IT Project Management Research Articles

IT Project Management Control and The Control Objectives for IT and Related Technology COBIT 2019 Framework

The development of information technology has been leveraged by state-owned enterprises (BUMN) operating in the fields of Maintenance, Repair, and Overhaul, as well as industrial services in Indonesia. Among the company's 21 priority projects, three projects have been identified as experiencing delays in the planning phase related to the delivery of business requirements. The measurement of IT governance capability was conducted using the process rating of COBIT 2019. The selected process objectives were APO02, APO03, and APO05. The results of the capability level measurement indicate that APO02, APO03, and APO05 have reached level 2. Based on the measurement results, findings have been identified that require improvement, especially in APO03, such as providing understanding to key stakeholders about enterprise architecture and enterprise architecture design. As a recommendation for improvement, it is expected that the company can engage in Enterprise Architecture design to align strategic program priorities with architectural objectives.

Measurement of IT Governance Capabilities Using COBIT 2019 in the Indonesian Business Sector

The Indonesian business sector uses information technology to support private, business, and governmental decision-making. However, there are problems with IT implementation, such as a weak Business Continuity Plan, a lack of change testing procedures, and insufficient project review activities. Utilising the COBIT performance model based on COBIT 2019, this study seeks to evaluate the IT governance of the Indonesian business sector. The chosen domains are BAI05 (Managed Organizational Change), BAI06 (Managed IT Changes), and BAI07 (Managed IT Change Acceptance and Transitioning). According to the results, BAI05 scored level 2 (90.6%), BAI06 scored level 2 (80.3%), and BAI07 scored level 2 (87%) respectively. Level 3 (78%) is where BAI07 falls short and needs to be improved. Following a set timeline, recommendations will be implemented once they have been approved by SM Innovation & Digital Transformation and Manager Innovation & IT Project Management in the Indonesian Business Sector.

From Strategy to Execution: Data-Driven Optimization of IT Project Management in the Dynamic Landscape of Banking Industry of South Asian economy

In this study, the “iron triangle,” which also covers quality management and people management, is compared to the effectiveness of an IT project. To determine the key aspects of project design that have a major impact on project success, a survey was administered to numerous project teams working in Pakistani financial institutions. Project planning, scope management, time management, cost management, quality management, and people management were some of the areas of project management that were the focus of the study. To gather data, a questionnaire was created based on the theoretical frameworks of stakeholder theory and resource dependency theory. It was discovered through observation and data analysis that the management of different IT project components has a big impact on the project's success. To further explore the management elements that were not examined in this study and the procedures that have the greatest influence on project outcomes, more research is however required. The necessity of successfully managing project components to maximize the possibility of a successful project completion is highlighted by this study, which offers useful insights for IT project managers and stakeholders.

Unlocking Potential: The Impact of Application and Database Access on IT Project Management Efficiency and Effectiveness.

This white paper delves into the challenges faced by IT Project Managers (IT PMs) due to restricted application and database access within organizations. Predominantly operating in an application-driven environment, IT PMs play a crucial role in aligning IT projects with organizational objectives and stakeholder expectations. However, the prevalent "Need to Know" policy in many organizations hinders IT PMs from gaining comprehensive insights into the projects they oversee. Such limitations not only pertain to application enhancements but also extend to backend projects like data migration and API enhancements. Restricted access can impede effective communication with technical teams, influence estimation accuracy, alter escalation strategies, and affect stakeholder interaction and end-user understanding. By investigating real-world scenarios, this paper seeks to understand the implications of these restrictions, propose mitigation strategies, and recommend solutions to optimize IT Project Management practices. The overarching aim is to enrich the discourse on improving IT PMs' efficiency and efficacy by reassessing access policies.

A systematic mapping study of standards and frameworks for information management in the digital era

The close links of Information Management (IM) and Information Technology (IT) create an evolving environment of tasks and processes. Management standards are normative descriptions of an agreed-upon set of management tasks and suggested ways of task execution. Certain standards like ITIL and COBIT (both used as a brand only by the owners, Axelos and ISACA respectively) have been popular for a long time in sub-areas of IM including IT governance, IT service management, or IT project management. Driven by digitalization, the number and update frequency of IM-related standards have significantly increased recently, making standard selection and implementation more difficult. This study presents a systematic mapping of the current state of IM standardization with respect to standardization bodies, types of standards, and certifications. Visual maps provide an overview of the IM standard landscape and reveal relevant topics and other categories. The article identifies the most relevant standardization bodies, standard types, and topics of the IM domain based on a full set of 109 IM standards. As a mapping outcome, the correlations of standardization bodies versus standard types, and of the topics versus IM task areas are clearly arranged in diagrams.

