Problems with Software Projects in (SPM)

 Problems with Software Projects

Software projects are similar to traditional projects in the sense that the same types of problems affect them both. However, the difference in managing these problems lies in the approach that you take to the specific issue. For example, a technology-related problem for a software project might be the low degree of reuse of the software components created. However, for a car-manufacturing firm, there is no chance of reusing a component such as a front axle. We can classify the problems that affect software projects into the following four categories:

 People-related problems

 Process-related problems

 Product-related problems

 Technology-related problems

People-related problems:

®    Low motivation: Lengthy projects, complex activities and scarce resources often decrease the motivation level in a software development team. However, as a project manager you need to lead in such a way that the team is constantly motivated to do a good job.

®    Problem employees: Some members of any team always create a problem. For example, an employee may carry a 'holier-than-thou' attitude. Problem employees raise the chances of conflicts and differences of opinions within the development team.  They lower the efficiency and productivity of other team members and make it difficult to meet the objectives of the software project within the specified time.  Even  if  the  employee is very  competent,  you  need  to  assess  the  indispensability  of  such  emp1oyees for the project. 

®    Unproductive work environment: The work environment is a major factor that affects the productivity of the development team. For example, a noisy or cramped workspace decreases the motivation levels of the employees. Similarly,  unfriendly organizational  policies also lower the motivation of the team members.

®    Inefficient project management style: the project manager needs to lead by example.  The team members absorb the work culture, work ethic, and attitude of the project manager and implement it in their work style. If you display a lack of leadership qualities and weak ideals, the motivation levels decrease across the software team.

®    Lack of stakeholder interest: For a software project to be a success, each stakeholder needs to take an active interest in the progress of the project. All stakeholders, including the customer, the management, and the software the development team need to commit to the success of the project.

®    Ineffective project sponsorship by management: Lack of commitment to the senior management to a software project lowers the motivation level of the team members. If the management commits to the progress of a software project, and takes a keen interest in the progress, the confidence of the software development team will increase.

Process- related Problems:

®    Unrealistic Schedule: Assigning unrealistic deadlines for a software project is the primary reason why software projects are delayed. Often, the marketing or the management team commits a delivery date to the customer in the hope of getting the project contract. However, these dates are not decided in consultation with the development team. 

®    Insufficient identification: Unidentified, partially identified, and unplanned risk poses a threat to the success of a software project. You need to intensively identify risks and evolve a risk management plan such that the project is completed successfully, on time.

®    Unsuitable life cycle model selection: Different software projects require different SDLC models. A project to create banking software is different from software for a satellite where the concept needs to be researched.  For the former example, the Waterfall model is more applicable. For the latter example,  the  Spiral model is more suitable. Selecting the correct life cycle is critical to the success of a  software project.

®    Abandoning quality under the pressure of deadlines: Where a software project faces a shortage of resources, time, and funds, project managers often push away  quality  concerns and focus on meeting deadlines and stay within the budget.  Abandoning quality has a ripple effect that actually adds even more time,  effort,  and  costs  to  the  software  projects. 

Unstructured and hurried software development: When a software project progresses  with more focus on meeting deadlines and staying within a budget, the approach to software development is unstructured and hurried.  

Product-related Problems

®    Product scope changed toward the end of the project life cycle: The project time, effort, and cost estimates for a software project can go up dramatically when the customer changes the scope of the product toward the end of the project. In such situations, you should verify the criticality of the scope changes. However,  if the change request is not critical, you should retain the original scope with a proper explanation to the customer. If the change request is critical, you should explain the situation to the customer. Usually, a customer gives more time and funds to a software project if proper justification is provided. 

Research-oriented software development: Many software projects digress from the the original scope because of the nature of the software product or technology used. When a totally new kind of software is developed or a new technology is used, the software development team can lose focus of the objectives by getting into a research-oriented approach. It becomes your responsibility as the project manager to maintain the focus on the objective.