IT Project Management Research Articles

Understanding the Characteristics, Benefits and Challenges of Agile it Project Management: A Literature Based Perspective

The objectives of this study was to bring out the understanding of the concept of agile IT project management; what it is and what it is not. It was also aimed at comparing the pros and cons of both agile and traditional methods of IT project management in a typical industry setting; the challenges of going purely agile, and so on. It is purely a review of literature of peer reviewed papers sourced mainly from Google Scholar. It was revealed that agile outweigh the traditional methods in terms of benefits, but its implementation poses a lot of challenges due to a number of issues, paramount among them being organizational culture and empowerment of the project team. This has resulted in a number of industries sticking to the traditional methods despite the overwhelming benefits of agile. In another school of thought, the combination of the two paradigms is the way forward.

PROJECT MANAGEMENT AND ITS STRATEGIES IN GLOBAL ORGANISATION: CASE STUDY

The goal of the presented paper is to compare the different approaches of the Novartis Global IT project management in its four divisions. The basics of the project management with the focus on the global or international project management are described in the theoretical part. There are highlighted the ways of projects´ monitoring and evaluation. The history and the evolution of the project management in the context of used methods and approaches in various time periods in the particular divisions of the Novartis Global group are described in the analytical part. The comparison is used through the identification of positives and negatives of the analysed IT project management parameters. Currently we underline the importance of the communication within and outside of the projects with emphasis on the cultural differences in global project management. The results of the comparison are becoming essential for the recommendation for future project management plans in the Novartis Global group.

Seeing the Trees or the Forest? The Effect of IT Project Managers’ Mental Construal on IT Project Risk Management Activities

In this research, we focused on one of the core issues associated with Information Technology (IT) project management, namely the tendency to inadequately manage project risks. Project managers (PMs) surely must know by now that risks can derail projects and that tools and techniques are available to support the risk management process. Why, then, do many PMs seem unable or unwilling to adequately manage project risks? We believe that answering this fundamental question requires gaining a better understanding of how PMs construe risks. To gain this understanding, we examined key activities associated with the risk management process from a CLT perspective to determine the impact of construal on the judgment and decision-making of IT PMs when it comes to managing IT project risks. We found that IT PMs with a concrete mental construal (1) identify a greater number of project risks; (2) perceive a greater potential impact of project risks; (3) perceive that more effort and resources are required for risk management; and (4) are less willing to enact risk responses than IT PMs with an abstract mental construal. We demonstrate that IT PMs’ mental construal can affect activities that are important to risk management.

Spheres of It Project Complexity and It Project Manager Archetypes and Roles: A Case Study

ABSTRACTEffective information technology (IT) project managers (PMs) are recognized as being essential for project success. However, little research has focused on the roles IT PMs must play. Utilizing a qualitative field study, we found 4 IT PM archetypes (checklist, technical lead, organizational process lead, and poly-synchronous) employed in practice. We discuss our findings regarding the assignment of multiple PMs in the presence of complex IT projects and provide organizations with practical inferences to consider.

Collective Mindfulness and Processes of Sensemaking in Health IT Implementation.

High reliability organisations operate safely in situations of high risk by organising for collective mindfulness. They do so through five ongoing processes geared towards anticipating, containing, and making sense of the unexpected. The five processes are: preoccupation with failure, reluctance to simplify interpretations, sensitivity to operations, commitment to resilience, and deference to expertise. The theory of collective mindfulness builds on Hutchins's theory of distributed cognition (the 'collective mind' of ship navigation teams) and on Langer's theory of mindfulness about individuals' interpreting information in context. However, in the theory of collective mindfulness, attention is paid not to individual cognition or decision making, but to collective processes of sensemaking emerging from individuals' interactions in dealing with an equivocal environment. In health informatics, the theory of collective mindfulness can be used to explain health information technology (IT) development and implementation, across its life cycle, and inform guidance towards mindful management of IT projects. For example, applied to a case of electronic health record implementation in a hospital context, the theory explains how mindful management of the sense-making challenges of post-roll out adaptation processes contributes to a 'successful' IT project. Further, the theory challenges a static and linear understanding of success (or failure) of health IT initiatives, supporting instead an argument for outcomes - be it reliability and safety, or IT project success - as collective, complex and dynamic achievements of mindful organising practices.