ПРОЦЕС УПРАВЛІННЯ РИЗИКАМИ В ІТ-ПРОЄКТАХ

The purpose of the article is to study the process of project risk management and develop recommendations for its adaptation for IT projects. In the sphere of project management in the formation of project risk management process most often relies on international standards. The article presents an overview of the process of project risk management according to the standards: Project Management Body of Knowledge (PMBOK), International Organisation for Standardisation (ISO); Projects in Controlled Environments (PRINCE2). It is determined that the presented standards are sufficiently structured and can be applied to risk management in various projects, including those in the field of information technologies. The peculiarities of the risk management process in IT projects in accordance with the Microsoft Solutions Framework methodology are disclosed. It focuses on the formation of risk management process in projects in accordance with the Risk Management Maturity Model; Capability Maturity Model Integration (CMI); Maturity Level of Risk Management in IT Projects. IT projects have specific characteristics, and market competition, customer requirements, rapid development of technologies, team qualification – all this requires adaptability to the formation of the risk management process. When forming a risk management process in IT projects, especially in IT startup projects, the choice of a standard, methodology, or a combination of them (individual sections) should take into account the specifics of the project, project team, management, corporate culture, segment and market conditions, stakeholders, qualification of specialists engaged in risk management. In order to improve the effectiveness of risk management in IT projects, it is recommended that IT companies create structural and infra-red elements of risk management, namely: to attract risk management specialists; to develop job descriptions that define their functional duties and responsibilities; to develop corporate standards for risk management.

Innovative instruments for increasing the efficiency of human resources management of IT-companies

The mechanism of improving the efficiency of human resources management at IT-companies updates the implementation of innovative management tools in the processes of hiring, developing, and evaluating their employees. The goal of the work is to deepen the theoretical and conceptual foundations of the effectiveness of HR management at IT-companies in the social and labor context and to develop scientific and applied recommendations regarding the mechanism of its enhancement in the conditions of formation of a new economy. Measures outlined in the paper to apply the competency approach, to introduce the talent management algorithm on a systematic basis, and to develop the system of key performance indicators should be considered as a component of scientific and practical recommendations for improving the efficiency of human resources management in IT enterprises in the social and labor dimension. In order to improve the efficiency of human resources management at IT enterprises, it is necessary to develop and introduce a perfect mechanism as a systemic integrity of economic, social, and organizational processes of creating preconditions for innovative development of the enterprise as a benefit for the employer and decent work as a benefit for the employees. The scientific platform of the theoretical and applied construct of such a mechanism should be the managerial paradigm of harmonization of social and labor relations, and its internal architectonics should be formed in compliance with the values of corporate social responsibility and contain innovative tools in the format of the goals and results management system in contrast to the functions management system. On the basis of understanding of the essence and regulatory consolidation of competencies as the ability of a person to perform a certain type of activity, the model of functional and behavioral competencies of the IT project manager is developed, the trajectory of development of talents in the field of computer programming is given, the methodological basis of construction and the algorithm of development of the key system are developed and performance indicators are implemented.

Method of the risk management of IT projects taking into account threats and opportunities

Method of the risk management of IT projects taking into account threats and opportunities

The contribution of informal learning in the integration process of immigrants into the labour market: Individual and organisational perspectives in selected sectors

AbstractIn Germany and Canada, the integration of immigrants into the labour market is closely related to the various approaches towards the recognition and validation of informal learning. This paper aims to analyse the informal learning measures undertaken by immigrants as well as those offered by employers in the health and information and communication technology sectors during the labour market integration process. The study focused on nurses as well as IT project managers and programmers. The comparison focuses on the occurrence and quality of the four dimensions of the dynamic model of informal learning from an individual and an organisation perspective. The results show similarities between these two perspectives regarding the relevance of the four dimensions in the integration of immigrants into the labour market. In addition, clear differences between the two investigated sectors as well as country‐specific differences appear.

