Understanding the Value of Project Management: First Steps on an International Investigation in Search of Value

2007 ◽  
Vol 38 (3) ◽  
pp. 74-89 ◽  
Author(s):  
Janice Thomas ◽  
Mark Mullaly
Keyword(s):  
Project Management ◽  
Information Systems ◽  
Human Resources ◽  
International Research ◽  
Project Managers ◽  
Professional Organizations ◽  
Senior Executives ◽  
Broad Perspective ◽  
Long Line ◽  
International Research Project

Organizations investing in project management need to be assured of a concrete return. Without the ability to clearly define its value, project management joins the long line of initiatives (i.e., TQM, information systems, training, human resources) struggling to prove their worth to organizations. However, demonstrating a concrete value in organizations has been illusive and even paradoxical. This paper describes the conceptual model underlying a major international research project designed to yield a broad perspective on the value of project management. This model and research design will be of interest to researchers, project managers, professional organizations, and senior executives.

Stakeholder Challenges in Information Systems Project Offshoring

2012 ◽  
pp. 96-112
Author(s):  
Peter Haried
Keyword(s):  
Project Management ◽  
Information Systems ◽  
Case Studies ◽  
Project Success ◽  
Project Managers ◽  
Academic Researchers ◽  
Wide Assortment ◽  
Is Offshoring ◽  
Is Projects ◽  
Management Issues

This study of international information systems (IS) offshoring highlights the idea that project success or failure is often in the eye of the beholder and that proper attention needs to be provided to both client and vendor perspectives. This research contributes by identifying noteworthy IS offshoring challenges faced by client and vendor stakeholders. This research synthesizes key findings from eight dyadic case studies consisting of 56 interviews in total from both client and vendor firms detailing their offshore experiences. The case investigations lead to the discovery of nine unique challenges encountered by client and vendor stakeholders. The challenges include a wide assortment of economic, personal responsibilities/expectations, and organizational offshore project management issues. The reported challenges can suitably guide client and vendor project managers in managing international IS offshore projects as well guide academic researchers to better understand techniques for managing offshore IS projects.

Perceived Required Skills and Abilities in Information Systems Project Management

2013 ◽  
Vol 4 (1) ◽  
pp. 1-12 ◽  
Author(s):  
Jerry Cha-Jan Chang ◽  
Gholamreza Torkzadeh
Keyword(s):  
Project Management ◽  
Information Systems ◽  
Phase 1 ◽  
Project Managers ◽  
Change Leadership ◽  
Management Skills ◽  
Management Skill ◽  
Phase 1 Study ◽  
Management Change ◽  
Study Results

This article reports on results of a study on Information Systems (IS) project management skill set based on a two-round data collection from IS project managers and professionals. The first phase involved interviews with 47 project managers that resulted in identification of 12 important project management skills. In phase two, a survey was developed, based on phase 1 study results, to collect data from 41 IS project managers and professionals. Results identify rankings of the 12 skills as the 12 skills are further grouped into four categories of Communication and relationship management, Resource management, Change leadership, and Administrative.

The Project Management Discipline

2006 ◽  
pp. 48-58
Author(s):  
Daniel M. Brandon
Keyword(s):  
Project Management ◽  
Project Managers ◽  
Professional Organizations ◽  
The World ◽  
Management Discipline

Professional organizations that have developed around the world to foster the project management discipline (Morris, 2001) have recognized that a distinct skill set is necessary to ensure successful project managers, and these organizations are devoted to assisting their members develop, improve, and keep these skills current (Boyatzis, 1982; Caupin, Knopfel, & Morris, 1998). In this chapter, I discuss the methods, techniques, and standards that these organizations have formalized.

Critical success factors for project management support information systems: SEBRAE/RN Case

2016 ◽  
Vol 9 (1) ◽  
pp. 8 ◽  
Author(s):  
Tâmara Patrícia Filgueira de Melo Moura
Keyword(s):  
Project Management ◽  
Information Systems ◽  
Critical Success Factors ◽  
Success Factors ◽  
Project Managers ◽  
Management Support ◽  
Case Study Methodology ◽  
Critical Success ◽  
Quantitative And Qualitative Research ◽  
Economic Climate

The current economic climate is driving the work of companies in the execution of projects that need to be managed and monitored periodically. Historically term goals, cost and quality are thermometers to measure success or failure of companies. For better project management, systems are needed that give support from the structure to the budget of each project, as well as its monitoring throughout the execution. The result of the components mentioned above reflect the overall results of the institution. Therefore, this study investigated through case study methodology, critical success factors for information systems that support project management in Sebrae/RN, and sought, through the project managers, to raise factors that influence decisions in search of improving the performance of the organization studied. Thus, a quantitative and qualitative research was applied. The results showed the critical success factors that hinder optimal performance of information systems from the structuring to the execution and monitoring of projects.

