PERSONNEL SELECTION HUMAN PERFORMANCE IN SOFTWARE COMPANY

Personnel Selection based on the better human performance in Software Company



Table of contents

Chapter 1: Introduction3

Chapter 2: Literature Review7

Background9

Risk perception11

Risk perception and decision-making12

Software risks and risk management perceptions13

Various software development risk management processes15

Risk propensity and decision-making17

The relationship between risk propensity and risk perception19

Risk perception, risk propensity, and decision-making19

Human errors20

Practical implementation and its results23

Process vs. project obstacle23

Human nature obstacle24

The magnitude of the challenge25

Dynamic risk management25

Chapter 3: Methodology32

Project description32

Software project from III32

Job, task, CRD workflow34

Data and design35

Capabilities and requirements35

Taguchi's parameter design38

Project goals39

Chapter 4: Results & Analysis42

Case I: One specialty per resource42

Case II: Multiple specialties for some resources45

Cases I vs. Case II46

Critical path analysis47

Project planning with Gantt chart49

Orthogonal array justification50

Chapter 5: conclusion53

References55

Personnel Selection based on the better human performance in Software Company

Chapter 1: Introduction

Evidence reveals that the failure of software development projects is often a result of inadequate human resource project planning. Such planning involves determining what task is to be done by whom, and the timeline for developing and implementing the software system. Prior research has focused on optimizing a product schedule assuming a preassigned set of human resources. However, little attention has been given to the issue of human resource selection of a best software development project team at the planning stage. This is the motivation of our research and for the development of an efficient, implementable human resource selection method for software development projects.

Human resources in software projects require a high level of individual intensity devoted to project design tasks, which then need to be integrated collaboratively among the software designers to complete the project. Human resources' technical skills and implementation experience are key factors for project success and therefore must be allocated and managed judiciously. The following four human resource characteristics and tasks in software development projects therefore deserve serious attention:

Resource scarcity: Human resources in a software development project require not only technical skills but also knowledge and experience related to the project. Such qualified people are usually a scarce resource and therefore there is considerable competition for their services among and within multiple projects.

Resource heterogeneity: Human resources for software development possess varying strengths and abilities such as technical skill, education, and experience, which impact project performance, cost, and cycle time. The success of a project is highly sensitive to the capability and diversity of the assigned human resources.

Resource non-substitution: Human resources are targeted and assigned to tasks by matching them to the technical skills and experience required for their successful and timely accomplishment. A task is then performed and completed by an assigned human resource not only using the skills and experience required, but also through continuous learning occurring on the project task. Accordingly, any substitution or rotation of a resource often results in 'forgetting' and 'relearning', resulting in prolonging the project duration and increasing project cost and risk.

Task variation: A quick and accurate assessment of the completion time of tasks is important in order to schedule a project successfully. However, task complexity in a software development project is not ...