Problems of Adopting a New Software Development Process

This article discusses the problems that a new software development team might encounter and how to mitigate them. It covers issues such as unrealistic deadlines, unavailability of skilled resources, lack of quantitative project management, and non-supportive working environments.

Running head: PROBLEMS OF NEW SOFTWARE DEVELOPMENT PROCESS
Problems of Adopting a New Software Development Process
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1PROBLEMS OF NEW SOFTWARE DEVELOPMENT PROCESS
Problems a new software development team might encounter
Problem 1: Unrealistic deadlines
Reason behind occurrence
Inadequate change management, incorrect estimation of budget, poor risk management
and inadequate quantitative management is the reasons that may cause unrealistic deadlines. In
any new software development project the process of project scope change are absolutely
controlled (Joslin and Müller 2015). Apart from this, if risks are not identified properly and
project the project is nit tracked accordingly then during implementation period the team
members will face challenges.
Severity
At the initiation phase a project timeline is measured and in order to avoid overrunning
cost the actual cost needs to be similar with the planned cost. The severity of unrealistic deadline
is very high.
Method of mitigation
Before initiation the project team members need to measure the project complexity and
accordingly estimate the possible time limit. Apart from this, a feasibility study must be done to
ensure whether the project is successful or not. Besides this a project timeline must be prepared
to estimate the approximate time needed to complete the project.

2PROBLEMS OF NEW SOFTWARE DEVELOPMENT PROCESS
Problem 2: Unavailability of skilled resources
Root cause of occurrence
If the human resource management policies and procedures followed by the owner
company is not suitable then this sort of issues rises (Kerzner 2017). Lack of experienced project
supervisor can mislead the project team members which is other reason for the project failure.
Severity
The severity of unavailability of skilled resources is extreme.
Method of mitigation
In order to mitigate this issue the HR team needs to improve their HR policy so that they
can hire experienced supervisor for designing and developing innovative projects.
Problem 3: Lack of Quantitative Project Management
Root cause of occurrence
If accurate quantitative data are not gathered and analyzed for conducting the innovative
project then due to unavailability of data project team may fail to determine the performance
benchmark.
Severity
The severity for lack of qualitative data for managing the project is also very high.
Method of mitigation
In order to mitigate this challenge statistical process control tool and technique should be
chosen for predicting the probability of occurrence of such issue (Mir and Pinnington 2014).

3PROBLEMS OF NEW SOFTWARE DEVELOPMENT PROCESS
The current performance baseline cannot be derived based on past data therefore proper
resources should be highlighted and data must be collected from those sources only.
Problem 4: Non supportive working environment
Root cause of occurrence
If the working environment provided to the associate project team members are not
enough supportive then the project team members will fail to meet the project objectives, goals
and aim those are initially planned. Lack of training and development program arrangement is
the other root cause because it will not allow them to become familiar about the new
technologies using for the innovative project implementation.
Severity
The severity for this project is very high.
Method of mitigation
In order to mitigate this issue the project team should incorporate open communication
approach among their team members so that they can share their ideas and point of views with
the rest of the members (Svejvig and Andersen 2015). Apart from this, on job technical training
and development program be arranged for all the associates to make them much familiar with the
project objective.

4PROBLEMS OF NEW SOFTWARE DEVELOPMENT PROCESS
References
Joslin, R. and Müller, R., 2015. Relationships between a project management methodology and
project success in different project governance contexts. International Journal of Project
Management, 33(6), pp.1377-1392.
Kerzner, H., 2017. Project management metrics, KPIs, and dashboards: a guide to measuring
and monitoring project performance. John Wiley & Sons.
Mir, F.A. and Pinnington, A.H., 2014. Exploring the value of project management: linking
project management performance and project success. International journal of project
management, 32(2), pp.202-217.
Svejvig, P. and Andersen, P., 2015. Rethinking project management: A structured literature
review with a critical look at the brave new world. International Journal of Project
Management, 33(2), pp.278-290.