Date of Conferral



Doctor of Business Administration (D.B.A.)


Business Administration


Gregory Uche


AbstractBusiness leaders of global software companies invest a significant amount of human capital, time, and funds for software innovation and development projects. However, between 1994 and 2016, the majority of global software projects failed. Some business leaders in software firms operate below a profitable level because they lack strategies to improve software project performance. Grounded in the contingency theory, the purpose of this qualitative multiple case study was to explore strategies managers in software firms use to improve software project success rate and profitability. The participants were 6 software managers from 2 software firms in the District of Columbia, Maryland, and Northern Virginia, who effectively used strategies to improve software projects' success rate and profitability. Data sources included company documents, field notes, observations, and semistructured interviews. The thematic analysis process was used to analyze the data. Four themes emerged: stakeholder requirement; testing, evaluation, and training; communication; and project management process. The key recommendation to software project managers is to implement frequent testing and evaluation of software projects and provide employees with adequate training to perform their jobs efficiently. In addition, project managers should meet stakeholders' requirements to improve their success rate and profitability. The implications for positive social change include the potential for managers in software firms to create job opportunities, provide social amenities and welfare, and promote regional communities' economic development.

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