Part A: Software Management Methodologies
Describe about the Software Management Methods for Research Volter.
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According to Yamada (2014), the management of software projects is itself quite a complex and tedious task. The selection of the appropriate methodology to conduct the same is thus considered as one of the core issues associated with such projects.
Researchers Völter et al. (2013) are of the opinion that several software project management methods are readily available in the market, including the CMMI-DEV or the CMMI for Development method, the Project Management Body of Knowledge method, the PRINCE2 method, Agile methodology, CMMI for Services, the ITIL, the DevOps and the CobIT. The primary objective of this paper is to provide detailed discussions on five of the above-mentioned methodologies.
The paper has been structured to contain three distinct sections: part A, B and C. Part A of the paper would emphasise on the description of the selected methods (or models), along with the criteria that have been utilized for making the selection. On the other hand, the capabilities of the selected methodologies, along with a comparative analysis between the same have been mentioned in section B. Last but not the least, discussions on certain projects that have reportedly utilized the chosen methods would be conducted in section c of the report.
Selection Criteria
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According to Highsmith (2013), the following sets of criteria are utilized for selecting any particular software project management methodology out of the several that are available in the market:
Simplicity: The first and foremost criteria that has to be considered while selecting any management model is the extent to which the model is simple for use. Authors Volter et al. (2013) comment that simpler models are selected over complex ones due to the very fact that the utilization of the same ensures appropriate understanding of the management activities to be taken, along with the identification of the strategies and methods to be utilized.
Methodology based on the Project Management practices: According to Yamada (2014), there exists several concepts (like that of work items, activities, resources, project deliverables, etc) within a project environment, that have a similar level of importance in the domain of software management. Thus, it is essential to select such a methodology that takes into consideration these particular aspects of a software project, besides being able to manage project management concerns in effective manner.
Based on the above mentioned criteria, the following software project management methods have been selected so as to be reviewed:
Part B: Capabilities of the selected methods
CMMI-DEV or the CMMI for Development method
The Project Management Body of Knowledge or PMBOK method
The PRINCE2 method
The Agile methodology
The CMMI for Services or the CMMI-SVC
In the following section of the report, we would provide detailed discussions regarding the software management methodologies that have been enlisted o in section 2.1. A brief discussion would be made regarding the principle characteristics of the chosen methodologies and the institutions that are responsible for creating and marinating the same.
CMMI-DEV or the CMMI for Development method:
According to Clarke, Nelson and Stoodley (2012), a CMM or the Capacity Maturity Model, which also includes the CMMI, is essentially a method of representing the external world and thus includes all the elements of an effective operational process. At present, a large number of methodologies, standards and Capacity Maturity Models are available that claim to improve the manner in which corporations carry out their business activities. However, Bourne, (2016) is of the opinion that none of these models have the capacity of overseeing the issues that the business organizations experience on a day to day basis.
On the other hand, the CMMI for Development method essentially contains the best practices of the development industry (associate with a total of 22 process areas), adherence to which (throughout the lifecycle of the project) guarantees the eradication of the issues that are experienced in the production life cycle (Ortiz et al. 2016).
The Software Engineering Institute or SEI (of the Carnegie Mellon University) officially released the CMMI-DEV method in 2010 and had been associated with the maintenance and up gradation of the methodology since then (Garzás & Paulk, 2013).
The CMMI for Services or the CMMI-SVC
The CMMI for Services or the CMMI-SVC is yet another CMMI model designed and developed by the Software Engineering Institute or SEI of the Carnegie Mellon University. According to Kneuper (2016), this particular mode comprises of the industrial best practices that should be adhered by the organizations that provide services to the others.
On the other hand, researchers Mesquida et al. (2012) point out the fact that the CMMI for Services includes best practices for all those activities that are associated with the identification of the services to be delivered to a client organization, the establishment of the levels of services, the delivery and the management of the same. Authors Filippi, D’Ambrogio, and Lisi (2015) comment that the CMMI-SVC model is relevant for all those organizations that provide services to others, including those operating in the domains of defence, information technology, health care, transportation, etc.
Security aspects of the selected methods
The PRINCE2 method
The PRINCE2 methodology (which is an acronym for Projects IN Controlled Environments) is essentially process-based methodology for ensuring the effective management of projects (Amendola et al., 2016). The said methodology is well accepted across several public domains organizations operating in the UK and the US.
The PRINCE2 methodology was introduced for the first time by Central Computer and Telecommunications Agency the in the year 1989 (Kang & Kim, 2016). Researchers Saad et al. (2014) are of the opinion that although the PRINCE2 methodology was largely based on the PROMPT methodology, yet is capable of replacing the later from all government projects. On the other hand, researchers Amendola et al. (2016) have commented that a consortium consisting of more than hundred European organizations had made significant contributions to the process of developing the PRINCE2 methodology.
