Why Did Your Project Fail?
The article discusses the reasons for the failure of software development projects. Several suggested reasons are mentioned, including scheduling problems, cost overruns, and constantly-changing user requirements. The expense and difficulty of developing software systems is discussed, noting that mi...
| Publicado en: | Communications of the ACM Vol. 52; no. 12; pp. 130 - 135 |
|---|---|
| Autores principales: | , |
| Formato: | Artículo |
| Publicado: |
Association for Computing Machinery
Dec2009
|
| Materias: | |
| Acceso en línea: | Ver este registro en EBSCOhost |
| fields | @attributes: recordID: 1 pdfLink: plink: https://search.ebscohost.com/login.aspx?direct=true&db=hlh&AN=45580324&site=ehost-live header: @attributes: shortDbName: hlh uiTerm: 45580324 longDbName: Humanities International Complete uiTag: AN controlInfo: bkinfo: jinfo: jid: 00010782 ACM jtl: Communications of the ACM issn: 00010782 maglogo: N pubinfo: dt: Dec2009 vid: 52 iid: 12 pid: 68 pub: Association for Computing Machinery artinfo: ui: 45580324 10.1145/1610252.1610286 ppf: 130 ppct: 5 formats: tig: atl: Why Did Your Project Fail? aug: au: CERPA, NARCISO VERNER, JUNE M. affil: Associate professor, computer science department, Faculty of Engineering, Universidad de Talca, Chile. Visiting professor of software engineering, CSE, University of New South Wales, Sydney, Australia. su: Computer software development Project management Cost control Project evaluation Project managers Information technology projects Price-quality relationship sug: subj: Computer software development Project management Cost control Project evaluation Project managers Information technology projects Price-quality relationship ab: The article discusses the reasons for the failure of software development projects. Several suggested reasons are mentioned, including scheduling problems, cost overruns, and constantly-changing user requirements. The expense and difficulty of developing software systems is discussed, noting that minimal understanding is gained from the results of past software development projects; project managers (PMs) must balance pressures from stakeholders such as their company's upper management, marketing department, and accounting department; and the influence of such pressures upon the cost and quality of the final software product. pubtype: Periodical doctype: Article src: R language: English refInfo: copyright: @attributes: flag: Y dt: @attributes: year: 2009 holdings: @attributes: islocal: N |
|---|