IT Project Management Research Articles

Sustainability in Project Management: Factors That Play a Pivotal Role in Influencing Adoption of Sustainability Practices in IT Projects.

In today's competitive business landscape, sustainability has become a crucial element of strategic and competitive advantage, particularly in the management of IT projects. As organizations increasingly acknowledge the importance of sustainable development, it is essential to understand the factors that drive the incorporation of sustainability into project management practices. This research paper aims to explore the key factors influencing the adoption of sustainability practices in information technology (IT) project management. It seeks to provide insights into the drivers of integrating sustainability into project management. The study investigates the various factors that influence sustainability in IT project management and examines the barriers to its adoption. It employs a combination of literature review, and data analysis to identify the primary drivers and obstacles. The findings reveal key factors influencing sustainability practices in IT project management, including organizational culture, stakeholder pressure, regulatory requirements, and long-term cost efficiency. The barriers identified include lack of awareness, resistance to change, and limited resources.

Project Team Rewards and Performance of Information Technology-Based Projects in Commercial Banks in Kenya

Purpose: The expected outcome of projects is to achieve a positive performance consistently. Yet, there is no agreed definition of project performance, which complicates the achievement of the purpose. Projects in Kenya are mostly complex and difficult to manage and project team management practices are mostly used in projects for effective functioning. However, project managers in Kenya have been focusing on technical constraints of projects and neglecting project teams’ related constraints. The objective of the study was to investigate the influence of project team rewards on project performance in commercial banks in Kenya. Methods: The study adopted a pragmatic research approach. A cross-sectional study design and explanatory research design were adopted in the study. The unit of analysis was 429 projects in the 39 commercial banks operating in Kenya as of close of business on 31st December 2020 categorized into 20 types of Information technology projects. The target population was 195 Information Technology project managers as well as 78 staff working in human resource department, 78 staff working in finance department, and 78 staff working in operations departments in the 39 commercial banks operating in Kenya. The study used stratified random sampling to choose 206 respondents from the study population. Secondary and primary data was employed in this study. Annual reports of commercial banks provided secondary data. In addition, a semi-structured questionnaire was adopted to obtain data. Qualitative data, which was obtained from open-ended questions, was analyzed by use of thematic analysis, and the results were presented in a descriptive form. Inferential and descriptive statistics will be used to analyze quantitative data with the help of Statistical Package for Social Sciences (SPSS version 26). Descriptive statistics included frequency distribution, mean, standard deviation, and percentages. Inferential statistics included univariate regression analysis and Pearson correlation. Results: The study found that project team rewards had a significant effect on performance of information technology-based projects in commercial banks in Kenya. Conclusion: The study recommends that commercial banks should also diversify and strengthen their reward structures to better align with team members’ contributions and achievements. They should further strengthen their recognition and promotion programs to ensure that these elements are consistently applied and effectively contribute to team performance.

Development method in a large-scale public sector IT programme

The Norwegian parental benefit programme started as a large-scale information technology operation to automate and provide self-service solutions for parental benefit applications. This benefit replaces lost salaries for about 100,000 parents every year while parents are home with new-born children. A previous programme to modernize IT solutions was stopped. The new programme replacing legacy solutions from the 1970s was seen as a large, complicated, and risky undertaking with a cost limit of USD 130 million. Initially, this programme had three main releases based on an internal development method combining project management and agile methods. During the second release, the programme experienced challenges with coordinating work across the business and development projects. The programme manager established a task force to propose changes in the development method for the last release. We then ask the question: If you were part of this task force, what should the programme manager do to remedy the coordination challenges for the last release? This teaching case is based on a longitudinal case study and is relevant for graduate or continuing education courses in information systems development or IT project management during which students learn how to organize efficient software development at scale.

