IT Project Management Research Articles

Способы совершенствования процессов управления IT-проектами

The topic of the article as well as the issues concerning the ways to improve IT-project management processes are becoming more and more relevant, the need to respond effectively to the changing national and international challenges of external conditions is increasing. Therefore, a detailed structural study and elaboration of ways to improve IT project management processes are required.
 This study focuses on ways to improve IT project management processes.
 The research methods are theoretical methods: analysis of sources, systematization and generalization. 
 The author of the article gives an interpretation of the concept "IT-project", "IT-project management". 
 The article analyzes the problems of IT-project management in modern organizations. 
 It characterizes the existing methods of IT-project management, as well as proposes new ways of managing IT-projects: the use of a unified information system, the model of "7 K-questions", the map of competencies in selecting the team.

Successful Management of IT Projects in Healthcare Institutions after COVID-19: Role of Digital Orientation and Innovation Adaption

This research aims to examine specific issues that how healthcare institutions successfully manage IT projects after the deadly disease of COVID-19. The world’s healthcare institute changed its traditional way of treatment to IT-based equipment after COVID-19. Hence, this study investigated the how digital orientation helps healthcare institutes for successful management of IT. Our study identifies the critical role of digital orientation and innovation adaption in the successful management of IT. The mediating role of innovation adaption in the association between digital orientation and successful management of IT was also investigated. In total, 456 questionnaires were used for the collection of data from eight different healthcare centers. We selected participants through random sampling. Findings on the healthcare institution showed that successful management of IT is predicted through digital orientation. This study’s results proved that digital orientation impacts innovation adaption, and similarly, innovation adaption influences the successful management of IT. The outcomes show the mediating role of innovation adaption in the linkage between digital orientation and successful management of IT. Current research contributes to the existing literature through combined impacts of the digital orientation, innovation adaption, and successful management of IT through means of demonstrating how, when, and why digital orientation supports the successful management of IT. Moreover, innovation adaption performs a significant role in the extant digitalize world; thus, we chose innovation adaption as a mediator in this study.

Knowledge Creation for Digital Innovation in Malaysia: Practitioners’ Standpoint

Background: Malaysia established the National Industry 4.0 strategy (NI4.0) in 2018 to aid the country’s industries in adopting modern technologies to increase productivity and competitiveness. The purpose of NI4.0 is to increase enterprises’ intelligence capabilities as smart manufacturers in the Association of Southeast Asian Nations (ASEAN), who employ data and information across the whole enactment process. As a result, high-technology adoption in NI4.0 is expected to improve knowledge creation (KC) in the Information Technology (IT) business. Recent NI4.0 breakthroughs have permitted new types of borderless projects, thereby, increasing the complexity and unpredictability of IT projects while simultaneously providing a multitude of new knowledge. However, the understanding of contemporary practice difficulties in IT projects and the knowledge creation phenomena is limited. Method: This study is exploratory in nature with a generic qualitative research method. Ten selected key IT project managers were interviewed to understand the current challenges confronting IT projects in Malaysia to build practice-oriented problem statements and to provide relevance leading to a research framework for knowledge creation impacting digital innovation. Interview data were systematically analysed using the NVivo software tool. Results: Practitioners’ reflected that a transactive memory system, IT support and T-shaped skills are current challenges in Malaysian IT projects. This is consistent with the literature. Conclusions: This practice review benefits Malaysia’s public and commercial sectors by confirming that the literature is coherent with practice by providing insights that may warrant further research in this field.

Brief Reports Prepared by Students and Graduates of Master of Science in Biobanking.

Brief Reports Prepared by Students and Graduates of Master of Science in Biobanking.

Assessment of time reduction when using a modified task-tracking methodology in IT project management

Task-trackers that allow automating management tasks are traditionally used for IT project development management. Popular tools were analyzed, and new requirements were formulated for task and project management systems in general for any highly specialized areas of IT development. The author’s methodology for task-tracking systems, not found in any of the considered solutions, was developed. Practical implementation of the proposed approach showed that it is possible to solve management problems much more efficiently: optimization reaches more than 50% in some cases. In addition, the developed tool ProjectAR allows leveling several risks. Comparison with the popular task tracker Asana, which is the closest to ProjectAR by its functionality, was conducted to prove the hypothesis of time reduction for management tasks. In addition to the time metric, the risk of incorrect integration of generated development artifacts was selected as a criterion for tool comparison. The tools were compared based on the number of templates needed to implement IT solutions and the number of typical projects. At the end, a vision for tool development is given.

