Abstract

The article comprises the characteristics of traditional project management (TPM) and agile project management (APM) and indicates that when using a specific concept we should take into account the conditions of the sector in which the organization implementing or participating in IT projects is functioning. For it is not in all organizations that APM is more effective than TPM. Agility at the project level is one of the possibilities of which we should remember when seeking a tool for achievement of the organization's strategic objectives. However, such a tool becomes less effective if its use is not preceded by analysis of specific attainable benefits and conditions which have to be met to achieve such benefits. These conditions comprise, among other, the organizational and decision-making culture, projects financing method, as well as approach to change servicing, risk management or standardization of project management practices.

Highlights

  • The article comprises the characteristics of traditional project management (TPM) and agile project management (APM) and indicates that when using a specific concept we should take into account the conditions of the sector in which the organization implementing or participating in IT projects is functioning

  • The results of the studies [28]-[29] connected with the critical factors of successful project and difficulties in project implementation in ICT enterprises in Poland are similar to those connected with failures of IT projects obtained by the Standish Group (tSG) and do not differ from the average results obtained by other organizations. This enables to use the results of the studies on IT project management, carried out by large organizations specialized in this area, in Polish ICT sector enterprises, to increase the efficiency of project implementation using the APM or TPM approach, depending on their effectiveness in implementation conditions of a specific project and conditions of the sector from which the client and provider come

  • The project management is a new approach in management, whose pillar has always been information but it is knowledge [8]

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Summary

INTRODUCTION

AGILITY at the executive – project level was defined in the principles of Agile Manifesto [4], and in practice implemented in numerous agile methods [1]-[2]-[3], the most popular of which is SCRUM [5]-[6]-[27]. Organizations from ICT sector are usually suppliers of information solutions for the public sector These organizations are much more experienced in using the Agile approach in IT projects implementation and may convince the public administration decision-makers to a more comprehensive use of APM in its future projects. Suppliers from the ICT sector should try to gain trust through reliable indication that they had found a method to bend the rules without breaking them and that they can abide by them through co-implementation of IT projects in public administration entities Agile methods require such skills from project participants as: self-organization of teams, undertaking of group commitments and decisions, self-reliance, creativity and courage. Szapiro [28]-[29] on the factors of success in project implementation processes management among Polish enterprises from the ICT sector

TRADITIONAL VERSUS AGILE PROJECT MANAGEMENT
TRADITIONAL AND AGILE PROJECT MANAGEMENT IN PUBLIC SECTOR
TRADITIONAL AND AGILE PROJECT MANAGEMENT IN ICT SECTOR
Findings
CONCLUSION
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