The Agile methodology
The agile software development methodology is defined by Stavru (2014) as a model that provides a specific direction to the software project management process, thereby overseeing the iterative activities that require to be undertaken by the members of a project team to ensure the products are ready to be shipped.
Soundararajan, Balci and Arthur (2013, August) have commented that the Agile methodology was formalized by a group of 17 software experts in 2001 by signing on the Manifesto for Agile Software Development. These software developers, who are also considered by many as the “original Agile Alliance”, developed an open forum namely the “Guide to Agile Practices” in 2011 (Bass, 2016). At present, this very forum is associated with the development and maintenance of the agile principles.
The Project Management Body of Knowledge or PMBOK method
Karaman and Kurt (2015) define the Project Management Body of Knowledge as a well define set of principles and strategies that are widely utilized for managing organizational projects. The basic principles of this method keep on emerging with time and are documented in form of a book: A Guide to the Project Management Body of Knowledge (Snijders, Wuttke & Zandhuis, 2012). The guideline is managed and updated by the Project Management Institute and latest guideline was released in the year 20013.
The PMBOK method encourages the utilization of the following 5 processes for the management of projects:
Project initiation management
Project planning management (Oveisi, 2016)
Project execution management
Project control and monitoring (Snijders, Wuttke & Zandhuis, 2012)
Project closure
In the following section of the report, provides an insight into the capabilities and functionalities of the software method management that have been described in the section above.
According to Lim et al. (2013), the Capability Maturity Model Integration includes effective process for ensuring the security of the entire software development process. The researchers have also highlighted the security mechanisms or processes that have been reported in the CMMI version 1.3, the same being enlisted in the following section:
SVV – Security Verification and Validation
SRTS – Security Requirements and Technical Solution (Garzás & Paulk, 2013).
SMP – Secure Management in Projects
OPSD – Organizational Preparedness for Secure Development (Mora et al., 2015)
On the other hand, researchers Gonzálezâ€ÂMarcos et al. (2015) are of the opinion that the PRINCE2 and the PMBOK method does not include any specific process or method for ensuring the security of the software development and management process being conducted.
The Agile Manifesto on the other hand, utilizes the following guidelines so as to enhance the security of the software development process:
The developers and the testers associated with any software project need to be relied on in contrast to the depending on security experts.
The security of the application being developed should be considered throughout the lifecycle of the project (Domann et al., 2014).
Implementation of functionalities in a secure mode, instead of including additional functionalities for ensuring the security of the application being designed (Soundararajan, Balci, & Arthur, 2013).
Emphasize on the mitigation of risks instead of identifying bugs in test phase.
The strengths and weaknesses of the selected methods have been outlined in the following table:
|
Sl No
|
Software Management Methodologies
|
Strength
|
Weakness
|
Preferred domain
|
|
1
|
CMMI-DEV
|
1. Utilizes best practices in software development
2. Guarantees on time delivery of project and reduced time
|
1. Increases documentation cost
2. Not suitable for all organizations (Lim et al., 2013)
|
Software development
|
|
2
|
CMMI-SVC
|
1. Identifies methods and processes for the ensuring delivery of quality services (Mora et al., 2015)
2. Includes security processes
|
1. Increases documentation cost
2. Requires additional resources and knowledge for implementation
|
Providing IT services to others
|
|
3
|
PRINCE2 method
|
1. Supports universal vocabulary
2. Can be utilized in any project
3. Clearly defines deliverable and their quality
|
1. Security processes not included
2. Project leadership methods not defined (Kang & Kim, 2016).
|
Governance of IT
|
|
4
|
Agile methodology
|
Flexible, allows including changes with much ease (Domann et al. 2014).
|
Weak architectural planning, weak project organization
|
Software development
|
|
5
|
The Project Management Body of Knowledge
|
Includes effective processes for scope and contract management
|
Relies entirely on the decisions taken by the manager (Oveisi, 2016)
|
Governance of IT
|
The following table would allow us to compare the capabilities of the selected methods:
