Improving Project Management of Software Development: Actual Work Loads and Estimated Work Loads

Shigeko Iwamoto, Hirohiko Suwa, Toshizumi Ohta

Abstract


To improve work loads among participants in projects, properties of software development projects will be discussed focusing on work loads. Project management of software development seems to be getting difficult for software development companies with respect to managing costs and work loads. Gaps between actual and estimated work loads may suffer managers, and result in project failure. Also leave of absence and resignation of employee are sometimes observed.
Four software development projects are selected: i.e. three for unsuccessful projects, one for successful project. Their reviews and interviews illustrate the gaps between actual and estimated work loads.
Among findings, in unsuccessful projects,
(1) multiple peaks of work loads are observed, and
(2) considerable gaps between actual and estimated work loads are observed.
In conclusion, an early warning system to detect the gaps between actual and estimated work loads may contribute to improve the management of software development project.

Keywords


project management, software development, work loads, early warning system

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