Index - Software Development Failures [Electronic resources] : Anatomy of Abandoned Projects نسخه متنی

Index

P

Pacific Gas & Electric. See 160-162

Parnas, D., 31-33, 48

Partial abandonment, 18-21

Patton, M. Q., 197, 198

Petroski, H., on engineering failures, 189, 213, 254

PG&E Customer Information System, 4

Phar-Mur Luc, involved in Delta project, 94, 123

Philcox, Hank, consultant on Delta project, 131

Pinnacle, involved in Delta project, 130

179, 181, 182

Postabandonment review, 190, 191, 197, 217, 218, 241

Postdevelopment review, 190, 195, 217

Postmodernist, approach to software development, 37, 67

Postmortems, 252, 254

analysis of, 190, 192-196, 210, 216, 217

survey results, 201-208

Powers, R. F., 178, 181

Pressman, R. S., 161

Problem formulation, inherent difficulties, 29, 33-35, 37

Process models, of software development, 10

Programs, P- and E- programs, 212

Project abandonment decision, 103. See also Project cancellation decision

Project audits, 247, 248

Project cancellation decision, 7, 16, 156, 169, 243

sensitivity in handling, 247, 251-252

Project consultants, 248, 249

Project environment, 192, 193

Project failures, 13

causes of, 151, 155, 182

handling aftermath of, 239-241, 251, 253, 254

learning from, 201, 211, 213, 218

minimizing risk of, 221, 222, 226, 227, 230

Project features, 224. See also System functionalities

Project financing, 156, 168

Project goals and objectives

contributes to economic factors, 140, 143, 150, 152

contributes to socioorganizational factors, 84, 89, 92, 93, 95, 96, 103, 104, 105

contributes to sociotechnical factors, 107, 109-111, 133, 134

impact on all software development phases, 51, 55, 56-58, 60, 61, 64, 65, 67

learning from project failures, 212, 218

role in failure of CODIS, 156-158, 160, 175, 179

role in successful project outcomes, 222, 224, 226, 235, 236, 240, 243, 244, 247

Project investigators, role in postabandonment reviews, 194, 197-201, 218, 219

Project leaders

overall significance in software development, 241-243, 245-250, 254

role in managing elements project triangle, 223, 224, 226, 228, 230, 232, 236

role in postabandonment review, 218, 219

role in successful project outcomes, 156, 158, 159, 165, 175

Project management. See Project leaders, Project managers

Project management and control contributes to failure of CODIS, 156, 161

contributes to technical factors, 111, 115, 117, 118, 120

impact on design and implementation stages, 52, 58, 59, 65

role in postabandonment review, 212, 218, 240, 247

Project managers, on project risk, 16, 41, 55, 63

role in software development practice, 85, 113, 140

Project requirements. See Requirements

Project resources significance in successful project

222-224, 226, 228-230, 233-236, 242

Project reviews, 247, 248

Project risks, 14, 16, 29, 33, 37, 41-45. See also Risk-assessment

Project runaways, 251. See also Software runaways

Project schedule. See Schedule delays

Project selection, 16, 17, 231-233, 236, 243, 247

Project size and complexity

effect on cost and schedule estimates, 137, 148

factor in software failures, 29-32, 35, 36, 38, 40, 48, 92, 174, 240-242

Project team composition

factor in software failures, 11, 29, 30, 36, 37, 40, 44, 52

impact on failure of CODIS, 156, 158, 160, 161, 179

impact on project success, 222, 224, 226-228, 230, 231, 234, 235, 237

impact on technical and economic factors, 58, 65, 107, 111, 112, 133, 138

role in minimizing project failures, 244-249, 252, 254

role in postabandonment review, 218, 219

Project termination decision. See Project cancellation decision

Project triangle, impact on project success, 224, 228, 233-236, 242, 246. See also 30, 33, 37

Przasnyski, Z. H., 13, 15

empirical analysis of Fortune 500

failed projects, 73, 74-83, 108, 111, 140, 141, 154, 199, 202

on project failures and aftermath, 239, 244, 247, 252, 253

on types of abandonment, 17-22