Forms of Knowledge Transfer in IT Project Management

This qualitative research study explores the experiences of project managers in IT projects, using an investigative approach to explore the intricacies of knowledge transfer in these contexts. The research framework emphasizes the complexity of social dynamics and the need for a deeper understanding, prompting the use of qualitative methods. Expert interviews were chosen as the primary data collection technique due to their alignment with the research objectives. The study adopts an exploratory perspective, with online interviews conducted using a co-expert approach. The philosophical stance of the study is based on phenomenalist principles and aims to gain insights into the personal experiences of project managers. The experts selected for the study met specific criteria, including certification and experience in IT project management. Thematic analysis revealed key categories: Forms of knowledge transfer, challenges, and opportunities. Personalized spontaneous knowledge transfer emerged as the dominant form, facilitated by informal interactions, and efforts to codify this knowledge in a documented form were observed. Challenges included issues of quantity, distribution, team dynamics, technology platforms, organizational culture, and time constraints. Successful knowledge transfer was associated with increased efficiency, improved quality, faster project completion, and continuous improvement of methods and standards. The study suggests that project-based organizations should develop strategies to improve knowledge transfer, incorporate it into project management standards and focus on facilitating effective communication between team members.

When huskies bite back: A complex systems metaphor perspective on information technology project management

AbstractResearchers have acknowledged the usefulness of metaphors to understand organizational phenomena. More than fancy linguistic ornaments, metaphors can provide a rich understanding of the situation under investigation; demonstrate how individuals think, feel and behave; and be used as a diagnostic tool to help analyse organizational problems. Notwithstanding the importance of metaphor analysis, how system thinking principles can be applied to understand the elicited nature of metaphor in the context of information technology (IT) project management practices remains to be explored in greater detail. Drawing on the field of applied linguistics, coupled with complexity theory, a complex systems metaphor perspective is put forward as a fresh lens to understand IT project management practices. This perspective is illustrated through a discourse analysis of a large IT project in the National Health Service (NHS) in England.

Governance and performance of Information Technology projects in Colombia

In this research, the performance of Information Technology (IT) projects was analyzed, evaluating if they meet the schedule, budget, objective, and customer satisfaction. A study by the Standish Group reported that for the period 2015-2020 only 35% of the projects were successful [1]. An exploratory methodology based on bibliometric analysis was used and it allowed to know global trends related to governance and project performance. Also, a quantitative methodology was implemented for structuring the model of factors and variables. With the information obtained from the Colombian universities, a factorial analysis was carried out and a statistical model of linear equations was built that characterized the behavior of corporate governance, IT governance and project performance. As a result, a governance alignment model was created, which will help to improve decision-making, deliver value, and increase the efficiency of IT project management.

Оценка эффективности применения технологий моб-программирования в управлении IT-проектами

In the modern world, software development companies face a number of problems, such as an increase in the volume of code, an increase in the number of errors, an increase in the complexity of projects and an increase in requirements for quality and speed of development. To solve these problems, it is necessary to reduce costs, increase team productivity, reduce time for testing and debugging code, as well as improve the quality of their products, i. e. achieve competitive advantages by improving project management systems and communication in the team. The aim of the research is to find solutions to achieve competitive advantages of an IT company to improve the efficiency of project management and improve product quality through the use of mobile programming technologies. This approach has not been sufficiently investigated in the context of the Kanban methodology for workflow management. Thus, research in the field of using mobile programming in Kanban allows us to expand knowledge about the possibilities of this methodology and its applicability in various conditions. The article used experimental research, namely conducting experiments to compare the effectiveness of work and communication of teams using mobile programming within Kanban with teams not using this this methodology. The analytical method of research, comparative analysis (to highlight the advantages and disadvantages of the Mob Programming approach), the tabular method of providing information, for greater clarity, interviewing was also used.

Experiences with Lessons Learned Method in it Projects

The project manager plays a central role in project integration and successful project completion. Leadership skills, especially knowledge-based leadership skills, are critical to project success as they enable the effective creation, sharing and use of knowledge. Project managers’ social cognitive, interpersonal and strategic skills contribute to effective knowledge sharing. The Lessons Learned method is generally recommended for knowledge transfer in projects, but its effectiveness and implementation are controversial. The aim of this study is to investigate project managers’ experiences with the Lessons Learned method in IT project management. The focus is on how these experiences influence knowledge transfer in IT projects. A qualitative research design was used to gain insight into the experiences of project managers. Eleven experts responsible for IT projects were interviewed in guideline-based expert interviews. The collected data was analysed using content structuring qualitative content analysis. The study found that project managers are responsible for knowledge transfer, but often do not perceive this task. Different perceptions of knowledge transfer methods were observed between traditional and agile training. The Lessons Learned approach showed unsatisfactory results and project managers defined their own methods. To improve knowledge transfer, project management standards should include clear tasks and support decision making. Generic models need to be integrated in the project management standards to ensure consistent approaches in practice.

