Software measurement metrics in project scope management
Gautam, Tek (2014)
2014
Tietojenkäsittelyoppi - Computer Science
Informaatiotieteiden yksikkö - School of Information Sciences
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Hyväksymispäivämäärä
2014-04-09
Julkaisun pysyvä osoite on
https://urn.fi/URN:NBN:fi:uta-201404101328
https://urn.fi/URN:NBN:fi:uta-201404101328
Tiivistelmä
Every year software project failure costs huge sums of money, primarily due to the lack of appropriate project scope management (PSM). One of the major failure factors is the result of uncertain expansion or change in project scope, also known as scope creeping (SC). Furthermore, SC directly affects the project s budget, schedule, and finally the project quality. Studies have shown that the main causes of SC are ambiguous project scope, vague and incomplete requirements, and a lack of change control management. In addition to these, there are several other causes resulting in SC. As the causes change and emerge differently in different projects, not all of these could be determined in a single project. The main objectives of this thesis is to make an in-depth study on existing causes; explore several academic projects for any new causes; and establish the degree of impact by these causes in development process. Furthermore, it suggests software measurement metrics that support to minimize SC.
To fulfill the aim of this thesis, a quantitative research methodology was chosen. A group of students who worked as project managers in various student projects, in a course conducted by the University of Tampere were, requested to fill in a set questionnaire. The collected data from this case study were then coherently analyzed and statistically compared with the data from past research to determine additional causes of SC.
This thesis work identified additional causes such as insufficient resource allocation, lack of end-user involvement, ineffective communication, a change in customer needs, platform changes, and the addition of extra features as the major causes of SC. On the other hand, it suggested three metrics: balanced scorecard (BS), earned value management (EVM) and requirement metrics that support the minimization of SC. These metrics can minimize SC by improving the resources allocation, user involvement, and communication. These metrics can also handle the requirements and platform change request from the stakeholders.
To fulfill the aim of this thesis, a quantitative research methodology was chosen. A group of students who worked as project managers in various student projects, in a course conducted by the University of Tampere were, requested to fill in a set questionnaire. The collected data from this case study were then coherently analyzed and statistically compared with the data from past research to determine additional causes of SC.
This thesis work identified additional causes such as insufficient resource allocation, lack of end-user involvement, ineffective communication, a change in customer needs, platform changes, and the addition of extra features as the major causes of SC. On the other hand, it suggested three metrics: balanced scorecard (BS), earned value management (EVM) and requirement metrics that support the minimization of SC. These metrics can minimize SC by improving the resources allocation, user involvement, and communication. These metrics can also handle the requirements and platform change request from the stakeholders.