Abstract: Execution of Business Software Systems (BSS) Development and Enhancement Projects (D&EP) is characterized by the exceptionally low effectiveness, leading to considerable financial losses. The general reason for low effectiveness of such projects is that they are inappropriately managed. One of the factors of proper BSS D&EP management is suitable (reliable and objective) method of project work effort estimation since this is what determines correct estimation of its major attributes: project cost and duration. BSS D&EP is usually considered to be accomplished effectively if product of a planned functionality is delivered without cost and time overrun. The goal of this paper is to prove that choosing approach to the BSS D&EP work effort estimation has a considerable influence on the effectiveness of such projects execution.
Abstract: Majority of Business Software Systems (BSS)
Development and Enhancement Projects (D&EP) fail to meet criteria
of their effectiveness, what leads to the considerable financial losses.
One of the fundamental reasons for such projects- exceptionally low
success rate are improperly derived estimates for their costs and time.
In the case of BSS D&EP these attributes are determined by the work
effort, meanwhile reliable and objective effort estimation still appears
to be a great challenge to the software engineering. Thus this paper is
aimed at presenting the most important synthetic conclusions coming
from the author-s own studies concerning the main factors of
effective BSS D&EP work effort estimation. Thanks to the rational
investment decisions made on the basis of reliable and objective
criteria it is possible to reduce losses caused not only by abandoned
projects but also by large scale of overrunning the time and costs of
BSS D&EP execution.
Abstract: A research effort to find the reality of the business of Japan-s software globalization of enterprise-level business software systems has found that while the number of Japan-made enterpriselevel software systems is comparable with those of the other G7 countries, the business is limited to the East and Southeast Asian markets. This indicates that this business has a problem in the European and USA markets. Based on the knowledge that the research has established, the research concludes that the communication problems arise from the lack of individualists' communication styles and foreign language skills in Japan's software globalization is compensated by similarities in certain Japanese cultural factors and Japan's cultural power in the East and Southeast Asian markets and that this business does not have this compensation factor in the European and American markets due to dissimilarities and no cultural power.