IT Project Success Research Articles

Analysis of methods and models of time and human resource management in IT projects

In modern IT companies, time and human resource management are critical for the successful execution of projects. Effective time management reduces the risk of delays and increases team productivity, positively impacting the final result. The aim of the article is to analyze the standards, methods, and models of time optimization in IT projects, as well as human resource management in IT companies. The research revealed that there are several key standards and models for time management in the IT industry. Among them are Agile methodologies, Scrum, and traditional approaches. Each has its advantages and disadvantages depending on the project type and its requirements. Several time optimization methods are considered, such as the Critical Path Method (CPM) and the Program Evaluation and Review Technique (PERT). These methods are effective in identifying and managing project time constraints, allowing the identification of critical tasks and optimization of resource allocation. Regarding human resource management, the research identified the use of various motivation and team management models. In particular, Agile HR methods, which include team self-organization, flexible working schedules, and continuous feedback, contribute to increased motivation and employee satisfaction, impacting their productivity and work quality. Based on the research, it can be concluded that effective time and personnel management are essential components of IT project success. The use of Agile and Scrum methodologies combined with time optimization methods, such as CPM and PERT, enhances productivity and reduces the risk of delays. Implementing Agile HR methods for personnel management increases team motivation and efficiency. The combination of these approaches creates an effective project and personnel management system capable of adapting to changes and ensuring a high level of task execution.

Management of IT projects of business analytics in the BANI environment

In the modern world, the business environment is becoming increasingly unstable, uncertain, complex and ambiguous (BANI – Brittle, Anxious, Nonlinear, Incomprehensible). These new realities create serious challenges for the management of IT projects for the creation of business analytics, requiring managers to adapt new approaches and tools for effective project management. The article aims to investigate the specifics of IT project management in the BANI environment, identify key success factors, and develop recommendations for project managers. The study is based on an analysis of current literature, as well as on empirical data collected through surveys and interviews with experienced IT project managers. Key aspects considered include – flexibility and adaptability, effective communication, innovation and creativity, risk management, emotional intelligence. The results of the study emphasize the need to integrate agile methodologies (Agile, Scrum) and project management tools, such as JIRA, Trello and others, to ensure effective project management in the BANI environment. It also highlights the importance of continuous training and development of both technical and soft skills for successful IT project management. The study provides important insights and practical recommendations for IT project managers working in BANI environments, helping to improve their ability to adapt to new challenges and achieve successful results.

Assessing IT Project Success: Perception vs. Reality

This study has significant implications for practice, research, and education by providing new insights into IT project success. It expands the body of knowledge on project management by reporting project success (and not exclusively project management success), grounded in several objective criteria such as deliverables usage by the client in the post-project stage, hiring of project-related support/maintenance services by the client, contracting of new projects by the client, and vendor recommendation by the client to potential clients. Researchers can find a set of criteria they can use when studying and reporting the success of IT projects, thus expanding the current perspective on evaluation and contributing to more accurate conclusions. For practitioners, this study provides a rich set of criteria that can be used for evaluating their projects, as well as strong evidence of the importance of considering not only project execution, but also post-project outcomes and impacts in the evaluation.

Amplifying IT Project Success Ratio: the Role of Transformational Leadership, Proactive Behavior, and Psychological Empowerment

Amplifying IT Project Success Ratio: the Role of Transformational Leadership, Proactive Behavior, and Psychological Empowerment

Unravelling the nexus: exploring the dynamics of knowledge hoarding, and project success in the IT sector

ABSTRACT This study examines the complicated links between knowledge hoarding, knowledge management, knowledge worker productivity, and project success. It aims to investigate the detrimental effects of knowledge hoarding on knowledge management, as well as the correlation between the knowledge management process and project success as measured through knowledge worker productivity. Knowledge hoarding is described in this study through the lens of cognitive motivational relational theory, and as a knowledge management barrier is explained through the lens of the knowledge-based perspective of the firm. Questionnaires are utilised to survey 405 Pakistani IT personnel via convenience sampling. For the analysis of data, Smart PLS-4 is employed, and Structured Equation Modelling is conducted. It is evident that knowledge hoarding does not affect IT firm knowledge management and project success. Productivity partially mediates the relationship between knowledge management process and project success. Finally, theoretical contributions and practical implications are discussed besides future research directions.