Cybersecurity Transformation: Cyber-Resilient IT Project Management Framework

In response to the escalating threats of cybersecurity attacks and breaches, ensuring the development and deployment of secure IT products has become paramount for organizations in their cybersecurity transformation. This work emphasizes the critical need for a comprehensive and secure IT project management life cycle that safeguards products from their initial development stages through decommissioning. The primary objective is to seamlessly integrate security considerations into every facet of IT project management life cycles. This work embraces a cyber-resilient IT project management framework and advocates the inclusion of cybersecurity measures in IT projects and their strategic, organized, continuous, and systematic integration throughout the entire product life cycle. It introduces a pioneering framework that harmonizes the cybersecurity risk management process with the IT project management life cycle. This framework delineates a methodical sequence of steps, each encompassing a distinct set of activities. The effectiveness and practical applicability of the proposed framework were validated through a comprehensive case study focused on the Personal Health Record (PHR) system. The PHR case study served as a real-world scenario to assess the framework’s ability to address cybersecurity challenges in a specific domain. The results of the experiment demonstrated the framework’s efficacy in enhancing the security posture of IT projects, showcasing its adaptability and scalability across diverse applications.

The influence of remote work on scrum-based information technology projects management: insights for success

PurposeThis research examines how recent changes in working practices as a result of COVID-19 – most often making knowledge-based work for technologists remote to the main office – are influencing the success of software projects managed by the Scrum process model. It explores the relationship between remote working and aspects that past empirical research has identified as important to project success within Scrum.Design/methodology/approachThe research used SPSS for descriptive analysis and structural equation modeling (SEM) to test the hypotheses relationships using SmartPLS 4, using a quantitative research design, a questionnaire was used and distributed electronically to the intended sample, which includes IT project managers, developers and designers in Jordan who work in projects that use Scrum methodology for their IT projects.FindingsThe study found that working from home on Scrum projects had a significant influence on project success and highlighted the need to meet the three basic psychological requirements of autonomy, competence and relatedness. Furthermore, this research revealed that both the ability to work from home and the use of Scrum contribute to project success, with Scrum acting as a mediator.Originality/valueThis study provides an understanding of the impact of adapting to remote working on project success using the Scrum framework. By filling this gap in the literature, the study generates insights that can also be extrapolated to situations in which people do not need to work remotely after a pandemic but might still anticipate and plan for new types of disruptions in the workplace.

IT PROJECT MANAGEMENT FRAMEWORKS: EVALUATING BEST PRACTICES AND METHODOLOGIES FOR SUCCESSFUL IT PROJECT MANAGEMENT

This study provides a systematic review of IT project management frameworks, examining the effectiveness, adaptability, and risk management strategies of methodologies such as Agile, Waterfall, PRINCE2, Scrum, and hybrid approaches. A total of 133 peer-reviewed articles were analyzed to gain insights into how these frameworks are being applied across various industries and project environments. The findings reveal that hybrid models, which combine the structured governance of traditional methodologies like Waterfall with the iterative flexibility of Agile, are becoming increasingly popular, especially in industries requiring both regulatory compliance and adaptability to changing requirements. Agile frameworks were shown to significantly improve project delivery speed, stakeholder satisfaction, and risk mitigation through continuous iterations and feedback loops, while traditional methodologies like Waterfall remain essential in sectors with strict documentation and control requirements. The review also highlights the critical role of risk management across all frameworks, with hybrid models offering the most comprehensive approach by integrating early-stage planning with ongoing risk assessment. Despite the success of these frameworks in IT-related industries, a notable gap was identified in their application to non-IT sectors, suggesting a need for further research to explore their broader applicability. This review underscores the continued relevance of traditional, Agile, and hybrid project management frameworks, while also pointing to future opportunities for expanding their use beyond IT.

