![](bg8.png)
In reply to an open question, some managers
mentioned the ease of validating some of the rules
directly from the project planning tool as an
important factor in SPIM. In reply to another open
question, nearly 60% of the respondents mentioned
the fact that many times the project manager only
perceives the need to have asked another department
some information earlier in time just at the very
moment the team must execute a project’s activity
that depends on that other department (e.g. acquiring
new equipment or hiring a new programmer are
common examples). These observations confirm the
relevance in building this integrated model.
As a final consideration, all the interviewed
project managers found that the SPIM model
contributes in identifying the dependencies of the
activities between the project flow and the support
management flow, which allows the prediction of
the needs that come upon the organizational support
areas during the planning of the project, resulting in
a more accurate plan and schedule.
The results collected in the survey reaffirm the
benefits the SPIM model provides in solving the
problems related to the inadequate definition of tasks
(increase in cost and delays in projects, for instance)
due to the obscurity in visualizing the
interdependency between the organization’s and
project specific workflows.
6 CONCLUDING REMARKS AND
FUTURE WORK
This paper presented a proposal to integrate the main
concepts of the PMBOK to a model of software
development process (in this case RUP). First, we
have identified the importance of project
management activities during a software
development project. Then we noticed the lack of
information on management practices in most
software development processes used nowadays.
After an individual analysis of each base model, we
proposed a model that covers both perspectives into
a single integrated model. Later, we have analyzed
the results from a series of interviews with
experienced project managers, based on a real tool.
This work contributes with some interesting
findings that reaffirm the goal of designing a support
tool that help software project managers in planning
software development projects. We believe that is
possible to extend this integration model to other
software development processes because, in
accordance to (Sommerville, 1995), different models
of software development processes share
fundamental concepts. A previous study of
integration involving the OPEN process framework
(in place of RUP) also reiterates the applicability of
the model. The next steps include the generalization
of this approach to other software process models, as
well as the development of a multi-criteria resource
selection mechanism for software projects.
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