Efektivitas Scrum Pada Manajemen Proyek Teknologi Informasi Di Pt Bank Central Asia Tbk.

Since the end of 2014, BCA has started to use Scrum framework in order to switch from waterfall methodology that already considered as traditional IT project methodology. Regarding that condition, this research aims to find out the effectiveness of Scrum framework on IT project management at PT Bank Central Asia Tbk (BCA). This research use a model to describe correlation between five Scrum Critical Success Factors ,that assumed as measurement of Scrum effectiveness, and four factors perceived as success of IT project management. With this model, the research has twelve independent variables and four dependent variables to be analyzed. This research use quantitative method and multiple regression analysis as a method for conducting analysis. The study found that three from five Scrum Critical Success Factors that have significant influence to four factors perceived as success of IT project management. From those three Scrum Critical Success Factors, there are five independent variables that have significant influence, such as management commitment, project management process, project definition process, project type and project schedule. The use of Scrum framework is quite effective on IT project management at PT Bank Central Asia Tbk.

Diagnosis platform development of partial discharge data based on CMMI model

Capability Maturity Model Integration (CMMI) model is an international standard in software development process and quality management. It integrates the idea of project management body of knowledge and total quality management. Through continuous process improvement for CMMI model, a flexible, regular and progressive capability model framework is established to increase the transparency and controllability of project management and improve the overall effectiveness of software development, which not only ensures software quality, but also solves the bottleneck of traditional project management applied in information technology (IT) industry. This paper presents the analysis and application of CMMI in partial discharge data diagnosis platform, which illustrates its outstanding capability of IT project management. CMMI model make the process manageable and measurable so that the main factors that lead to poor quality and low productivity can be controlled or eliminated.

Features of methods and models in risk management of IT projects

IT projects are carried out in the context of the constant development of rapidly obsolete technologies and the variability of user expectations. Implementation of IT projects is closely related to risks, the nature of which depends on factors such as subject area, technology used, number of involved developers, etc. Risk management (RM) is multivariate, which determines the search for comprehensive solutions to increase the effectiveness of RM in projects. For IT projects, this problem is particularly relevant due to the backlog of knowledge gained from technology development and intangible results that limit the possibilities of initial planning and risk control. The object of the article's research is the RM process of IT projects. The subject of the study is to determine the issue of selecting and using RM methods and models, taking into account the peculiarities of IT projects. Two groups of methodologies are allocated: methodologies-standards and methodologies based on system development lifecycle (SDLC). PMBOK and ISO 21500 are referred to standard methodologies. The classification of project management (PM) methodologies is generalized. PM methodologies based on system life cycles include flexible Scrum methodologies, Kanban and extreme programming, as well as cascading PM methodologies using the critical path method (CPM) and critical chain project management (CCPM) projects. As a result of the analysis of the main characteristics of IT projects, the peculiarities of the application of methods and models in the management of risks of IT projects in comparison with projects in other fields are determined. The received recommendations can be used for decision-making in the management of IT projects when the project goals are achieved through the correct identification, assessment, and risk control.

Review of Current IT Project Management Systems

The purpose of the article is to study and discuss the general problems of such an important sphere of information activity as the system of management of IT-projects, the processes of their development, testing and operation.Research methods are methods of semantic analysis of the main concepts of the subject domain (management of IT-projects). The article considers approaches to the interpretation of the concepts of resource and cost management related to organizational, technical and informational aspects. The essence of management of IT-projects from the point of view of maintenance of this sphere of information activity is considered in the article. In the article the main systems of management of IT-projects, their functions, possibilities, advantages and disadvantages are considered.Innovation of the conducted research is a comparative analysis of modern systems of management of IT projects, identification of their advantages and disadvantages and ways of further development.The conclusion of the research carried out in the article is that information and digitalization in our time penetrate into all spheres of IT-sphere activity. Therefore, the search for ways to ensure the effective management of IT-projects (their resources, costs, materials, etc.) have become an important aspect of the IT-sphere.

