Software process improvement : 14th European Conference, EuroSPI 2007, Potsdam, Germany, September 26-28, 2007 : proceedings

Robin (2015). Tacit and Explicit Knowledge in Software Development Projects: Towards a Conceptual Framework for Analysis . eKnow 2015 7th International Conference on Information, Process and Knowledge Management, 49-52

Implementation of E-Monitoring Development and Sales Reports As A Support For Digitalization Of Pt. Amelia Putratama Mandiri's Business Processes

The developed e-monitoring and sales reporting system successfully integrated sales and monitoring processes into a single web-based platform and user testing indicated that the system improved reporting accuracy, accelerated information access, and enhanced operational monitoring efficiency at PT.

DEVELOPING A PROJECT MANAGEMENT MATURITY MODEL TO ENHANCE EXECUTION PERFORMANCE IN SOLAR EPC PROJECTS: A CASE STUDY OF PT TML ENERGY

PT TML Energy, an Engineering, Procurement, and Construction (EPC) company specializing in solar energy projects in Indonesia, experienced recurring project execution delays of 20–40% beyond planned schedules during 2021–2024. A review of project records indicated that these delays stem not from technical limitations but from systemic weaknesses in project management maturity. This study assesses the current level of project management maturity and develops a tailored Project Management Maturity Model to improve execution performance. A mixed-methods approach was applied: qualitative semi-structured interviews with four key informants explored why delays occur, while a quantitative questionnaire of twenty respondents measured maturity across seven PMBOK Knowledge Areas using Crawford’s (2014) Project Management Maturity Model. The qualitative analysis produced seven Knowledge-Area themes and identified five interconnected root causes of delay: absence of integrated pre-project planning, reactive and fragmented procurement, experience-dependent scheduling, informal communication, and absence of organizational learning. While the questionnaire placed the company at Level 4 (mean = 3.86), triangulation with interview evidence revealed a self-assessment inflation of approximately 1.3 levels, indicating an operational maturity at the upper boundary of Level 2. Five integrated business solutions were developed: an Integrated Project Management Plan template, a procurement lead-time integration framework, a parametric schedule database, a communication management plan template, and a lessons-learned database with a competency development framework. The findings demonstrate that single-method maturity assessments tend to overstate maturity, and that mixed-methods triangulation produces a more accurate and actionable maturity profile for emerging-market EPC contractors.

Assessing the Impact of System Architecture on the Success of Project Management Methodologies in Software Engineering

Aligning business and IT is crucial in the software industry, where successful software projects depend not only on technology but also on management methodology. Software implementation involves development, migration, and tailoring across architecture‐based systems. The previous studies care on measuring success or failure of project methodologies without interest in system architectures and their effect on project management phases. The wrong selection of management methodology means failure of IT firms, where there is a lack in studying the success factor of selecting suitable project management methodology. Furthermore, there is no study until now that cares on searching the relationship between system architectures and project management methodologies. This paper fills this gap by finding answers for the research question “is system architecture's type one of selection factor for methodology of software project management?” This study investigates different models that measured success of the most popular project management methodologies (waterfall, agile, scrum, Kanban, Scrumban, agile‐waterfall, and DevOps) since 2019 until Jan 2026 through all three cases of software development (customization, ETO developing, migration) for three system architectures (MSA, SOA, Monolith). This study uses descriptive statistics to study the relation between system architectures and software project management. Pearson Correlation and Paired t‐test are used to study the success of developing system architecture by management methodologies. Means and Cohen's d are also used to measure the degree of effect. The main result is that management methodology has variable significance in different cases of developing three architecture‐based systems. Selecting a system architecture is correlated and one of project management's success factors.

Operationalizing Regulations into Code: A Model to Enhance Governance and Compliance in LLM Selection for Software Engineering

Integrating Large Language Models (LLMs) into the Software Development Life Cycle (SDLC) can improve developer productivity, but it also introduces security, privacy, and compliance risks during model selection. Regulations and frameworks such as the EU AI Act, the NIST AI Risk Management Framework (RMF), the General Data Protection Regulation (GDPR), the Lei Geral de Prote\c{c}\~ao de Dados (LGPD), and ISO/IEC 42001 establish obligations that are often difficult to translate into operational criteria for technical decision-making. This paper proposes a model to support governance and compliance in LLM selection for software engineering projects. The model is developed through Design Science Research (DSR) and is structured in three layers: (i) regulatory requirements, (ii) organizational governance capabilities, instantiated by a multi-criteria decision matrix with knock-out and weighted scoring criteria, and (iii) productivity and sustainability outcomes, operationalized by the LLM governance assessment protocol (PAG-LLM). A regulatory feedback loop connects operational results back to the normative layer, enabling iterative refinement of the model. A pilot evaluation with 20 adversarial scenarios based on Common Weakness Enumeration (CWE) and the OWASP Top 10 suggests distinct risk profiles between commercial cloud-based LLMs and local open-source LLMs. The results provide preliminary evidence that regulatory disqualification logic, particularly K.O. criteria, can prevent the selection of technically competitive models that nonetheless pose unacceptable compliance risks, demonstrating the feasibility of governance-oriented LLM selection in software engineering projects.

Digital Framework for Organizational Processes Improvement Using Quality 4.0 Concept, European Foundation for Quality Management (EFQM) and Key Performance Indicators (KPIs)

This paper’s objective is to propose the Quality 4.0 App implementation framework and, based on it, the application software Quality 4.0 to improve and control the processes and facilitate the transition from a standard to a digital organization. Using quality management tools such as the Define, Measure, Analyze, Improve, Control (DMAIC) methodology, following the Preferred Reporting Items for Systematic reviews and Meta-Analyses (PRISMA) guideline, a study was conducted on three databases using the expression “smart organization” and 24 keywords were identified. The keywords, grouped in four categories—Industry 4.0, Sustainability, Digital transformation, and Employees—are assigned to the key performance indicators (KPIs) that require improvement. The association is made according to the eight Quality Principles stated by the Chartered Quality Institute (CQI). To observe the progress, the KPIs associated with processes receive scores using the European Foundation for Quality Management (EFQM) excellence framework. The resulting Quality 4.0 framework is developed using Microsoft Visio for the web (Microsoft Corporation, Redmond, WA, USA) and the Quality 4.0 App is developed using Google Appsheet for the web (Google LLC, Mountain View, CA, USA). This framework offers new perspectives for organizations ensuring process improvement through digital transformation to respond efficiently to the new challenges. It also contributes to academia by highlighting the necessity of rethinking traditional organizational processes to be human-centric, sustainable and efficient.