РИЗИК, ЯК ФАКТОР ПРИЙНЯТТЯ РІШЕННЯ ПРИ ФІНАНСУВАННІ ПРОЕКТІВ У СФЕРІ ІНФОРМАЦІЙНИХ ТЕХНОЛОГІЙ

The article provides an in-depth analysis of the complexity and implications of risk in the financial decision-making processes of IT projects. The author explores impact of various risk types on the outcomes and profitability of the projects. Emphasizing the importance of the Expected Monetary Value (EMV) method, the article scrutinizes popular investment efficiency metrics such as ROI (Return on Investment) and IRR (Internal Rate of Return), highlighting the criticality of integrating risk considerations into their assessments. The discussion extends to the necessity for broader criteria in project selection, advocating for a more nuanced approach to distributing financial resources within IT project portfolios. This approach aims to enhance the overall economic effectiveness, especially considering the high-risk environment characteristic of the IT sector. The article argues for a more comprehensive framework that not only addresses the immediate financial aspects but also accounts for the broader, often unpredictable, risk factors that can influence the long-term success and viability of IT projects. In delving into these aspects, the article offers valuable insights for project managers, investors, and stakeholders in the IT industry. It stresses the need for a balanced approach to risk management, one that navigates the fine line between risk aversion and opportunity maximization. By doing so, it underscores the importance of strategic planning and risk assessment as key components of successful IT project financing and management. Overall, this publication serves as a crucial resource for understanding the dynamics of risk management in IT project financing. Its comprehensive analysis provides a framework for making informed decisions that account for both the potential rewards and the inherent risks associated with investing in the rapidly evolving and often unpredictable realm of information technology.

Decision support framework for IT project manager recruitment

Information technology project managers (IT PM) have a critical influence on IT project success while attracting and selecting the right IT PM is challenging. We followed a four-level research design and firstly developed a taxonomy as an input for a cluster analysis to identify patterns in IT PM job advertisements. Based hereon, we developed a decision support framework for IT PM recruitment. We evaluated our findings in an online survey. We identified multiple design elements for IT PM job advertisements within five perspectives and deduced five IT PM archetypes. The decision support framework uses five questions to assist IT PM recruitment. We expand the knowledge base and consider not only IT PM requirements but also benefits. Our decision support framework is the first to holistically support IT PM recruitment, supports recruitment managers in structuring job interviews, identifies potential matches between applicants and recruiters, and assists in the final selection.

The Impact of Personality Traits and Organizational Factors on IT Project Success with Moderating Effect of Environmental Factors: Evidence from Pakistan

Project workforce in terms of personality traits, organizational factors (OF), and environmental factors (EF) face a daunting situation when it comes to project completion. The success of an IT project is usually dependent on several variables. The focus of this study is to examine the influence of project employees’ personalities on organizational factors in project success, with the help of external environmental variables, such as economic factors. Here personality traits and organizational factors are independent variables and environmental factor is moderating variables and project success is dependent variables. In this study, we learn how personality traits, Organizational factors and environmental factors affect project success. There is the direct impact of personality traits and organizational factors on project success and environmental factors play a moderating role in project success. Data is collected from the IT sector of Pakistan both public and private. The information was gathered using a wellequipped questionnaire. Therefore, Individuals, organizations, researchers, practitioners, and decision-makers will find it beneficial.

Адаптація проєктного менеджменту під час IT-кризи 2022–2023 років.

The article is devoted to the problems and prospects of adapting project management to the IT crisis of 2022–2023, which was provoked by both global economic problems and the war in Ukraine. The current situation and the trend of adaptation of project management to the IT crisis of 2022–2023 both in Ukraine and in the world in general are analyzed. The problems faced by project management during the global IT crisis are listed. Furthermore, the article lists problems that the IT business will face and what impact it will have on project management in companies. The prospects for development and further measures for successful adaptation to the crisis conditions in the world economy during 2022–2023 are determined. In today’s dynamic and interconnected business environment, project managers face the critical challenge of ensuring successful project management during times of crisis. Strategies and ideas that project managers can apply to successfully overcome crises and strengthen the position of projects are considered. It has been determined that the key to successful IT project management depends on aspects such as agile methodology, risk management, maintaining effective communication, boosting team spirit, etc. By applying agile methodologies, using priority risk management, maintaining clear communication within the company, maintaining team spirit, adapting project plans, and leveraging modern technology, project managers can successfully overcome uncertainty and lead their teams to success. By taking these challenges, learning from them, and becoming stronger on the one hand, project managers can establish themselves as effective crisis leaders in their organizations, and on the other hand, successfully support projects in the company, which will help it survive during the crisis period.