Knowledge-based decision support system for improving e-business innovations and dynamic capability of IT project management

ABSTRACTE-business and e-commerce services have been globally applied across various industries in the digital era. Leading e-commerce platform companies should invite open innovation to explore new market and continuously innovate their products and services with various supply chains that simultaneously require more reliable and flexible project management for the IT supports. The e-businesses are urging for agile and dynamic approach that integrate the time, cost, and quality objectives and human resources in the IT team. This research proposes a knowledge-based management decision support system, by using System Dynamics modelling and computer simulations, to analyse project performance over time and the impacts of strategic management decisions on the dynamic capability of e-commerce services. A real world case study, from a cross-border e-commerce platform company, has been investigated. Operations strategies to e-business innovations and IT supports could be timely evaluated with iterative simulations. The project management competency, service quality, operations cost feasibility, and profitability of e-commerce services could be further improved with the model applications.

Dilbert Moments

Developing and delivering a project to an agreed schedule is fundamentally what project managers do. There is still an ongoing debate about schedule delays. This research investigates the development of schedules through semi-structured in-depth interviews. The findings reveal that half of the respondents believe that delays reported in the media are not real and should be attributed to scope changes. IT project managers estimating techniques include bottom-up estimates, analogy, and expert judgement. Impeding factors reported for the development of realistic schedules were technical (e.g. honest mistakes) and political (e.g. completion dates imposed by the sponsor). Respondents did not mention any psychological factors, although most were aware of optimism bias. However, they were not familiar with approaches to mitigate its impacts. Yet, when these techniques were mentioned, the overwhelming majority agreed that these mitigation approaches would change their schedule estimate.

Assessing the Value of Executive Leadership Coaches for Cybersecurity Project Managers

With the complex nature of impacts of cybersecurity breaches, it is critical that organizational have cybersecurity project managers that can make sound managerial and leadership decisions. Often cybersecurity project managers act quickly with managerial decisions at work. When time is of the essence, strategic thinking, strategic communication, and strategic decision making are critical to organizational effectiveness and productivity. Decision making and strategic communications are just a few skills that executive leadership coaches can teach. This article explores the values and potential benefits of executive coaching as a leadership development tool for information technology and cybersecurity project managers.

Wdrożenie narzędzi wspomagających zarządzanie projektami w firmach IT

Artykuł prezentuje ocenę narzędzi do wspomagania zarządzania projektem informatycznym. Badania przeprowadzono za pomocą metody sondażu diagnostycznego na temat oceny wdrażania narzędzi do wspomagania zarządzania projektem informatycznym.

The development and application of non-standard approach to the management of a pilot project

The aim of the paper is to describe and substantiate the approach to the implementation of pilot IT projects. The discussed approach helps to enhance the quality of projects implementation via quality improvement of IT solutions testing and, as a consequence, helps to increase the level of digitalization of project activities. The result of analysis of pilot projects realization was described, and characteristics of such projects are carried out. The paper gives the description of the approach to planning and management of pilot projects. The management process and the results of the pilot project of testing the IT system (software package) for predicting failures of storage systems are described. The evaluation was carried out and recommendations were formed for decision-making on the implementation of the tested IT solution. The principles of pilot projects and recommendations for improving the adopted standard of management of IT projects are formulated.

Management of project for automation of investment control at industrial enterprise

The article describes the issue of IT-project management at industrial enterprise under conditions of fast changing external environment. Very often projects are implemented without the necessary grounds and selection of certain IT-development task, detailed planning and elaboration of the main stages of project that may adversely affect its results. Management of creation and implementation of informational systems faces many troubles such as rescheduling, improper quality of works, exceeding of budgeted costs etc. To prevent such troubles the approach has been developed to help in performing detailed planning at the early stages by determining work and project quality monitoring methods, risk assessment, means of communication within the project team.

THE MODEL OF IT PROJECT MANAGEMENT SYSTEM BASED ON MACHINE LEARNING

A model is proposed for integrating modern IT project management with artificial intelligence technologies, taking into account current trends and developments in the field of IT computer science and allows you to effectively handle the growing data flows on the parameters and characteristics of complex projects when developing and making decisions on managing complex projects. Identified and classified the main reasons affecting the unsuccessful completion of projects. The components of the proposed model for integrating the project management system are shown and their detailed characteristics are presented. It is determined that the proposed model is based on three components, including a list of basic methodologies and standards for project management, which can form hybrid methodologies, a set of IT, database and project management knowledge for developing, substantiating and managing projects and modern artificial technologies intelligence based on the use of machine learning methods. The role, components and environment of machine learning for use in project management is substantiated. The integration conditions were used to analyze and build a table of modern IT for project management, clustering them into three groups concerning the possibilities of using artificial intelligence technologies, in particular machine learning. The results of introducing elements of the proposed model in the implementation of complex IT projects in the banking sector have shown the effectiveness of the proposed approach. The success of current projects and portfolios of projects of the bank has increased, the number of participants in project activities working in real projects with processing large amounts of information on managing the development and implementation of complex IT products has increased.