Reshaping Knowledge Flow: The Impact of Ecollaboration Platforms in It-Project Knowledge Transfer

This research embarks on an in-depth exploration of the transformative dynamics initiated by eCollaboration platforms in the field of IT project management, with a particular focus on knowledge transfer processes. The study delves into the intricacies of knowledge transfer, encompassing both its intra-project dynamics and its transfer from projects to project-based organisations (PBOs). The overall aim is to unravel the impact of eCollaboration platforms on this complex process and to provide insights into the evolving landscape of knowledge management in the context of IT projects. Methodologically, the study adopts a qualitative content analysis approach. Recognising the paradigmatic aspects that might limit insights for proponents of the quantitative paradigm, the chosen approach facilitates an in-depth exploration of the multifaceted nature of knowledge transfer within IT project management. The study involves a cohort of eleven project managers in Austria, with meticulous interviews conducted and recorded to ensure a comprehensive data collection process. The subsequent data analysis involves a systematic evaluation of the accumulated information derived from these expert interviews. This comprehensive analysis integrates both quantitative and qualitative components, providing a nuanced understanding of how eCollaboration platforms influence knowledge transfer within the complex landscape of IT projects. The research findings provide valuable insights into the evolving dynamics of knowledge transfer in the context of IT project management. By examining the impact of eCollaboration platforms on this process, the study contributes to a deeper understanding of the challenges and opportunities that arise in the area of knowledge management in IT projects. These findings have practical implications for project managers and organisations seeking to optimise knowledge transfer processes within their projects and project-based organisations. Ultimately, this research serves as a timely exploration of the transformative potential of eCollaboration platforms to reshape the flow of knowledge within IT project management. It paves the way for improved collaboration and knowledge sharing in the digital age and offers a critical perspective on the evolving landscape of IT project management practices.

Optimizing IT Project Management in Ukraine's Aviation Sector: Challenges, Opportunities, and Strategic Insights

The Ukrainian aviation industry is undergoing digital transformation; however, the pace remains behind global and European standards due to several challenges. These include limited funding, a lack of skilled IT professionals, and a slow rate of modern technology adoption. The research, titled "Optimizing IT Project Management in Ukraine’s Aviation Sector: Challenges, Opportunities, and Strategic Insights," addresses the urgent need for improvements in IT project management to enhance efficiency, competitiveness, and technological advancement within the aviation sector in Ukraine. This article analyzes the sector's current challenges, including insufficient government and private sector investment, internet infrastructure issues, and a shortage of IT specialists. It also identifies opportunities in areas like automation, digitization, and the potential for public-private collaborations. The study's primary objective is to develop and evaluate an optimal IT project management framework tailored to Ukraine’s aviation industry. This framework aims to optimize resource usage, integrate modern technologies like AI, automation, and cybersecurity, and improve global competitiveness. Furthermore, the research offers a SWOT (Strengths, Weaknesses, Opportunities, and Threats) analysis of Ukraine’s aviation IT landscape, benchmarking it against European standards. A substantial gap exists between Ukraine and Europe regarding IT investment and automation, with European countries leading in adopting AI-driven systems, enhanced cybersecurity, and automated business and customer service processes. To bridge this divide, the study proposes an optimized IT project management model focused on strategic priorities such as investment in skill development, strengthening public-private partnerships, enhancing cybersecurity, implementing agile work methods, and supporting innovation through government initiatives. In conclusion, the study underscores that enhancing IT project management in Ukraine’s aviation industry is crucial for maintaining global competitiveness and improving operational efficiency. The proposed model offers actionable insights to address current challenges while capitalizing on new opportunities, thereby ensuring resilience in the face of ongoing global digitization and technological advancements.

Bridging the Gap: Integrating Organizational Change Management with IT Project Delivery

In today's rapidly evolving technological landscape, the successful implementation of IT projects is increasingly contingent upon effective organizational change management (OCM). This research paper explores the intersection of OCM and IT project delivery, proposing a comprehensive framework that integrates these two critical domains. Through a review of existing literature and analysis of case studies, we identify key challenges and best practices for synchronizing OCM strategies with IT project management processes. Our findings reveal that the alignment of OCM with IT project delivery not only enhances project success rates but also promotes sustainable organizational transformation. This integrated approach ensures that technological advancements are supported by a well-prepared workforce, thereby minimizing resistance and maximizing adoption. The paper concludes with practical recommendations for practitioners aiming to bridge the gap between OCM and IT project delivery, ultimately fostering a more agile and resilient organizational environment.

