. More specifically, the results indicate that Project planning and control makes a greater contribution to process performance when there is a low level of inherent uncertainty and that user participation makes a greater contribution to product performance when there is a high level of inherent uncertainty. The results of this study contribute to a more acute understanding of the contingency approach to ISD Project risk management.
