Information Technology (IT) Project Management Failures: Pioneering Grounded Theory Exploring the IT Project Failure Trend Data Sampling Selection Methodology

2013 ◽  
Vol 23 (1) ◽  
pp. 755-769 ◽  
Author(s):  
Rosana Stoica ◽  
Peggy Brouse
Keyword(s):  
Information Technology ◽  
Grounded Theory ◽  
Project Management ◽  
Data Sampling ◽  
It Project Management ◽  
Project Failure ◽  
It Project ◽  
Trend Data ◽  
Selection Methodology ◽  
It Project Failure

scholarly journals Management Principles Associated With IT Project Success

2010 ◽  
Vol 14 (5) ◽  
Author(s):  
John Nicholas ◽  
Gezinus Hidding
Keyword(s):  
Information Technology ◽  
Project Management ◽  
Project Success ◽  
Project Managers ◽  
Change Leadership ◽  
New Paradigm ◽  
It Projects ◽  
Project Failure ◽  
It Project ◽  
It Project Failure

Success in information technology (IT) projects remains elusive, even after decades of efforts to improve it.   Most of these efforts have focused on variations of the traditional project management paradigm as promulgated by PMBOK.  We suspected that a potential cause of high IT project failure is with the paradigm, which focuses on the project itself and on meeting time and cost targets.  A new paradigm called Value-Driven Change Leadership (VDCL) originated from discussions of a panel of project management experts.  This paper describes the principles of that paradigm.  It also reports the results from a survey of four project managers on the association between project success and management principles from VDCL and PMBOK.

Reasons Behind IT Project Failure

2013 ◽  
pp. 188-202 ◽  
Author(s):  
Emad Abu-Shanab ◽  
Ashraf Al-Saggar
Keyword(s):  
Information Technology ◽  
Empirical Study ◽  
Project Success ◽  
Time Cost ◽  
It Projects ◽  
Project Failure ◽  
Technology Changes ◽  
It Project ◽  
It Project Failure ◽  
Future Work

Information Technology (IT) projects have high failure and escalation rates because of the nature of domain and the rapid technology changes. It is important to understand the factors causing IT project success or failure. This chapter reviews the literature related to project failure and escalation and concludes with 17 important factors that cause IT projects to fail and 10 factors that contribute to the escalation of projects in time, cost, or scope. The concluded factors are utilized in an empirical study to explore the Jordanian environment and check the rank of these factors as perceived by Jordanian specialists. Conclusions and future work are stated at the end of this chapter.

The Importance of Managing Strategic IT Project Contracts Using a Business Process Approach

2016 ◽  
Vol 7 (4) ◽  
pp. 52-63 ◽  
Author(s):  
Terry R. Adler ◽  
Thomas G. Pittz
Keyword(s):  
Information Technology ◽  
Project Management ◽  
Process Model ◽  
Firm Strategy ◽  
Risk Identification ◽  
Lessons Learned ◽  
It Project Management ◽  
Strategic Process ◽  
Increased Risk ◽  
It Project

Much has been written about managing information technology (IT) project contracts and their ultimate effect on fulfilling an organization's strategy. The integration of managing IT projects, contracts and firm strategy, however, continues to capture the attention of scholars and practitioners. This paper discusses the integration of these issues while providing a necessary process framework of how project contracts become strategic to firms when repeated transactions, increased risk identification, enhanced trust over time, and improved exploration and learning are present. IT project management has been and continues to be a growth profession, and the use of IT project contracts to outsource work has been increasing in importance as well. The authors have found that IT project management is collaborative when work is administered through information technology contracts that respond to organizational objectives. Because of the variance in how IT contracts are managed, they develop a strategic process model and discuss two lessons learned to better facilitate managing IT contracts. The proposed model and lessons learned provide insight so that the achievement of organizational strategy can be improved through simultaneous IT project and goal alignment.

Managing and Practicing OD in an IT Environment

2005 ◽  
pp. 236-268
Author(s):  
Joseph Logan
Keyword(s):  
Information Technology ◽  
Organization Development ◽  
Domain Knowledge ◽  
Project Teams ◽  
It Projects ◽  
Project Failure ◽  
Goal Clarity ◽  
Internal Support ◽  
It Project ◽  
It Project Failure

This chapter introduces a framework for improving success in information technology (IT) projects by leveraging the organization development (OD) practitioner’s expertise in fostering cooperation and learning in teams. It argues that IT project failure can be addressed and prevented by building teams that anticipate and recover from issues of communication, goal clarity, and internal support. The author intends this framework to provide a foundation for OD practitioners and IT project teams to engage the domain knowledge of each in order to successfully execute projects that are cooperative, focused on improvement through learning, and ultimately dedicated to more productive outcomes for the organizations they serve.

