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„Project-factor-decision” decisive factors in it projects and their impact on its success

Sitek T., Ziółkowski A.

Information Systems in Management

2014

Vol. 3, No. 2

145--155

The aim of this article is to indicate the need for a deepening, systematizing and codifying of the theoretical and practical knowledge on IT project management, in the area of management decision-making processes. The scope of decisions made by managers is constantly on the increase. Project managers make decisions not only within the classic triangle of constraints, which consists of a schedule, a budget and the project scope, but also in reference to a number of other problems which occur during project execution. The observed need to identify and define all the factors which are present in projects results in the identification of a finite set of variables for decision-making and for the decisions themselves and, finally, in determining their mutual correlation.

Knowledge management embedded in software engineering processes

Kowalczyk A., Szczerbicki E.

Foundations of Control and Management Sciences

2008

No. 9

87-95

Knowledge is managed, at least informally and unconsciously, in every organization. However, it is not the primary goal of most organizations: the usual primary goal is profit, by producing and successfully selling products. One cannot expect that knowledge management processes will be visible as the separate processes in an organization. Instead, they rather should be expected as hidden (embedded) in core production processes of the organization. The chapter presents process models useful for creating a mapping of the embedded KM in software engineering processes. There is also discussed a method for creating the mapping and criteria for matching process model elements in the mapping.