Artificial Intelligence Adoption and Project Success: A Mixed-Method Study

AI's growing acceptance is changing project management's human-centric approach. Project management is using AI to automate and support duties. This change could improve workflows, decision-making, and project efficiency. The full influence of AI on project success is unknown. There is little empirical evidence linking AI use to project outcomes. This ignorance highlights the necessity to study AI's impact on project management. The project management AI industry is expected to expand 38% annually. Since the late 1980s, AI has improved project management by providing more intelligent and autonomous help. Data privacy, accountability, strategic leadership, communication, innovation, and emotional intelligence are important ethical issues. This study examines how AI adoption affects project success through communication and feedback. This mixed-method study examines how AI adoption affects project success. The quantitative phase measured AI communication, feedback, and project progress via a predefined questionnaire. The sample includes construction, IT, manufacturing, healthcare, and finance project managers and team members. Multiple regression analysis and structural equation modelling were employed in IBM SPSS AMOS to examine AI adoption and project success measures. A qualitative phase of semi-structured interviews with respondents contextualised the quantitative data. Thematic analysis gleaned insights from interview transcripts. AI's impact on project success was examined using integrated data, with ethics in mind. The study examined AI tool-project success relationships using a structural equation model. Communication mode, feedback style, and frequency explained 3% of project success variance. Quantitative research showed that AI communication frequency improves project success, whereas mode and style negatively impact it. Participants' qualitative comments indicated six themes that match quantitative findings, and their replies enhance quantitative results and recommend improvements. The study concluded that AI communication frequency positively increases project success, while mode and style negatively affect it. The mixed-methods approach showed that AI tools alone cannot ensure project success; communication style and frequency are. The study recommended among others that organisations should integrate AI tools into project management systems, match AI communication modes to project team preferences, optimise feedback styles, and provide regular updates to improve AI communication. Project teams need ongoing training.

Impact of turquoise management on interdisciplinarity in IT project management

Abstract Subject matter and purpose of work The article explores the impact of turquoise management on interdisciplinarity in IT project management. The main objective is to explore how the principles of turquoise management, which emphasise self-organisation, collaboration and trust, influence the integration of different disciplines in IT project management. Materials and methods The study is based on a review of the literature on turquoise management and interdisciplinary approaches in project management. The theoretical foundations of turquoise management and their application in the context of IT projects are analysed. Case studies of organisations that have implemented the principles of turquoise management are also presented. Results The results indicate that turquoise management fosters interdisciplinary collaboration in IT projects. The principles of self-organisation and trust lead to greater creativity and innovation, resulting in better project outcomes. Conclusions Turquoise management significantly supports interdisciplinarity in IT project management, making it a valuable approach for organisations seeking to innovate and adapt in a rapidly changing technology environment.

Overcoming IT Project Challenges: An Integrated Model of Characteristics, Leadership, and Complexity

ABSTRACT This study investigates how the ability of an IT project manager (PM) to apply effective transformational and transactional leadership behaviors improves project outcomes. Specifically, we model IT project characteristics (type and innovativeness), IT project leadership behaviors (transformational and transactional), and IT project complexities (interaction, faith, and fact) on the IT project outcome (scope, budget, and timeline). We validate our model using data collected from 111 IT project professionals.