|
Sl. No
|
Software Management Methodologies
|
Capabilities
|
|
1
|
CMMI-DEV
|
1. Highlights process and methods to be utilized for developing software products efficiently
2. Includes effective security methods (Lim et al., 2013)
|
|
2
|
CMMI-SVC
|
1. Highlights process and methods to be utilized for effective delivery of services Mora et al., 2015)
2. Includes effective security methods
|
|
3
|
PRINCE2 method
|
1. More emphasis on justification of project activities
2. Entire planning process based on the product being developed (Kang & Kim, 2016).
3. Entire project subdivided into manageable phases.
|
|
4
|
Agile methodology
|
1. Capturing high level requirements
2. Emphasizes on timely delivery of products (Domann et al. 2014).
3. Testing and feedback process is integrated through entire project lifecycle
|
|
5
|
The Project Management Body of Knowledge
|
Includes compete management facilities for the following knowledge areas (Oveisi, 2016).:
I. Communications Management
II. Cost Management
III. Human Resource Management
IV. Integration Management
V. Procurement Management
VI. Quality Management
VII. Risk Management
VIII. Scope Management
IX. Stakeholder Management
X. Time Management
|
CMMI-DEV or the CMMI for Development Method Case Study
Chen et al., (2013) cited that Taiwan has gained recognition at international level for their different medical techniques used. In this particular project, project management has been undertaken for developing a software system for the health care domain. The development of the Electronic Health records for the medical applicants and process are the main focus of the developed system. In addition to that, the implementation of the hospital management system integrated the effectiveness and efficiency to both the developed system and project management procedure followed. For the development of this particular software system, the project manager has considered the application of CMMI-DEV. The implementation CMMI-DEV have allowed the project manager to categorize the planning model while focusing on the improvement of the continuous processes followed for completing the activities. Moreover, Chen et al., (2013), cited that the CMMI-DEV involves more personnel and time to the project thus increasing the budget of the developed system.
According to Carton, Adam and Sammon, (2008), the rate of success in efficient implementation of the ERP (Enterprise Resource Planning) are not high when compared to the financial cost invested upon them. In this particular case study, the method of PMBOK has been applied on implantation of the ERP system at UK multinational’s Irish subsidiary. The application of the PMBOK framework in the development and management phase has allowed the project manager in refining the need of the required ERP system with every identified phase of integration. The broad PMBOK framework of the technology has put light into the in-depth requirements of the project integration. Furthermore, the application of the PMBOK has allowed the project manager to evaluate the complex activities in the business regarding change management.
In this particular case study of project management, the project management method of PRINCE2 has been applied for developing the “Customer Management Solutions Business Unit” for Ericsson Services. The application of the PRINCE2 methodology has provided appropriate structure and integrated the best principle and practices for managing the undertaken project. Furthermore, the application of PRINCE2 methodology has assisted in tailoring the system and project management process according to the local circumstances. In addition to that, PRINCE2 has provided clear description of the different responsibility that need to be carried out by the people involved with the project. PRINCE2 methodology has allowed in reducing the cost of the system while increasing the customer satisfaction. Moreover, this particular methodology was used for serving the long-term goals of the organisation. The virtual office for the project management has been further utilised as the data repository of the system. In this current project, the PRINCE2 methodology has improved he quality, time and cost of the system.
This particular case study deals with the software development process for the “Women’s Era- A State Level Women Development and Support” utilizing Agile Methodology process (Vijaya Kumar, & Sowmyavani, 2012). The application of the Agile Methodology assisted in developing the web based application in an iterative process. The open collaboration and adaptively of the different processes throughout the development process promotes the effectiveness of the project management procedures. Furthermore, the Agile Methodology has allowed in integrating the development project into sequence of small events based on the time factor allocated for the project. Apart from that, including the different new requirements at every iteration phase of the project based on the clients’ feedback was made easy with the agile methodology. In addition to that, activity framework of the project has allowed in emphasis on the testing and development process of the web application.
Diirr and Santos, (2014) have shown a case study of development of an IT (Information Technology) system with the application of CMMI-SVC Methodology of project management. the project has been undertaken for removing the problems and risks associated with the operations and delivery of the services. The application of the CMMI-SVC mmodel has allowed the project manager in focusing on the activities, while managing the deferent services provided by the business organization. The critical success factors of the develop IT services were efficiently identified and assist in developing the strategies for eliminating them in the process of development and integration of the system. Moreover, Diirr, and Santos, (2014) cited that the CMMI-SVC used in this particular project has allowed in improving the implementation and comprehension of the project.
Part D: Conclusion
The above sections of the report provide a detailed discussion of some of the most commonly utilized Software Management Methodologies. A brief description of the selected methodologies has been depicted in section 2 of the report, whereas the functionalities and capabilities of the same have been described in section 3. The report also contains certain case studies depicting the utilization of the said case studies in practical life.
In the light of the discussions made in the report, it can thus be said that the CMMI-DEV methodology has been designed specifically for the effective management of those software projects that are aimed at the development of new products. Since this particular method includes all best practices of the industry that are associated with the development of new products and systems, this particular management methodology would be the most suitable one for the development of new information systems and/ or software products.
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