Using The 7 FE Framework in Business Process Management to Support Successful IT Project Management in Digital Banking

This research was conducted to see how the implementation of BPM at one bank in Indonesia using the 7 FE framework can help model the business process of digital management of banking products and services as a form of developing good processes. According to Becker, Breuker, Weiß, and Winkelmann (2010), the purpose of implementing BPM in banks is not only to reduce costs but also to reduce business process time and increase customer satisfaction by redesigning business processes so that they become more efficient. From the research results, it is known that the transformation of digital banking business process management using the 7 FE framework can provide convenience, speed and accuracy in managing the development of digital banking. Framework 7 FE. There are many BPM methodologies but the 7 FE framework provides an accurate and detailed approach to BPM implementation. This research is insightful that the implementation of BPM, especially by using the 7 FE framework, will assist banks in carrying out digital transformation. There are 10 phases in the framework called the 7FE Framework which is implemented throughout BPM, namely Foundation, Finding and Solution, Fulfillment, Future and Essentials

The Impact of IT Decision-Making Authority on IT Project Performance in the U.S. Federal Government

Many information technology (IT) projects in the U.S. federal government have been plagued with failures and overruns in recent years, wasting a large amount of tax revenues and undermining the public’s confidence in the government’s ability to manage such resources and deliver on its commitments. What affects the performance of IT projects in the federal government? We find that prior literature on IT project management from the private sector setting is inadequate to answer this question. In addition, to the best of our knowledge, information systems (IS) research thus far has not considered how the decision-making authority of an IT unit influences IT project performance at the organizational level. We leverage several unique characteristics of the public sector, vis-à-vis for-profit firms, in developing our theory and hypothesis. Utilizing official datasets on IT projects and human resource records, we find that the more IT managerial officials and supervisors a federal bureau has, the lower time overruns it experiences in its IT projects. Interestingly, this relationship is weakened when the bureau has a larger number of ongoing IT projects. Our findings offer new theoretical insights for the IT project management literature and provide meaningful policy insights into government IT management.

DIGITALIZATION VECTOR OF EU LABOR MARKET DEVELOPMENT

DIGITALIZATION VECTOR OF EU LABOR MARKET DEVELOPMENT

Job crafting in project management: Implications for project success and career satisfaction

There is growing evidence that project managers are a heterogeneous group of people. Practitioners hold competing perspectives of project managing and have increasingly greater agency in the choice of tools and method used in their roles. Using job crafting theory, we contribute to the literature on project management careers by measuring how, and to what extent, project managers customise their jobs to better fit their motives, strengths and passions. Job crafting involves self-initiated behaviours that shape, mould, and change job design to better suit the individual. Using structural equation modelling and a sample of IT project managers (N = 245) the objectives of the paper seek to i) establish whether one's perspective of project management predicts job crafting behaviour, ii) explore how job crafting is used in project management and, iii) ascertain whether the benefit of job crafting is individual, project-based or both. The findings show that a value creation perspective of project management predicts job crafting behaviour. A performative link between task crafting and project success is established which in turn impacts long term career satisfaction. In contrast, relational crafting by project managers positively contributes to job satisfaction, but does not support project success.