Implementing Project Management Integrated with ITIL: Case Study in a Fast-Moving Consumer Goods Company

At the last phase of an IT project, it will transfer to the operations team. It is critical to ensure the change management process integrated between project and operations is working smoothly. The study highlights lessons from implementing project management integrated with ITIL. This research is conducted on a multinational Fast-Moving Consumer Goods (FMCG) company that has already implemented project management integrated with ITIL. The study adopts PMBOK and ITIL frameworks, previous studies, and guided interviews, which are then analyzed using socio-technical aspects. This research can enrich existing literature, especially regarding IT project management and service areas. The study concludes that implementing project management integrated with ITIL brings a steadier process to IT projects. One of the socio-technical aspects changed, and the others should be adjusted. Each implementation phase results in different Socio-Technical Systems (STS) components. Nevertheless, as a whole implementation project, the company has already completed all components required.

Navigating role identity tensions — IT project managers’ identity work in agile information systems development

ABSTRACT While the management of traditional, plan-based information systems development (ISD) projects lies with the information technology project manager (ITPM), this role is challenged in agile ISD team settings, characterised by self-managed and autonomous teams. Driven by the potential for individual, project, and organisational benefits through a deeper comprehension of these challenges, our study draws upon role identity theories to uncover identity tensions that this role creates and ways in which ITPMs engage in identity work to resolve these tensions. We conducted an in-depth, qualitative study involving interviews with ITPMs operating within agile ISD teams embedded in traditionally-managed organisations. A central contribution of our paper lies in the development of a theoretical model that unpacks how ITPMs navigate identity work tensions by engaging in specific identity work activities. By revealing the interplay between ITPMs’ role identity tensions, identity work activities, and contextual factors, our study moves beyond purely descriptive accounts and offers a nuanced understanding of the emotional and behavioural dimensions of ITPMs in their liminal position. Additionally, our work underscores the pivotal role of ITPMs as boundary spanners, bridging the gap between traditional and agile governance structures to drive digital transformation. For practitioners, we provide agile ISD team design recommendations.

Management of IT projects of public institutions

The organization and activity of public administration is subject to the standards established by law, according to which individual organizational units of ministries in the Slovak Republic are governed. The management of information and communication technologies is a specific area of management in the conditions of public administration, which requires high expertise, systematicity and a properly set legal environment. The aim of the contribution is to clearly identify the legislative framework for the management of IT projects of the public administration of the Slovak Republic during the implementation of selected operational programs in the department of government departments. In order to achieve the main goal of the presented professional article, we set sub-goals. The necessary partial tasks are to systematically define and explain concepts related to project management in public administration, to find out the requirements for its implementation and to find out to what extent the legislation affects the issue we are dealing with. The result of our area of research represents a logically complete framework of the legal environment of project management of public administration and takes on the nature of practical use in the creation of our dissertation.

Influence of transformational and transactional leadership on agile project success

This study investigates the influence of Transformational and Transactional Leadership contribution in project accomplishment. It specifically evaluates the mediating role of Leadership for Agile project methodology. The data was collected from cross-sectional professionals such as Information Technology project Managers of various fields, Civil and Construction, Pharmaceuticals, Telecommunication, Higher Educational Institutions (HEIs) in Oman that comprised 384 valid samples. We used conformity factor analysis for reliability and validity of our measurement and it was valid and reliable. Partial Least-Squares Structural Equation Modelling (PLS-SEM) was used to analyze the theoretical framework. The results confirmed leadership enhances agile project methodology through the project excellence, improves end user satisfaction, value addition by achieving triple constraints. It was observed that leadership improves project performance in which team building, management commitment, unobstructed vision, daily standup meeting eases the influence of leadership on Agile methodologies.

Foreign experience of software testing engineers training: analysis of educational standards and programs of American universities

