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The complexity of implementing product software differs on several issues. Examples are: the number of end users that will use the product software, the effects that the implementation has on changes of tasks and responsibilities for the end user, the culture and the integrity of the organization where the software is going to be used and the budget available for acquiring product software.
Because software, unlike a major civil engineering construction project, is often easy and cheap to change after it has been constructed, a piece of custom software that fails to deliver on its objectives may sometimes be modified over time in such a way that it later succeeds—and/or business processes or end-user mindsets may change to accommodate the software.
Software researchers and practitioners have been addressing the problems of effort estimation for software development projects since at least the 1960s; see, e.g., work by Farr [8] [9] and Nelson. [10] Most of the research has focused on the construction of formal software effort estimation models.
A project plan, is a series of structured tasks, objectives, and schedule to a complete a desired outcome, according to a project managers designs and purpose.According to the Project Management Body of Knowledge (PMBOK), is: "...a formal, approved document used to guide both project execution and project control.
B is a scaling factor and is a function of the project size. [3] Productivity is the Process Productivity, the ability of a particular software organization to produce software of a given size at a particular defect rate. Effort is the total effort applied to the project in person-years. Time is the total schedule of the project in years.
To be able to avoid these problems, software project management methods focused on matching user requirements to delivered products, in a method known now as the waterfall model. As the industry has matured, analysis of software project management failures has shown that the following are the most common causes: [2] [3] [4]
the management of the implementation projects remain within each project and are not applicable to other projects; the stakeholders are only involved with the implementation during the actual usage of the software implemented; when project teams are needed, people are simple selected based on their availability and not on their specific ...
A phase-gate process (also referred to as a waterfall process) is a project management technique in which an initiative or project (e.g., new product development, software development, process improvement, business change) is divided into distinct stages or phases, separated by decision points (known as gates).
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