Peopleware: productive projects and teams
Peopleware: productive projects and teams
Communications of the ACM
Information systems innovation and diffusion: issues and directions
Information systems innovation and diffusion: issues and directions
A framework for identifying software project risks
Communications of the ACM
Software developer perceptions about software project failure: a case study
Journal of Systems and Software - Special issue on software engineering education and training for the next millennium
Critical Success Factors In Software Projects
IEEE Software
A Critical Success Factors Model For ERP Implementation
IEEE Software
Proceedings of the 9th European software engineering conference held jointly with 11th ACM SIGSOFT international symposium on Foundations of software engineering
Determining how much software assurance is enough?: a value-based approach
EDSER '05 Proceedings of the seventh international workshop on Economics-driven software engineering research
Successful software project and products: An empirical investigation
Proceedings of the 2006 ACM/IEEE international symposium on Empirical software engineering
Journal of Systems and Software
Perceived causes of software project failures - An analysis of their relationships
Information and Software Technology
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A commonly cited limitation of software engineering research consists in its detachment from the industrial practice. Several studies have analyzed a number of practices and identified their benefits and drawbacks but little is known about their dissemination in the industry. For a set of 18 practices commonly studied in the literature, this paper investigated diffusion, effect on the success, and perceived usefulness in 62 actual industrial projects from 28 Italian IT companies. In particular we proposed a classification of these perceptions and we were able to classify 14 practices. We found statistical evidence that 7 factors have an actual effect (positive for 6 of them, negative for one). Moreover 77% (10 out of 13) of the known good practices (e.g., importance of good project schedule or complete requirements' list) are perceived consistently by the industry. For a few other practices (having a champion's support, using metrics, reducing quality) we noticed a lack of awareness in the industry. Starting from these observations we propose guidelines for industrial practice and suggestions for academic research.