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Vague project start makes project success of outsourced software development projects uncertain

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dc.contributor.author Savolainen, Paula
dc.date.accessioned 2011-02-04T12:22:07Z
dc.date.available 2011-02-04T12:22:07Z
dc.date.issued 2010
dc.identifier.uri http://hdl.handle.net/10344/737
dc.description peer-reviewed en_US
dc.description.abstract A definition of a project success includes at least three criteria: 1) meeting planning goals, 2) customer benefits, and 3) supplier benefits. This study aims to point out the importance of the definition of the project start, the project start date, and what work should be included in the project effort in order to ensure the supplier's benefits. The ambiguity of the project start risks the profitability of the project and therefore makes project success at least from supplier's point of view uncertain. Moreover, vague project start makes it more difficult to compare project management metrics, such as duration and effort, between projects. There is no clear definition for the project start either in literature or practice. Based on interviews, the definitions are provided for project start, project start date, and project start-up effort included in the project. en_US
dc.language.iso eng en_US
dc.publisher Springer-Verlag en_US
dc.relation.ispartofseries Product-Focused Software Process Improvement;6156,2010/ pp. 351-365
dc.relation.uri http://dx.doi.org/10.1007/978-3-642-13792-1_27
dc.subject project management en_US
dc.title Vague project start makes project success of outsourced software development projects uncertain en_US
dc.type Conference item en_US
dc.type.supercollection all_ul_research en_US
dc.type.supercollection ul_published_reviewed en_US
dc.type.restriction none en
dc.contributor.sponsor SFI
dc.contributor.sponsor TEKES
dc.relation.projectid 03/CE2/I303_1
dc.relation.projectid 70011/08


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