FEATURES OF FORMING THE IT PROJECT MANAGEMENT TEAM

The analysis of formation and management of the team of IT projects is carried out. The dependence of the criteria of team formation and structure on the type of software product creation technology is shown. A comparison between the definitions "project team (executives team)" and "project management team" is presented. The paper shows the need to create an additional IT project management team to improve the efficiency of its management and ensure successful completion. The proposals are based on the results of the analysis of the real project on the basis of the responsibility matrix. It is possible to identify the shortcomings of the formed team of the IT project, in terms of implementation of project team members of different types of work, for different competencies, which reduced productivity. Based on this, another team was proposed, which included a team of managers, which gave better results in terms of cost and duration of the project. The newly formed team had greater productivity, as the channels of interaction with project managers are set up correctly. The project management team, which was added to the existing project, helped to improve all indicators of the project implementation. The use of an IT project management team will be important and necessary for teams that use Design Thinking technology. The decision on the advisability of creating an IT project management team should be based on the criteria: "advantages and disadvantages of project management efficiency". The disadvantage of using a project management team will be an increase in the number of people if the criterion was to minimize them, or an increase in the budget if it is calculated on a monthly salary of contractors. As the evaluation criteria are optimization of team management processes, application of competency approach, reduction of multitasking and professional development, the project management team, as an additional organizational structure of the project, certainly has advantages and is recommended for use.

TECHNOLOGY OF CHOOSING AN EFFECTIVE METHODOLOGY OF IT PROJECT MANAGEMENT

The dependence of the choice of the optimal IT project management methodology on its successful completion is shown. Choosing a management methodology is one of the first decisions a project manager makes. Each of the existing management methodologies for different types of projects has its own pros and cons. Some are designed for speed of software development, others for full compliance, and still others for creativity and continuous improvement. Choosing the best methodology requires a clear understanding of the positive or negative impact on a particular project. There is no universal methodology, so its choice is made individually for each project, focusing on its goals, scale, complexity, deadlines, professionalism and discipline of the team. This is necessary because some methodologies allow you to speed up development, while others make it more thorough, eliminate the risk of significant problems, errors or product flaws. That is, each management methodology is focused on different aspects and features of projects, therefore, a combination of several methodologies at once is possible. The main objective of the article was to find out to what extent a specific approach meets the goals and characteristics of an IT project. The process of analyzing, evaluating and selecting the appropriate methodology was based on the Organizational Project Management Maturity Model (OPM3), an Organizational Project Management Maturity Model. With this in mind, the analysis of the essence and principles of IT project management methodologies and software product creation has been carried out. The most popular of the existing approaches are considered, their content, history of formation, advantages and disadvantages, as well as areas of application for different types of IT projects are determined. Comparison of these approaches was performed according to the selected criteria. A vision of the formation of an integral assessment of the choice of the optimal methodology for a specific IT project has been formed. To automate the adoption of design decisions on the basis of the proposed integral assessment, a technology was proposed for choosing the optimal methodology for the selected design indicators.

IT Project Manager’s Influence Tactics To Form Critical Project Alignments

Influence has long been recognized as an essential element of leadership and a critical determinant of a manager’s effectiveness. This research investigates an unexplored topic: IT project manager’s influence in forming business and stakeholder alignment and shaping consequent project success. We ask the following: what are the primary influence tactics and the related mechanism used by IT project managers to form critical project level alignments (stakeholder/business)? To answer this question, we conduct a qualitative inquiry by interviewing 33 experienced IT project managers. The inquiry aims to uncover influence tactics they use while creating stakeholder and business alignment. We use grounded theory and thematic analysis in the analysis of the data. Analysis reveals, IT project managers use different tactics as means to achieve the desired results and/or actualize benefit while engaging with business and stakeholders. Nonetheless, this behavior is harnessed on the leadership style which is dependent on personal traits and positional power. The IT Value Realization Model is a complex set of processes that requires a dynamic shift and myriad leadership styles depending on the project phase, stakeholders and benefits to be actualized. The role of the IT project manager is to be insightful to get things done through people while assessing the environment. To this end, we develop a theoretical model of IT project manager influence choice during project execution. It offers an explanatory account of the potential impact of project manager influence tactics which expands beyond existing empirical research on the topic.