Knowledge Sharing Tools for IT Project Management

2010 ◽  
pp. 2380-2385
Author(s):  
Stacie Petter ◽  
Vijay Vaishnavi ◽  
Lars Mathiassen
Keyword(s):  
Information Technology ◽  
Project Management ◽  
Knowledge Sharing ◽  
The State ◽  
It Project Management ◽  
It Projects ◽  
The Past ◽  
It Project ◽  
Group A

Information technology (IT) project disasters make worldwide headlines, and billions of dollars have been lost due to poor project implementations. The Standish Group, a research advisory firm, reports that only one-third of the over 13,500 IT projects evaluated in 2003 were successful, and half of the reported IT projects were classified as challenged, meaning they experienced cost and budget overruns (Larkowski, 2003). While the state of IT project management is improving, organizations must explore ways to reduce unnecessary spending that occurs because of failures, cost and schedule overruns on IT projects. One possibility is to improve knowledge sharing to avoid repeating mistakes and to build on successes from the past.

Managing and Practicing OD in an IT Environment

2008 ◽  
pp. 1843-1863
Author(s):  
J. Logan
Keyword(s):  
Information Technology ◽  
Organization Development ◽  
Domain Knowledge ◽  
Project Teams ◽  
It Projects ◽  
Project Failure ◽  
Goal Clarity ◽  
Internal Support ◽  
It Project ◽  
It Project Failure

This chapter introduces a framework for improving success in information technology (IT) projects by leveraging the organization development (OD) practitioner’s expertise in fostering cooperation and learning in teams. It argues that IT project failure can be addressed and prevented by building teams that anticipate and recover from issues of communication, goal clarity, and internal support. The author intends this framework to provide a foundation for OD practitioners and IT project teams to engage the domain knowledge of each in order to successfully execute projects that are cooperative, focused on improvement through learning, and ultimately dedicated to more productive outcomes for the organizations they serve.

Knowledge Sharing Tools for IT Project Management

2010 ◽  
pp. 530-537
Author(s):  
Stacie Petter ◽  
Vijay Vaishnavi ◽  
Lars Mathiassen
Keyword(s):  
Information Technology ◽  
Project Management ◽  
Knowledge Sharing ◽  
The State ◽  
It Project Management ◽  
It Projects ◽  
The Past ◽  
It Project ◽  
Group A

Information technology (IT) project disasters make worldwide headlines, and billions of dollars have been lost due to poor project implementations. The Standish Group, a research advisory firm, reports that only one-third of the over 13,500 IT projects evaluated in 2003 were successful, and half of the reported IT projects were classified as challenged, meaning they experienced cost and budget overruns (Larkowski, 2003). While the state of IT project management is improving, organizations must explore ways to reduce unnecessary spending that occurs because of failures, cost and schedule overruns on IT projects. One possibility is to improve knowledge sharing to avoid repeating mistakes and to build on successes from the past.

scholarly journals GESTÃO DE PROJETOS DE TI EM UM GRANDE BANCO BRASILEIRO DOI:10.7444/fsrj.v1i1.7

2009 ◽  
Vol 1 (1) ◽  
pp. 130-148
Author(s):  
Emerson Antonio Maccari ◽  
Cássio Rogério Santos ◽  
Denis Alberto Batista ◽  
Fábio Hiromitsu Tocura ◽  
José Gutierrez
Keyword(s):  
Information Technology ◽  
Project Management ◽  
Strategic Alignment ◽  
It Project Management ◽  
Management Information ◽  
Leadership Positions ◽  
Management Culture ◽  
It Project ◽  
Structured Questionnaire

The world financial segment is that which has most invested in products and services ground on Information Technology (IT). Brazilian banks follow this standard and have resorted to IT in an intense manner so as to foster competitiveness. Within this context, IT project management has become fundamental.In this study, the objective is to identify the impairments IT project management faces at a large Brazilian bank as of the perception of managers from both the IT and business-related areas. To this extent, a case study was undertaken and a semi-structured questionnaire was applied to 10 individuals that occupy leadership positions in the mentioned fields.Results indicate a lack of project management culture giving rise to: issues concerning IT project scope definition; communication setbacks between and within areas; absence of strategic alignment amongst involved areas; difficulty in perceiving an overall picture of projects; mismatch between project prioritization and delivery deadlines.Key-words: Project Management. Information Technology. Banking.

Excellence in IT Project Management

2015 ◽  
Vol 6 (3) ◽  
pp. 71-84
Author(s):  
Michael Elliott ◽  
Ray Dawson
Keyword(s):  
Project Management ◽  
Career Paths ◽  
Step Change ◽  
It Project Management ◽  
Technology Learning ◽  
Agile Methodology ◽  
Current Thinking ◽  
It Project ◽  
Personal Skills ◽  
Silver Bullet

With almost thirty years since the start of our quest to find Fred Brooks' magical “Silver Bullet” to slay our productivity horrors, and twenty years since the first Standish report on IT project success and failures, are we getting closer? This paper discusses and challenges current thinking on process improvement initiates to provide answers of how we can significantly improve IT project productivity and consider that to achieve a step change in improvement requires a different approach. Recent Standish research has highlighted the Agile Methodology as being particularly successful for the smaller IT project. However, what specifically is creating this improvement? Is it the process itself or is there something that the process enables? The hypothesis presented is that in order to create the step change improvement in IT project management delivery, we need to significantly improve the inter-personal skills of the whole IT project management team. The revolution for improved productivity will stem from challenging the typical career paths of technology learning to provide a much greater focus on the softer skills.

Sign in / Sign up

Export Citation Format

Share Document