Software product assurance: techniques for reducing software risk
Software product assurance: techniques for reducing software risk
Cost estimation for software development
Cost estimation for software development
Managing the software process
Theory-W Software Project Management Principles and Examples
IEEE Transactions on Software Engineering
Software project dynamics: an integrated approach
Software project dynamics: an integrated approach
Software engineering (3rd ed.): a practitioner's approach
Software engineering (3rd ed.): a practitioner's approach
A manager's guide to software engineering
A manager's guide to software engineering
Practical software metrics for project management and process improvement
Practical software metrics for project management and process improvement
A multiproject perspective of single-project dynamics
Journal of Systems and Software
Software Project Control: An Experimental Investigation of Judgment with Fallible Information
IEEE Transactions on Software Engineering
The mythical man-month (anniversary ed.)
The mythical man-month (anniversary ed.)
Software Engineering Economics
Software Engineering Economics
Art of Software Testing
IEEE Transactions on Systems, Man, and Cybernetics, Part A: Systems and Humans
SAICSIT '02 Proceedings of the 2002 annual research conference of the South African institute of computer scientists and information technologists on Enablement through technology
The impact of IS Department organizational environments upon project team performances
Information and Management
Perspective-driven IT talent acquisition
Proceedings of the 2007 ACM SIGMIS CPR conference on Computer personnel research: The global information technology workforce
Information and Management
Impact of Knowledge Support on the Performance of Software Process Tailoring
Journal of Management Information Systems
Reliability, mindfulness, and information systems
MIS Quarterly
Implementing Service-Oriented Architecture in Organizations
Journal of Management Information Systems
Computers in Human Behavior
Technostress: technological antecedents and implications
MIS Quarterly
A review of studies on expert estimation of software development effort
Journal of Systems and Software
PROFES'12 Proceedings of the 13th international conference on Product-Focused Software Process Improvement
Assessing and governing IT-staff behavior by performance-based simulation
Computers in Human Behavior
The Impact of SOA Implementation on IT-Business Alignment: A System Dynamics Approach
ACM Transactions on Management Information Systems (TMIS)
Toward a Unified Model of Information Systems Development Success
Journal of Database Management
The Effect of an Initial Budget and Schedule Goal on Software Project Escalation
Journal of Management Information Systems
IT service climate, antecedents and IT service quality outcomes: Some initial evidence
The Journal of Strategic Information Systems
Organizing knowledge workforce for specified iterative software development tasks
Decision Support Systems
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Over the last three decades, a significant stream of research in organizational behavior has established the importance of goals in regulating human behavior. The precise degree of association between goals and action, however, remains an empirical question since people may, for example, make errors and/or lack the ability to attain their goals. This may be particularly true in dynamically complex task environments, such as the management of software development.To date, goal setting research in the software engineering field has emphasized the development of tools to identify, structure, and measure software development goals. In contrast, there has been little micro-empirical analysis of how goals affect managerial decision behavior. The current study attempts to address this research problem. We investigated the impact of different project goals on software project planning and resource allocation decisions and, in turn, on project performance. The research question was explored through a role-playing project simulation game in which subjects played the role of software project managers. Two multi-goal structures were tested, one for cost/schedule and the other quality/schedule. The cost/schedule group opted for smaller cost adjustments and was more willing to extend the project completion time. The quality/schedule group, on the other hand, acquired a larger staff level in the later stages of the project, and allocated a higher percentage of the larger staff level to quality assurance. A cost/schedule goal led to lower cost, while a quality/schedule goal led to higher quality. These findings suggest that given specific software project goals, managers do make planning and resource allocation choices in such a way that will meet those goals. The implications of the results for project management practice and research are discussed.