DEVELOPMENT OF THE INFORMATION TECHNOLOGY FOR IT-PROJECT TEAM CREATION

Team creation is a critical aspect of successful IT project realisation. Implementation of effective project management in modern conditions of dynamic technologies requires the presence of a highly qualified team, taking into account the constraits of the project. Working with such a set of data could be simplified by development of an information technology for creation IT project teams. Such technology simplifies the process of selecting a project team, choosing highly qualified members who meet the unique requirements of IT projects. The implementation of such automatisation helps to solve the issue of distribution of competences, coordination and monitoring of work processes related to the creation of the project team. In addition, taking into account the constant development of technologies, information technology allows users to quickly adapt to changes in market requirements and innovations in the field of IT, which is a key factor for ensuring competitiveness. Therefore, the purpose of this work is the development of information technology for the IT project team creation. An additional goal is to create a web application "Teamform" aimed at the process of creation the IT project team. Information technology uses a method of the IT project team creation previously developed by the authors. The method consists of three stages. At the first stage, a set of candidates is determined, the assessment of whose competences meets the requirements of the project. At the second stage, team options are formed in accordance with project requirements. The third step of the method is the selection of a team in accordance with the chosen statement of the problem. The developed information technology and web-application "Teamform" allow creating an effective team of software developers that meets the requirements of the project.

Application of Process Mapping in Improving IT Project Implementation Strategies

The implementation of business management software still causes many problems and often fails. To increase the likelihood of success of IT projects, it is necessary to take care of formulating appropriate implementation strategies and use the experience and methodological achievements related to the field of project management.

IT project success in perspective: systematic literature review analysis founded on the ADO, TCM and the PSALAR frameworks

IT project success in perspective: systematic literature review analysis founded on the ADO, TCM and the PSALAR frameworks

The characteristics of successful military IT projects: a cross-country empirical study

In the armed forces, successful digitalization is crucial to ensure effective operations. Much of the existing literature on project factors during the planning and execution phases of public IT projects do not focus specifically on military sector projects. Therefore, the paper aims to provide empirical insights into the characteristics of successful military IT projects. Data from such projects in NATO countries and agencies were collected through interviews and project documents. The findings relating to the main variable of interest, “delivery of client benefit,” supported previous findings on IT project performance. Medium-sized projects performed better than small and large projects, and the agile development method delivered more client benefit than traditional methods. Client involvement apparently had a positive effect on project success. Clearly specified objectives had a statistically significant effect on project success in terms of clients’ benefits. The paper contributes to the gap in research on military IT projects and broadens the project management literature’s focus on time and cost to include delivery of client benefit as a success variable. The use of cross-country data provided unique insights for academics and practitioners regarding which project characteristics affect the successful development and adoption of new software by the armed forces.

ПОДГОТОВКА БУДУЩИХ СПЕЦИАЛИСТОВ К УПРАВЛЕНИЮ ИТ-ПРОЕКТАМИ

The paper identifies the factors that influence the success of university IT projects: effective teamwork organization, relevance for a specific target audience, ability to assess risks and calculate resources, clear project implementation plan, literacy in compiling the necessary documents, ability to present work results. Using a grant-winning project that involved developing a website for a computer-graphics event as an example, the authors argue the importance of taking into account the indicated factors and the main provisions of the paper.

Humble leadership and project success: underpinning service-oriented organizational citizenship behavior and task complexity

PurposeThe aim of the study is to investigate the relationship between humble leadership, project success, and service-oriented organizational citizenship behavior (OCB) and how task complexity may moderate this relationship. The study aims to determine if humble leaders are more likely to promote service-oriented OCB among team members and if this behavior in turn leads to greater project success, especially in complex task environments. These relationships are examined through the lens of the conservation of resources theory.Design/methodology/approachThe data were collected from the employees working in software companies using a closed-ended questionnaire, and a total of 214 complete questionnaires were analyzed. The research model was tested using structural equation modeling with the help of Smart PLS 3 software.FindingsHumble leadership is positively associated with service-oriented organizational citizenship behavior (OCB), which in turn is linked to project success. Task complexity does not appear to have a significant impact on this relationship.Practical implicationsHumble leadership is positively related to IT project success through its influence on service-oriented organizational citizenship behavior and task complexity. Implications include the importance of fostering a humble leadership style to enhance IT project success, as well as the potential benefits of promoting service-oriented behavior among employees. It also highlights the need to consider task complexity when evaluating project success.Originality/valueThe research explores the relationship between “humble leadership” and project success, and how it relates to “service-oriented organizational citizenship behavior” and “task complexity”. It presents an original perspective on the role of leadership in project success and the impact of organizational culture on project outcomes through the lens of the conservation of resources theory.

