Development of a management support tool for stricto sensu graduate programs: A contingency approach to project management

Purpose – The purpose of this paper is to investigate the contribution of a project management approach to develop a tool to support the management of Brazilian stricto sensu graduate programs (SS-GP). The Adaptive approach was chosen by applying the Project Management Life Cycle (PMLC) method. Design/methodology/approach – The study corresponds to the concept of applied research. The qualitative approach was used. The research strategy was the action research, where participants cooperate to understand their environment, identify problems and seek a solution, simultaneously producing and using the knowledge produced. Findings – The results showed one possible way to apply a contingency project management approach to develop the tool. In addition, indicated that its application facilitated the project work, especially when finding a solution for the project’s development and when dealing with the changes inherent to the uncertainties about the problem. Research limitations/implications – The lack of more updated information and the limitation of time and resources led to the reduction of the environment scope and of the number of functionalities developed. Practical implications – To contribute to the generation of knowledge and expertise to support the management of SS-GP in activities such as providing information to the CAPES evaluation system, academic production analysis, collaborative researcher network analysis and post-graduation program monitoring and evaluation. Originality/value – To fill a gap pointed out by several studies, that it is not possible to automatically generate input lists to be processed by ScriptSucupira tool, based on filtered criteria, comprising the entire universe of the Brazilian SS-PG. The creators of ScriptSucupira also declared to ignore the existence of an artifact similar to that

Relationship Between Software Development Team Structure, Ambiguity, Volatility, and Project Failure

Complex environments like the United States Air Force\u27s advanced weapon systems are highly reliant on externally developed software, which is often delivered late, over budget, and with fewer benefits than expected. Grounded in Galbraith\u27s organizational information processing theory, the purpose of this correlational study was to examine the relationship between software development team structure, ambiguity, volatility and software project failure. Participants included 23 members of the Armed Forces Communications and Electronics Association in the southeastern United States who completed 4 project management surveys. Results of multiple regression analysis indicated the model as a whole was able to predict software project failure, F(3,19) = 10.838, p \u3c .001, R2 = 0.631. Software development team structure was the only statistically significant predictor, t = 2.762, p = .012. Implications for positive social change include the potential for software development company owners and military leaders to understand the factors that influence software project success and to develop strategies to enhance software development team structure

A Grounded Theory of Emergent Leadership in Nonhierarchical Virtual Teams

A Grounded Theory of Emergent Leadership in Nonhierarchical Virtual Teams by Randall David Fleming MS, Colorado Technical University, 2008 BA, The Ohio State University, 1984 Dissertation Submitted in Partial Fulfillment of the Requirements for the Degree of Doctor of Philosophy Management Walden University November 201