Assessing the Maturity Level of Risk Management in IT Projects

The purpose of the article is to determine the maturity level of risk management in IT projects. To achieve this goal, the most popular risk management maturity models were analyzed. This analysis allows the identification of methods and mechanisms for determining maturity levels, the identification of strengths and weaknesses for each model, and the study of findings obtained from their use. Based on the data obtained, the author’s risk management maturity model in IT projects was developed and tested, considering the strengths and weaknesses of the analyzed models. Based on the analysis results and empirical data, it was found that the application of the created model allows the determination of the current maturity level of risk management in IT projects, the identification of these projects’ management problems, and the development of recommendations for increasing the level of management. The results have shown that the transition to the Standardized maturity level eliminates 105 universal risks and significantly increases the chances of successfully achieving the designed goals. In addition, it was found that the evaluation of the risk elimination effectiveness and efficiency and the best risk management practices identification and standardization are the main processes that ensure the transition to higher maturity levels. The obtained results suggest that the created author’s risk management maturity model in IT projects can become a tool for identifying the best contractor (performer, supplier), which guarantees the development of the desired IT product.

Project leader's interactive use of controls, team learning behaviour and IT project performance: the moderating role of process accountability

PurposeThis study aims to understand how project leaders' interactive use of the project management control systems (MCS) impact IT project performance, by examining the mechanisms through which this relationship is enacted.Design/methodology/approachData were collected from a cross-sectional survey of 109 IT project managers working in Canadian and USA-based organizations. A moderated mediation model was analysed by hierarchical component reflective-formative measurement modelling using PLS-SEM.FindingsResults suggest that the leader's interactive use of project MCS is associated with IT project performance, and this relationship is partially mediated by team learning behaviour. In addition, the relationship between the interactive use of project MCS and team learning behaviour is moderated by the organization's emphasis on process accountability, with the effect being stronger under the conditions of higher emphasis on process accountability.Originality/valueThis study contributes to the literature on the use of controls in the IT project-based business environments by explaining how the project leader's style of use of controls influences project team learning behaviour that in turn impacts project performance. Additionally, this study extends the project governance and accountability literature by identifying and empirically examining how the perceptions of project leader's institutionalized organizational accountability arrangements moderate the impact of the interactive use of control systems on team learning behaviour. A methodological contribution of the study is the scale development to measure leader's perceptions about the organization's emphasis on process accountability.

Project Management Evolution: From Traditional IT Implementations to AI-Driven Projects

The rapid advancement of artificial intelligence (AI) has brought transformative changes to project management, necessitating a departure from traditional methodologies previously employed in IT project implementations. This paper explores the evolution of project management from conventional IT approaches to the dynamic demands of AI-driven projects. While foundational principles of project management—such as planning, risk management, and stakeholder communication—remain relevant, AI projects introduce unique challenges and require significant adaptations to existing frameworks. The study begins by delineating the characteristics and core principles of traditional IT project management. Traditional methods are characterized by their structured phases, fixed requirements, and a focus on sequential task execution. These principles have been foundational in achieving success in conventional IT projects through detailed planning, rigorous documentation, and predefined quality assurance measures. In contrast, AI projects are distinguished by their reliance on data, iterative development, and high levels of uncertainty. Unique characteristics of AI projects include the need for continuous experimentation, data-driven decision-making, and adaptability to evolving project requirements. The paper identifies key challenges in managing AI projects, such as dealing with data quality issues, ensuring model interpretability, and addressing ethical considerations. To effectively manage AI projects, project managers must adopt new strategies, including Agile and iterative methodologies that support flexibility and continuous feedback. The study emphasizes the importance of cross-functional teams, as AI projects require diverse expertise from data scientists, engineers, and domain specialists. Additionally, handling the inherent uncertainty in AI projects involves fostering a culture of innovation and adaptability. Key differences between traditional IT and AI project management are analyzed, highlighting variations in planning and scoping, risk management, stakeholder communication, and quality assurance. Traditional IT management relies on detailed upfront planning and predictable risk management, whereas AI projects necessitate adaptive planning, dynamic risk assessment, and ongoing model validation. The paper also addresses the transition to AI project management, discussing necessary skill adaptations for project managers, organizational changes to support AI initiatives, and the role of specialized tools and technologies. A hypothetical case study illustrates how traditional IT project management experience can be applied to an AI project, providing insights into practical adaptations and lessons learned. LllLooking forward, the paper explores emerging trends in project management influenced by AI advancements and emphasizes the need for continuous learning and adaptation. The evolving role of project managers in the AI era is examined, underscoring the importance of embracing new methodologies and technologies to stay relevant. While core project management principles remain integral, the shift to AI-driven projects requires substantial modifications to traditional practices. Project managers must evolve their approaches to navigate the complexities of AI projects effectively, ensuring continued success in an increasingly technology-driven landscape.