Practical Study on Software Requirements Specification and Modelling Techniques

The quality of specified and modeled requirements is critical for IT project success. A significant number of specialized techniques are used for documenting the requirements. The selection of the appropriate technique considerably influences a project plan and the success of a change as a whole. This paper aims to examine practitioners’ industrial standards and experience in the requirements specification activities and identify factors influencing the choice of specific techniques. To get the data from business analysis practitioners, we carried out a survey involving 328 specialists from Ukrainian IT companies and a series of interviews with experts. A list of specification and modelling techniques is selected based on international standards and bodies of knowledge. Project context and participants’ background influence on the probability of particular technique selection are analyzed. A set of dependencies are identified using the Chi-Square test for association and Cramer’s V. Results can be used as guidelines for building a framework for business analysis techniques selection in IT projects.

Analysis of 105 IT Project Risks

The article is aimed at increasing the probability of successful IT project completion by identifying the sources of 105 universal risks as well as establishing cause-and-effect relationships between these risks. The article presents the results of an analysis of 105 risks relevant to IT projects; five of them are commercial risks, 45 are compliance risks and 55 are project risks. Risk analysis was carried out using the 5Why, SWIFT and Harrington coefficients. Based on the results of the analysis, the root causes initiating the onset of risks were identified, such as the user, customer, project manager, project team, subcontractor and competitor. Moreover, it was found that the share of the users in the total number of risk sources is 2%, 15% for the customer, 43% for the project manager, 36% for the project team, 2% for the subcontractor and 2% for the competitor. The article also shows models of cause-and-effect relationships of compliance and project risks, presents the results of assessing the risks occurrence probability and their possible impact in cases of materialization, and establishes the most likely and dangerous scenarios in IT projects. The results obtained allowed the development of a criterion to assess the management maturity of a contractor (executor, supplier) planning to develop an computer program as part of an IT project.

Формалізація ризиків IT-компаній: управлінський аспект

Risk management is an important process for the success of an IT project. Risk management provides significant benefits for companies, projects, and stakeholders associated with project implementation. This cannot be achieved without introducing risk management at every level of the business. Risk management becomes a management instrument that is essential for the project manager to increase the chances of success and solve problems before risk becomes a major problem that can threaten project goals. IT projects are characterized by a high level of risk and can have different approaches to risk management. IT projects (in the terms of software) have risks and uncertainties. Risks can be mitigated, managed, and maintained in accordance with planning and assessment. Common risks can be: user requirements, project complexity, planning and control, team, organizational environment, technology, and financial risk. The presence of risk management and risk manager influences the success of the project, risk management (especially risk analysis and monitoring and control of risk response) that is related to the subjective effectiveness of IT projects. There is a link between risk management and the success and subjective effectiveness of IT projects. A project is considered successful if its result is appropriate or better than determined during planning. Risk management can lead a project to success and achieve its subjective effectiveness only if the risks and ways to control them in the project were identified before it started. Conversely, proper risk management does not affect costs, schedules, and cost overruns, as these are three interrelated and defined positions in project planning.

Successful IT projects – A multiple case study of benefits management practices

Delivering project benefits for users and society is a key aspect of success in public IT projects. The traditional success measures, such as time and cost, only tell parts of the story. Furthermore, one of the main challenges in public IT projects is the inability to produce benefits. The objective of the study is to give evidence-based advice in order to contribute to better benefits management. This objective is achieved through increased knowledge about practices within two central aspects: identification and planning of benefits, and how benefit management is practiced during the execution phase of IT projects. The authors collected information about 23 public IT projects both through interviews with project personnel and by reviewing project documents. These information sources were then analyzed, using mainly qualitative methods. It was found that most projects had some form of a cost-benefit analysis, but the quality and comprehensiveness of the analyses varied. Furthermore, the interview results suggested that the later use of the cost-benefit analysis in benefit management during the project was less important for benefit management, and that the main purpose of the analysis was to ensure approval of the business case. When asked about benefit management practices during the execution phase of the projects, the interviewees’ answers were divided almost equally between “important” and “not important.” This applied to both the general practice of benefit management and the use of the benefit plan. Personnel with clear responsibility and sufficient authority to realize benefits was one of the most frequently mentioned features that contributed to the realization of benefits. For the later termination phase and evaluation phase, the findings revealed that projects used few resources to evaluate and document realized benefits. In conclusion, the study revealed both awareness and a focus on benefit management practices in the projects represented in the dataset, but also shortcomings. Based on the results, the authors include a set of five practical recommendations for better benefits management.

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