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dc.contributor.authorDalcher, Darren
dc.date.accessioned2013-08-21T12:30:03Z
dc.date.available2013-08-21T12:30:03Z
dc.date.issued2003-12
dc.identifier.citationDalcher , D 2003 , ' Beyond normal failures : Dynamic management of software projects ' , Technology Analysis and Strategic Management , vol. 15 , no. 4 , pp. 421-439 . https://doi.org/10.1080/095373203000136024
dc.identifier.issn0953-7325
dc.identifier.otherPURE: 1271349
dc.identifier.otherPURE UUID: 197299f5-b297-4c7e-8123-32d45da7441d
dc.identifier.otherWOS: 000186324900003
dc.identifier.otherScopus: 0242678370
dc.identifier.urihttp://hdl.handle.net/2299/11428
dc.description.abstractThe skillset focusing on the life cycle of projects is critical to both understanding and practising sound management. In practice, attention is often paid to the actions and procedures required to build the system to the detriment of the tasks that are essential in managing the project. Discrete attempts to create such systems often lead to a mismatch between, system, expectation and a changing reality. This paper looks beyond discrete processes as Part of an effort to generate a dynamic model. The rationale for a Dynamic Feedback Model stems from the need to focus on a continuous and long-term. perspective of development and growth in change-intensive environments. The paper makes the case for a learning and knowledge-driven view of software development and presents such a model in a way that accounts for the long-term survival, growth and evolution of software-intensive systems-crucial areas in terms of the success of systems. While the emphasis is on the development of software, which is pervasive in most systems, the key issues appear to pertain to most technical development projects and environments.en
dc.format.extent19
dc.language.isoeng
dc.relation.ispartofTechnology Analysis and Strategic Management
dc.titleBeyond normal failures : Dynamic management of software projectsen
dc.contributor.institutionDepartment of Management, Leadership and Organisation
dc.contributor.institutionSocial Sciences, Arts & Humanities Research Institute
dc.contributor.institutionHertfordshire Business School
dc.description.statusPeer reviewed
rioxxterms.versionofrecordhttps://doi.org/10.1080/095373203000136024
rioxxterms.typeJournal Article/Review
herts.preservation.rarelyaccessedtrue


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