Knowledge-based Management of IT Projects with Methods of Artificial Intelligence to Increase Efficiency

Knowledge-based Management of IT Projects with Methods of Artificial Intelligence to Increase Efficiency

Agile methods in the German banking sector: some evidence on expectations, experiences and success factors

The importance of agile methods has increased in recent years, not only to manage IT projects but also to establish flexible and adaptive organisational structures, which are essential to deal with disruptive changes and build successful digital business strategies. This paper takes an industry-specific perspective by analysing the dissemination, objectives and relative popularity of agile frameworks in the German banking sector. The data provides insights into expectations and experiences associated with agile methods and indicates possible implementation hurdles and success factors. Our research provides the first comprehensive analysis of agile methods in the German banking sector. The comparison with a selected number of fintechs has revealed some differences between banks and fintechs. We found that almost all banks and fintechs apply agile methods in IT projects. However, fintechs have relatively more experience with agile methods than banks and use them more intensively. Scrum is the most relevant framework used in practice. Scaled agile frameworks are so far negligible in the German banking sector. Acceleration of projects is apparently the most important objective of deploying agile methods. In addition, agile methods can contribute to cost savings and lead to improved quality and innovation performance, though for banks it is evidently more challenging to reach their respective targets than for fintechs. Overall our findings suggest that German banks are still in a maturing process of becoming more agile and that there is room for an accelerated adoption of agile methods in general and scaled agile frameworks in particular.

Differentiated Management of IT Service Workers

This article examines how the widespread adoption of IT service management best practices challenges traditional approaches to managing IT workers. Via a multiple case study of servitized IT functions, it was found that IT service workers might be usefully segmented into four groups: ‘Customer-focussed Technicians’, ‘Developing IT Talent’, ‘Skilled IT Artisans’, and ‘Skilled IT Locals’. It is proposed that this segmentation is useful for managers practicing in IT functions that combine compatible IT service management and IT project management ‘best practices’. Specifically, such employee segmentation may enable differentiated people management practices to improve worker performance within IT functions delivering IT service projects and ongoing service provision.

TOOLS FOR SELECTING A SOFTWARE DEVELOPMENT METHODOLOGY TAKING INTO ACCOUNT PROJECT CHARACTERISTICS

Context. In the software development process, the choice of a software development methodology is one of the important stages that significantly affects the success/failure of the project. The choice of the optimal development methodology depends on many factors and is a time-consuming and nontrivial task. 
 Objective. Therefore, there is a need to develop an effective and flexible software tool for selecting the best software development methodology that would automate this process and take into account the key characteristics of the project. 
 Method. This article presents an algorithm for selecting a software development methodology using methods of multi-criteria analysis and expert evaluation, which provides for gathering of the expert evaluation and implements the process of selecting the methodology using such methods as AHP, TOPSIS and Weighted Sum.
 Results. Using the above-mentioned algorithm, a software system was developed for selecting the best software development methodology depending on the characteristics of the project, where the criteria weights provided by experts were taken into account and the AHP method was applied to determine user priorities regarding the criteria for the methodology comparison. The TOPSIS and Weighted Sum method were chosen to calculate the estimates of the methodology selection. The software tool provides for the output of useful details of the selection results, namely, an expert evaluation of the specified parameter values in relation to all methodologies, and it can be used to improve the efficiency of the software development process in terms of automating the provision of recommendations to IT project managers. 
 Conclusions. The algorithm for selecting a software development methodology was developed, which, unlike the existing ones, provided for gathering of expert evaluation, taking into account the values of the criteria set by a user independently, and implemented the process of selecting the methodologies using such methods of multi-criteria analysis as AHP, TOPSIS and weighted sum. Using the above algorithm, a software system was developed for selecting the best software development methodology, depending on the characteristics of the project, where the criteria weights provided by experts were taken into account, and the AHP method was applied to determine user priorities for methodology comparison criteria. TOPSIS and weighted sum methods and were chosen to calculate the scores of methodology choice. The software tool provides for the output of useful details about the selection results, namely, an expert evaluation of the set parameter values regarding all methodologies.