Dark side of blockchain technology adoption in SMEs: an Indian perspective

PurposeThe purpose of this paper is to understand the dark side of blockchain technology (BCT) adoption in small and mid-size enterprises. The focus of the authors is to decode the intricate relationship among the selected variables missing in the existing literature.Design/methodology/approachA focused group approach is initiated by the authors to identify the barriers. Total interpretive structural modeling, Matrice d'impacts croisés multiplication appliquée á un classment, that is, matrix multiplication applied to classification and decision-making trial and evaluation laboratory are used to analyze the complex relationships among identified barriers.FindingsThis study finds that implementation of BCT reduces maintenance cost by withdrawing manual effort, as BCT has better capability to quantify the internal status of the system (observability characteristic). The observability characteristic of BCT provides high compatibility to the system. This study also finds that the compatibility of BCT with the organization reduces implementation cost and facilitates project management. The findings of this study recommend analyzing maintenance cost and compatibility of BCT before implementing it. Small and mid-size enterprises can select complex BCT depending on the sophistication level of IT usage and IT project management capabilities.Research limitations/implicationsThis study comes with various limitations, where the model developed by the authors may not be conclusive, as it is based exclusively on expert opinion. The samples collected may not help in validating the model statistically. Though the model has its limitations, it can still be considered as a nascent initiative for further investigation using structural equation modeling.Originality/valueThe outcomes of the theoretical and managerial contributions of the study can be categorized into three levels. This study can be used both by the industrialists and researchers to understand the barriers and the recovery methods thereafter. Suggestions that serve as future directives are also discussed by the authors.

Challenges During the Period of Movement Control Order (MCO) Against the Success of Software Development Project Management Deliverables

Before it was declared a pandemic in March 2020, the Malaysian government was compelled to begin enforcing the MCO countrywide on 18 March 2020, and the World Health Organization classed the COVID-19 outbreak as a public health emergency. The MCO’s implementation significantly impacted the Malaysian economy, resulting in a 17.1% fall in GDP in the second quarter of 2020. Implementation of MCO during the Covid-19 pandemic has direct and indirect effects and implications on project management. This situation also may interfere with the project deliverables since project management is extremely sensitive to rapid changes. The issues that the project manager faces and how the software affects project deliverables have been examined in this study. From the standpoint of a software development project, the researcher will identify the challenges the IT project manager poses and their impact on project deliverables. In this study, we will evaluate whether implementing the MCO during the Covid-19 pandemic has given significant challenges to the IT Project Manager to successfully deliver the software development project. The literature review resulted in challenges; furthermore, the interview with three IT Managers of an ICT company in Malaysia discussed 18 challenges drawn from the analysis of the interviews. Hence, these findings of the innovative study area on software development have provided an enhanced judgment and interpretation on deciding mitigation strategies in the early stage of software development projects during the MCO.

Factors Leading the Failure of ICT Project Management in the Public Sectors in Tanzania

The research study focuses on investigating the factors leading the failure of Information and Communication Technology (ICT) project management in the public sectors of Tanzania. The study utilizes a mixed-methods approach, combining both quantitative and qualitative data collection methods. The research includes a comprehensive literature review to identify factors associated with previous ICT project failures. Interviews and surveys are conducted with key stakeholders involved in ICT project management in Tanzania's public sectors. The findings highlight various factors contributing to the failure of ICT project management, including inadequate project planning and initiation, insufficient budget allocation, lack of skilled personnel, ineffective communication, and poor stakeholder engagement. Additionally, poor risk management strategies, organizational culture, political interference, and limited commitment from top management are identified as significant barriers to successful ICT project implementation. The implications of these findings emphasize the need for effective measures to address these challenges. Recommendations include improved project planning and initiation processes, increased budget allocation, enhanced human resource capabilities, and the establishment of effective communication channels. Creating a supportive organizational culture, minimizing political interference, and securing strong commitment from top management are also crucial to successful ICT project implementation in the public sectors of Tanzania. This research contributes valuable empirical evidence on the factors leading to ICT project management failure in Tanzania's public sectors. The findings can serve as a foundation for developing strategies and policies to promote successful ICT project implementation in similar contexts. Ultimately, addressing these challenges can lead to improved public service delivery and socio-economic development in the country.