The article aims to explore the U.S. educational system's approach to training software testing specialists, highlighting specific features and methodologies. The study involves analyzing key standards for IT engineer training in the USA, such as the ACM/IEEE Computer Science Curricula, ABET Accreditation Criteria, ISTE Standards for Educators, and CSTA K-12 Computer Science Standards, their overall context and targeting, as well as the inclusion of both fundamental and IT-specific disciplines into their content. In the study of each standard, particular emphasis was placed on defining the place and teaching methods of theory and practice of software testing in the university curriculum guidelines. As it was revealed in the analysis, despite the extremely similar interpretation of basic concepts and practices in the context of software testing, opinions about the methodology of their teaching and the need to study as a separate discipline, differ in a set of reviewed standards. Additionally, the research examines training programs at leading American universities, including MIT, Stanford, and Carnegie Mellon University, to identify how software testing and quality assurance are reflected in their curricula, covering full-time training programs for students in computer science, software engineering and similar related fields. The analysis examined programs in both general and basic disciplines in the context of information technology, and specific to a certain technological or organizational area, such as mobile device development or IT project management. The content of the subjects, the list of modules and lectures, as well as tasks for extracurricular work, available in open sources, was also analyzed and searched for topics related to quality assurance or software testing. As revealed in the study, in most technical universities testing is not covered within a separate discipline, but is taught as a part of ones related to development practices. However, some training programs, in particular the Master's level, still have disciplines, devoted exclusively to quality control, testing management and automation

IT Project Management Best Practices and Learning Process

IT Project Management Best Practices and Learning Process

Development of a business model to improve the efficiency of hiring new employees to IT companies

The object of the research is the process of increasing the efficiency of hiring new employees to IT companies, which is considered as one of the measures of continuous improvement of IT project management processes. Hiring talented and motivated IT specialists is seriously complicated nowadays due to the oversaturation of the labor market in the IT industry with candidates who are either exclusively financially motivated or have a low level of qualifications. The consequence of this problem is an increase in time and money spent on identifying and selecting for further processing a subset of resumes of specialists who will be relevant to the needs of the IT company. Therefore, the study of models of active strategies for conducting career guidance activities among future candidates for work in the IT industry is relevant. The purpose of the study is to create a business model for professional orientation of candidates for positions in IT companies. This business model should combine the advantages of basic business planning models and flexible business development methods, taking into account the peculiarities of the process of professional orientation in the IT industry of Ukraine. As a basis for this business model, it is proposed to use the Business Model Canvas. Within this model, to increase the flexibility of activities related to the presentations of IT professions, it is proposed to use the Walt Disney method. During the research, Walt Disney's derivative method was modified by abandoning his first stage use of the role of the Dreamer and instead using the role of the Optimist. A person in the role of an Optimist should determine the advantages, positive aspects, favorable opportunities of the presentation object, etc. The results of the modification of Walt Disney's method were used during the development of the Business Model Canvas for the process of increasing the efficiency of hiring new employees to IT companies. The key activities of the Business Model Canvas were determined, the sequence of their implementation was established, which allows eliminating the shortcomings of individual activities.

Leveraging ChatGPT for Enhanced Logical Analysis in the Theory of Constraints Thinking Process

Abstract Background/Purpose Artificial intelligence (AI) has traditionally been used for quantitative analysis using explicit data. However, much of the information critical to decision making remains undocumented and is not stored in a structured way. This study explores the integration of AI, specifically ChatGPT, into Theory of Constraints (TOC) Thinking Process (TP) tools. Method In this study, we applied ChatGPT to a real-world IT project management case using a variety of research methods, including international literature analysis, observation, and personal experience. The use of the TOC TP allowed us to understand the decision-making process of ChatGPT and to systematically explore its advantages and limitations in creating logical trees of TOC TP. Results ChatGPT significantly enhanced efficiency and depth in TOC TP data collection and analysis, effectively addressing logical leaps for more coherent structures. It also promoted deeper analytical thinking and aided root cause identification. The integration of ChatGPT into the TOC TP process led to faster decision-making, reduced bias, and clearer analysis. Challenges of ChatGPT including the need for human oversight, specific TOC TP training, and ethical considerations were noted. Conclusion This study provides an initial investigation into the use of ChatGPT in TOC TP tools. The results suggest that ChatGPT has the potential to be a valuable tool for organizations seeking to improve their decision making and performance. However, further research is needed to validate these findings and explore the full potential of AI in TOC TP.