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Critically appraise the role of the project manager with in systems or software development projects.

By summerkobe ·
I have some questoin about project management !Nowadays ,Some in the computing industry argue that software projects have such a poor performance in success rates, against other industries that it must be because of poor professionalism in the industries, the problem is that we expect more from software projects than traditional engineering projects.Can your existing knowledge of project management from the software and information technology related areas, expand your knowledge through further reading and then discussing the above statement.

Thanks you!

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by JamesRL In reply to Critically appraise the r ...

This looks like a homework question, but I will answer it anyways because it could be an interesting discussion.

I would suggest that project managers in construction and other more "successful" project disciplines have more project discipline. They are successful because there are fewer changes to requirements once design is done and a more rigourous process for change requests.

In IT, we get excited about what the technology and what it can do for the customer, and as a result, we are more open to changes as we go. This inevitable results in late projects. Overall we are less rigourous about project discipline than most other project management fields.


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by gjucan In reply to Critically appraise the r ...

The difference is in the Measure of Success. While other business areas (engineering, construction) have a clear measure of success (the engine works or not, the building stays up or not), the information systems area is much more dynamic. It is harder to define the Measure of Success for a software development project, as it?s a matter of interpretation (do the users use it or not, it?s working but with bugs, etc).
Moreover, because clearly defining the measuring stick that will be used to declare success is a major source of conflict (executives don?t have time, stakeholders contradict each other etc), many IT project managers avoid it and skip over directly into ?let?s just do it and we?ll see when we?re done?. Of course, when the project is done nobody likes it and everyone says this is not what they asked for.
So, this is the most important piece of advice I have: always push for a clearly defined Measure of Success in the Charter, so you can align your project to it. And at the end you have something to back up your project success claim.

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by adeb04 In reply to Critically appraise the r ...

Your question I believe is already answered but to take it a step further, I would recommended a good book to read. Its "Rapid Development" by Steve McConnell, Microsoft Press.

It talks about the typical expectations, processes and the classic mistakes made with case studies.

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