Supply chain transformation and technology management challenges in developing regions: Inductive theory building from rural Chinese nanostores

AbstractRural nanostores are the dominant source of packaged products for consumers in rural China, thus the more these stores order from reliable suppliers, the better the product quality available to rural areas. To improve merchandise circulation in rural areas, the Chinese government embarked on the large‐scale “Thousands of Villages” (ToV) program in 2005. One of its key components was the implementation of an information technology (IT) procurement system to facilitate transactions between rural nanostores and the ToV program's certified consumer packaged goods (CPG) suppliers. The nanostores' adoption of the ToV procurement system was encouraged yet voluntary. We study how this system was used initially and how it evolved over time. If effective, this program has the potential to address the growing social disparity between rural and developed areas in China. We first embarked on an exploratory analysis (March 2012) to understand the ToV program from the perspectives of nanostore owners, the ToV's CPG suppliers, and the government. We then collected interview data. In Period 1 (2013–2014), when the technology was still nascent, we found that nanostore owner's trust in the ToV's CPG suppliers, and system value, played key roles for nanostore owners to use the ToV procurement system. In Period 2 (2018–2019), three contextual factors emerged—population demographic shift, improved technology infrastructure, and trust in new [non‐ToV] purchasing platforms—each hindering the ToV procurement system's use. We observed strong government support during the early phases of ToV, but that support evolved from subsidizing the ToV platform and offering associated training (Period 1), to also providing credibility to competing non‐ToV procurement platforms (Period 2). Collectively, the findings identify idiosyncratic challenges that arise when public policies attempt to address developing region problems by reengineering supply chains via IT. We provide implications for IT research about technology management in rural developing areas and for managers to recognize potential pitfalls of managing IT projects in supply bases unfamiliar with advanced IT.

INSPIRATIONAL INTUITION AND INNOVATION IN IT PROJECT MANAGEMENT

The role and place of inspiring intuition and creativity in the management of IT projects and development programs of organizations are considered. A conceptual model of the interaction of inspiring intuition and creativity in the processes of IT project management is presented. The influence of inspiring intuition and creativity on the life cycle of innovative projects for the development of knowledge and management technologies is determined. With the help of intuition, IT project managers can anticipate new products, management processes, business areas and development. Such promising actions usually cannot be planned purely rationally, but require an “intuitive feeling.” Vision and imagination open up opportunities for action beyond the paths. This is “inspiring intuition”. This inspiring dimension of intuition has a long-lasting, holistic and gradual effect. The key competencies and strategic priorities of the organization for the implementation of the strategy of sustainable development are considered. In the process of research, two models of sustainable development based on the use of innovative projects and programs were selected. The first model, the Strategic Sustainable Development Framework (FSSD), defines three levels of creative competencies - linear, literal, and holistic. Within the framework of this model, the qualitative influences of individual competencies on the formation of inspiring intuition are determined by example. The second model is related to the application of the system of knowledge and competencies for the management of IT projects and P2M programs. Within this model, priority competencies have been identified that shape the inspiring intuition of project managers. Within the framework of the evaluations, a matrix of qualitative influences on inspiring competence in the processes of implementation of innovative projects and programs was built.

The Role of Quality Management in IT Project Management

As we are in a competitive business world, quality management is important in all project aspects. Applying a certain standard level to quality in an organization can help ensure customer satisfaction by delivering a high-quality product. This study primarily aims to define the relationship between quality and its role in the project management field, as the lack of quality may lead to the failure of the projects. The study also provides a review of how quality can affect the life cycle of software development; it examines the need for quality standards, reviews, and control. In addition, the study results show that organizations that use the quality tools and standards effectively while managing their projects have higher levels of maturity.

ANALISIS PERBANDINGAN METODE MANAJEMEN PROYEK TI YANG PALING SERING DIGUNAKAN DI INDONESIA DAN LUAR NEGERI: A LITERATURE REVIEW

In order to achieve its goals and objectives, every company needs to choose the most effective IT project management method. This study aims to determine which methods are used by companies the most, in IT project management governance, both domestic and foreign companies. This study also aims to determine which methods are most effectively used. Systematic Literature Review (SLR) is conducted to collect and evaluate previous studies related to IT project management. Among studies collected from DOAJ and Google Scholar, only 23 studies are considered eligible. This study finds that scrum is both the most used and the most effective IT project management method in domestic companies while agile is both the most used and the most effective IT project management in foreign companies.
 Keywords: SLR, IT project management, IT project management method