Article Analysis : Software Failure

An IT implementation process can be long and tedious, or short and simple, depending on the size and needs of an organization. While implementing this process it is important to understand the roles and responsibilities of each step. Sometimes when the process is not thought out correctly, IT failures happen. IT failures are common reasons that systems do not work, or have many flaws.

In this week’s discussion board, we learned about several project management tools and how they are used to facilitate the successful implementation of IT related projects. Additionally, we learned what happens when IT projects fall behind schedule, the reasons for the delays and if these reasons will hinder complex software implementations in the future.

Communication is an important part of our everyday lives. Without communications skills, it is extremely difficult to preform many simple tasks. With one person describing to another the function to perform, there needs to be clear description of the task at hand. When dealing with software projects, it is imperative that the end user convey their requirements of the software to the developer. Effective communication skills need to be used in order for a software project to be successful. A lack of communication to define a software project will not only doom the project but quickly increase the project budget due to misunderstandings and rework.

Base on the analysis the reference, the general consensus in the research is that this enterprise project fell into the most basic traps of software development, from poor planning to bad communications throughout the lifecycle of the project. Our team will focus on the following aspects including scope, human resource, procurement, unrealistic scheduling, contracting and contract management, program management and enterprise architecture, the report will analyze each topic and make corresponding recommendation to improve the practice.

To enhance the delivery of the software program, Global Investment met a software developer to provide the software code, and during the project implementation, there were series of problems that occurred which nearly led to the project breakdown. Typically, there were series of misunderstanding regarding the project requirements, and management could not stick to the decision with regard to the project requirements. Moreover, management of Global Investment constantly changes their decisions concerning the project requirements and the deadline set for the project was unreliable.

As a result of the Software Development Industry struggling to deal with the complexities of developing software within a hypercompetitive market, projects continue to fail at an alarming rate. According to the Standish Group 's CHAOS Manifesto 2012 report, project statistics across the United States and Europe were analyzed to determine if the projects were successful, challenged or failed. The results of the report found that only 37% of all IT projects were successful (on time, within budget and included the required functionality); 42% were challenged (delivered late, over budget and/or with less functionality then required); and 21% failed and had to be cancelled prior to completion and/or were never implemented (Standish, 2012).

Introduction It is well known that lots of software corporations are still offering idealistic software costs, effort within rigid schedules, and complete their assignments well behind budget and schedule, or do not finish them at all(Walle and Hannay, 2009). This detail demonstrates that the need for steadfast methods to bring about software development effort and productivity are a strategic concern in software corporations. Concurrent Management of software development effort and productivity are important subjects in most software corporations (Walle and Hannay, 2009). One vital part when managing effort and productivity is the huge number of related and unidentified influencing factors termed as productivity factors. Recognising the most appropriate factors impelling project performance is vital for implementing corporate strategies by choosing and regulating suitable enhancement undertakings (Carver, Kendall, Squires and Post, 2007).

More software projects have gone awry for lack of calendar time than for all other causes combined (Brooks, 1995). Why is this cause of disaster so common? Statistics show that schedule delays occur in about 70% of software projects, cost overruns are above 90%, and the time scheduled for large-scale development projects is exceeded by an average of between 20% and 50%. Lastly, the larger the project, the more likely it is that its budget will exceed what was originally planned (Junguang, Ruixia, & Estrella, 2015). On completion of any project, a risk section should be provided for the Project Lessons Learned Report, detailing risks that might affect other similar projects, together with responses that have been found

Abstract- In software designing every phase consume some resources and some cost which is associated with these resources. In every case the cost of software is vary with the development duration of the software. The most important work done by the project manager is to maintain the balance between time

The quality and reliability of software today is expected to be extremely high. Software is being included in engines of automobiles, robots, x-ray machines at hospitals; it is no surprise that software is expected to operate correctly almost all the time. This reliability comes at a cost of increasing complexity. With the increase in complexity, software development teams are getting larger and maintenance is becoming more difficult. Although developers are dealing with these problems project dates are still very rigorous and projects can seem impossible to complete on time. Due to these problems, software development costs are rising which is increasing the cost of software for consumers. Without new practices to develop software

Dealing with an increasingly volatile organizational environment is a serious challenge for managers of any software development project [11]. Traditional formal software development methodologies can be characterized as reflecting linear, sequential processes, and the related management approaches can be effective in developing software with stable, known, consistent requirements. Yet most real-world

Software developers and software engineers face considerable challenges while attempting to plan, design, implement and complete software development projects. Key challenges facing software development project leaders and other professionals include coping with increasing diversity, responding to demands for reduced delivery times and developing software

This report is about software engineering project failures. In this report, I will first examine the importance of a good software engineering manager to a project. Then, I will identify major reasons for software engineering project fails within the software industry. At last, some suggestion about reducing project failure rates according to the knowledge and best practices will be provided.

Based off of the findings, one can conclude that in most organizations the track record for IT projects has been more than lackluster. With well over two-thirds of IT projects failing on an annual basis there are numerous articles documenting reasons for past failures as well as presenting methodologies to be used to prevent failures

Staff: One of the most critical resources used in the development process of an information system are the project members. A project can have several individuals whose jobs may vary throughout the build lifecycle. No one project will be the same and depending upon the size of the job may require the use of different member roles. Each staff member should be assigned a job, with a description of pre-defined tasks and responsibilities. The author Booch et al., (2007), provides a substantial list of development roles, which may include: “Project manager, Integration manager, Project architect, Component lead, Application engineer, System administrator, Reuse engineer, Tool-smith, Documenter, Quality assurance, Analysts, Release manager, Configuration manager, Version manager, Software programmers, and legal consultants”, (p. 311, para. 2). The author Booch et al., (2007), also suggests that, “Staff members can be further divided into smaller more organized groups such as: “management team, development team, architect team and engineer team”, (p. 309, para. 4). A goal of assigning staff members job roles, is to reduce confusion of work related tasks.