Name
Abstract | ||
|---|---|---|
Nowadays it is noticed that many projects fail; software projects are notoriously disaster prone, not necessarily because of technological failure, but more often due to uncertainties. In their efforts to keep their projects, many project managers are implicitly using similar ideas, though not always formally as the subject proposes. In this article, a qualitative research which was conducted through semi-structured interviews with 25 participants is presented. Among the interviewees there are software project managers and management researchers. The aim of the work is to explore practices, strategies and techniques as well as to provide a set of recommendations to guide managers in order to reduce uncertainties in their projects. |
Year | DOI | Venue |
|---|---|---|
2015 | 10.1109/CIT/IUCC/DASC/PICOM.2015.133 | CIT/IUCC/DASC/PICOM 2015 IEEE INTERNATIONAL CONFERENCE ON COMPUTER AND INFORMATION TECHNOLOGY - UBIQUITOUS COMPUTING AND COMMUNICATIONS - DEPENDABLE, AUTONOMIC AND SECURE COMPUTING - PERVASIVE INTELLIGENCE AND COMPUTING |
Keywords | Field | DocType |
Project Management, Uncertainty, Uncertainty in Projects, Uncertainty Management | Extreme project management,Project management 2.0,Computer science,Knowledge management,Software project management,Project management triangle,Project planning,Team software process,Project charter,Project management,Process management | Conference |
Citations | PageRank | References |
2 | 0.39 | 4 |
Authors | ||
5 | ||
Name | Order | Citations | PageRank |
|---|---|---|---|
| Marcelo Marinho | 1 | 23 | 7.10 |
| Suzana Sampaio | 2 | 2 | 0.39 |
| Alexandre J. H. de O. Luna | 3 | 17 | 3.55 |
| T. L. A. Lima | 4 | 4 | 1.48 |
| Hermano P. Moura | 5 | 7 | 2.92 |