MODERN APPROACH IN TEACHING PROJECT MANAGEMENT FOR IT SPECIALISTS

The modern world is not thinking without information technology. Training specialists not only fluent in IT technologies, but also those who know how to manage people and resources, is one of the main tasks of the IT university. This article focuses on teaching project management for IT students. The course covers the necessary set of knowledge and skills required for IT project managers. The main goal of the course is to teach students to focus on the organizational and managerial aspects of program projects. Along with various methods of project management (planning, budgeting and risk analysis), the main project management tools are considered; leadership principles; customer relations; liability issues; intellectual property issues; privacy issues. The article discusses the modern approach to teaching as a blended learning technology. This approach, combining traditional forms of education with elements of e-learning, is well applicable for a project management course. The features of the teaching of this course presented in the article are based on the personal responsibility of students for their own learning results. This also includes training based on mastery, an environment of high achievements, learning by doing. Actual methods in education as learning by doing, inverted learning and gamification are considered. The work also highlighted the role of “Project Management” in the student’s general educational trajectory. In addition, the article presents the experience of implementing and teaching this course at the International University of Information Technologies. The Project Management course is one of 12 courses in the Software Development Program (SDP) cycle, presented by iCarnegie.

Alkalmazott IT projektmenedzsment-eszközök és -módszerek a Nemzetbiztonsági Szakszolgálat gyakorlatában

A szerző áttekintést nyújt az informatikai projektmenedzsment eszközökről és módszerekről a Magyar Nemzetbiztonsági Szakszolgálat gyakorlatában.

A Risk Mitigation Framework for Information Technology Projects: A Cultural Contingency Perspective

As new information technology (IT) platforms continue to emerge, the technical project risk associated with developing IT projects for these platforms is particularly challenging for organizations. We develop a nomological network of people, process, and technology to gain insight into how the effect of technical project risk can be mitigated at the IT project team level. Drawing on cultural contingency theory, the IT project risk framework, and the IT project management literature, we elaborate on the IT project team composition and team processes necessary to mitigate technical project risk. We tested the nomological network by conducting a field study of 325 IT project teams over a 3-year period at a large corporation in China. We found that project risk mitigation processes mediated the effect of IT project teams’ cultural composition on IT project performance, and the effect of these processes on IT project performance was stronger under high levels of technical project risk compared to low levels of such risk. By incorporating the cultural contingency theory into developing a nomological network of technical risk mitigation processes, this work not only contributes to the IT project management literature, but also provides suggestions for practitioners on how to better leverage people, process, and technology in mitigating IT project risks.

Responding--or Not--to Information Technology Project Risks: An Integrative Model

This study proposes and tests a model that explains and predicts risk response decisions of IT project managers (ITPMs), blending the domains of the theory of planned behavior (TPB) and behavioral decision theories, and leveraging IT project risk management behavioral research. The model posits that a risk response decision is indirectly influenced by perceived risk exposure via overall risk response attitude. The model conceptualizes perceived risk exposure and overall risk response attitude as second-order constructs and examines the dimension-level relationships within each. The model hypothesizes that a risk response decision is also influenced by pressures ITPMs perceive for or against enacting a specific risk response, by a negative synergy effect between overall risk response attitude and perceived pressures, and by their perception of control—or lack thereof—over enacting the risk response. The model was instantiated for three specific risk responses: having user representatives as team members, appreciating team members’ work in a tangible way during the project, and dedicating much effort to planning. Each model instance was tested in a separate survey (N > 111 per survey, total N = 349). The results support the hypotheses, except for the influence of perceived control, which varied across instantiations of risk responses. Among other antecedents, overall risk response attitude is found to have the strongest effect on risk response decisions. The findings stress the effect of ITPMs’ salient beliefs about specific risk responses on their decision to enact a given response and thus pave the way for designing behavior change interventions.