Volume 12 Number 7 (July. 2017)
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JSW 2017 Vol.12(7): 526-545ISSN: 1796-217X
doi: 10.17706/jsw.12.7.526-545

Mindfulness in Early Signs to Manage Software Projects in the Face of Uncertainty

Marcelo Luiz Monteiro Marinho1,2*, Suzana Cândido de Barros Sampaio1, Alexandre José Henrique de Oliveira Luna3, Telma Lúcia de Andrade Lima2, Hermano Perrelli de Moura3
1Federal Rural University of Pernambuco (UFRPE) Statistics and Informatics Department (DEINFO) Recife, PE, Brazil.
2Federal Rural University of Pernambuco (UFRPE) Postgraduate Programme in Administration and Rural Development (PADR) Recife, PE, Brazil.
3Federal University of Pernambuco (UFPE) Informatics Center (CIn) Recife, PE, Brazil.

Abstract—Context: In recent years, companies have undergone a renewal of management strategies while searching for space in the market. The involvement of these companies in developing innovative software projects as a form of differentiation in products and services is common. Innovative projects are uncertain by nature, since the behaviour and evolution of the market and technological development may not be predicted. There is a natural relation between software projects that have an innovation degree and uncertainties. Objective: The aim of this paper is to discuss some aspects related to uncertainty management to understand the recommendations that positively influence project management in the face of uncertainties and the method of using the knowledge acquired during this study to provide strategic orientations that can be used by the industry to improve organizations' performance and their projects. Method: This study was built on evidence-based software engineering and provides subsidy for the need to address uncertainty in software projects in order to reduce the negative impacts caused by them. In this article, the interviews' results and focus group conducted with project managers and project management researchers are presented. The interviews and focus group aimed to assess the previous concepts as well as the new practical ones. Results: During the interviews, the concept of early signs was designed and associated with the management of software project uncertainties. In addition, project managers became aware of the mindfulness concept and its use for observing projects' uncertainties in order to ensure its success. Based on information collected from managers and literature review, a series of recommendations were drawn. Furthermore, the recommendations were evaluated by a focus group. Finally, a series of recommendations were designed in order to help the software project managers. Conclusion: This study contributes to software project management by developing recommendations to manage uncertainties.

Index Terms—Software project management, early signs, uncertainty management, uncertainty in software projects.


Cite: Marcelo Luiz Monteiro Marinho, Suzana Cândido de Barros Sampaio, Alexandre José Henrique de Oliveira Luna, Telma Lúcia de Andrade Lima, Hermano Perrelli de Moura, "Mindfulness in Early Signs to Manage Software Projects in the Face of Uncertainty," Journal of Software vol. 12, no. 7, pp. 526-545, 2017.

General Information

ISSN: 1796-217X (Online)
Frequency:  Bimonthly 
Editor-in-Chief: Prof. Antanas Verikas
Executive Editor: Ms. Yoyo Y. Zhou
Abstracting/ Indexing: DBLP, EBSCO, CNKIGoogle Scholar, ProQuest, INSPEC(IET), ULRICH's Periodicals Directory, WorldCat, etc
E-mail: jsw@iap.org
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