Software development projects as an engine of growth for organization’s business values

• Autorzy: Kowalczyk Tomasz

Identyfikatory

DOI

10.29119/1641-3466.2019.138.10

• Języki publikacji: EN

Abstrakty

EN

According to the latest research of The Standish Group only 14% of software development projects provide high satisfaction with high return on value to their users, sponsors and other stakeholders. Also surprising are the results of the correlation study between projects alignment to the organization's strategy and achieved business values. Projects that are less suited to the strategy allow for achieving twice as large business values as projects with high alignment to the strategy. The reason for this phenomenon could be greater scale of innovation of the projects vague and distant from the strategy. However, this is in contradiction with the principles of the project portfolio management which are focused on the alignment between projects and strategies. The paper provides recommendations of how to achieve and deliver business values and activate an engine of growth, which – in opposite to the high level’s strategies – answer to the real and up to date stakeholders' needs. It also shows the change in the way of thinking, propagated by Tom Gilb in the Competitive Engineering and the change from focusing on functions and features to the quantitatively described value improvements.

Słowa kluczowe

EN

impact estimation; value improvements; competitive engineering; planguage

PL

oszacowanie wpływu; ulepszenia wartości; konkurencyjna inżynieria

• Wydawca: Wydawnictwo Politechniki Śląskiej
• Czasopismo: Zeszyty Naukowe. Organizacja i Zarządzanie / Politechnika Śląska
• Rocznik: 2019
• Tom: z. 138
• Strony: 121--131
• Opis fizyczny: Bibliogr. 7 poz.

Twórcy

autor

Kowalczyk Tomasz

• Warsaw University of Technology, Warsaw

Bibliografia

• 1. Gilb, T. (2005). Competitive Engineering – A handbook for systems engineering, requirements engineering and software engineering using planguage. Oxford: Elsevier Butterworth-Heinemann.
• 2. Gilb, T., Brodie, L. (2011). What’s fundamentally wrong? Improving our approach towards capturing value in requirements specification. Core, 4, 26-36.
• 3. Jaszkiewicz, A. (1997). Inżynieria oprogramowania. Gliwice: Wydawnictwo Helion.
• 4. Johnson, J. (2018). Chaos Report, Decision Latency Theory: It’s All About the Interval. Boston: The Standish Group International, Inc.
• 5. Project Management Institute (2017). The Standard for Portfolio Management. Newtown Square: Project Management Institute, Inc.
• 6. Ramo, S., and St. Clair, R. (1998). The Systems Approach: Fresh Solutions to Complex Civil Problems through Combining Science and Practical Common Sense. Anaheim: KNI Incorporated.
• 7. Ries, E. (2012). Metoda Lean Startup. Gliwice: Wydawnictwo Helion.

Uwagi

Opracowanie rekordu ze środków MNiSW, umowa Nr 461252 w ramach programu "Społeczna odpowiedzialność nauki" - moduł: Popularyzacja nauki i promocja sportu (2020).