Are Delayed Issues Harder to Resolve? Revisiting Cost-to-Fix of Defects throughout the Lifecycle

Many practitioners and academics believe in a delayed issue effect (DIE); i.e. the longer an issue lingers in the system, the more effort it requires to resolve. This belief is often used to justify major investments in new development processes that promise to retire more issues sooner. This paper tests for the delayed issue effect in 171 software projects conducted around the world in the period from 2006--2014. To the best of our knowledge, this is the largest study yet published on this effect. We found no evidence for the delayed issue effect; i.e. the effort to resolve issues in a later phase was not consistently or substantially greater than when issues were resolved soon after their introduction. This paper documents the above study and explores reasons for this mismatch between this common rule of thumb and empirical data. In summary, DIE is not some constant across all projects. Rather, DIE might be an historical relic that occurs intermittently only in certain kinds of projects. This is a significant result since it predicts that new development processes that promise to faster retire more issues will not have a guaranteed return on investment (depending on the context where applied), and that a long-held truth in software engineering should not be considered a global truism.Comment: 31 pages. Accepted with minor revisions to Journal of Empirical Software Engineering. Keywords: software economics, phase delay, cost to fi

Comparison of module usage of project management information system and success rate of construction projects: case study

If construction is about delivering a built asset that is of high quality and efficiency, wouldn t most companies use all the tools and processes available at the highest organizational level possible? A major assumption is made that Prolog Manager is an effective Project Management Information System. Saying Company X will benefit from more module use with Prolog Manager system is not the same as saying they will suffer from lack of module usage. If a company has already attained success using manual systems it successes may continue. To be as successful as possible, maximum utilization of all modules of Prolog Manager at the unique project type organizational level is necessary, and correlations can be made between higher module usage and greater project successes with this type of company size and structure.M.S.Committee Chair: Dr. Linda Thomas-Mobley; Committee Member: Dr. Daniel Castro; Committee Member: Prof. Kathy Roper; Committee Member: Ron L. Smit