scholarly journals USE OF INFORMATION TECHNOLOGIES IN FUTURE PROJECT MANAGERS' TRAINING

2018 ◽  
Vol 63 (1) ◽  
pp. 107 ◽  
Author(s):  
Oksana V. Dubinina ◽  
Lesia D. Hrytsiak
Keyword(s):  
Project Management ◽  
Information Systems ◽  
Information Technologies ◽  
Model Development ◽  
Project Planning ◽  
Project Managers ◽  
Education Management ◽  
Management Project ◽  
Management Students ◽  
Future Project

The article clarifies the concepts of project and project management, substantiates the use of information systems and technologies in training specialists in project management (project manager and program manager), discusses the characteristics and functions of project management information systems as well as describes the materials and methods of project implementation and the advantages of using IT for project creation. The author outlines the contents of project managers' training at the University of Education Management Educational-Scientific Institute of Management and Psychology and claims that future project managers must know the main characteristics and functionalities of and be trained to use the MS Project, Oracle Primavera, etc. The project management students also have to be able to determine the purpose of and tools for a calendar network model development, to formulate requirements for project management software in solving specific problems as well as to use software for project planning, monitoring and analysis.

scholarly journals Risk Management in Information Systems Projects

2021 ◽  
Vol 9 (1) ◽  
pp. 58-67
Author(s):  
João Varajão ◽  
António Amaral
Keyword(s):  
Risk Management ◽  
Project Management ◽  
Information Systems ◽  
Information Technologies ◽  
Vital Role ◽  
Project Managers ◽  
Positive Events ◽  
Web Based ◽  
Track Record ◽  
Management Processes

Information technologies (IT) and information systems (IS) are the backbone of any developed business, and organizations without them cannot compete. In recent decades, many best practices standards, and guides have been made available to project managers and organizations aimed to improve project management. Unfortunately, IS projects continue to show a poor track record, and problems related to project management performance persists. Risk management has a vital role in this context since it can increase the likelihood and impact of positive events, and decrease the likelihood and impact of adverse events in the project. This article presents the results of an international web-based survey, studying if risk management processes are being implemented consistently in IS project management. The obtained results show low levels of risk management processes implementation and reinforce the idea that “it can be risky not to do risk management,” demanding more research in this area.

Stakeholder Challenges in Information Systems Project Offshoring

2011 ◽  
Vol 2 (3) ◽  
pp. 1-16 ◽  
Author(s):  
Peter Haried
Keyword(s):  
Project Management ◽  
Information Systems ◽  
Case Studies ◽  
Project Success ◽  
Project Managers ◽  
Academic Researchers ◽  
Wide Assortment ◽  
Is Offshoring ◽  
Is Projects ◽  
Management Issues

This study of international information systems (IS) offshoring highlights the idea that project success or failure is often in the eye of the beholder and that proper attention needs to be provided to both client and vendor perspectives. This research contributes by identifying noteworthy IS offshoring challenges faced by client and vendor stakeholders. This research synthesizes key findings from eight dyadic case studies consisting of 56 interviews in total from both client and vendor firms detailing their offshore experiences. The case investigations lead to the discovery of nine unique challenges encountered by client and vendor stakeholders. The challenges include a wide assortment of economic, personal responsibilities/expectations, and organizational offshore project management issues. The reported challenges can suitably guide client and vendor project managers in managing international IS offshore projects as well guide academic researchers to better understand techniques for managing offshore IS projects.

scholarly journals Project Management Information Systems (PMISs): A Statistical-Based Analysis for the Evaluation of Software Packages Features

2021 ◽  
Vol 11 (23) ◽  
pp. 11233
Author(s):  
Rosa Micale ◽  
Concetta Manuela La La Fata ◽  
Alberto Lombardo ◽  
Giada La La Scalia
Keyword(s):  
Project Management ◽  
Information Systems ◽  
Statistical Analysis ◽  
Management Information Systems ◽  
Project Managers ◽  
User Needs ◽  
Extensive Literature ◽  
Relative Importance ◽  
Management Information ◽  
Software Packages

Project Managers (PMs) working in competitive markets are finding Project Management Information Systems (PMISs) useful for planning, organizing and controlling projects of varying complexity. A wide variety of PMIS software is available, suitable for projects differing in scope and user needs. This paper identifies the most useful features found in PMISs. An extensive literature review and analysis of commercial software is made to identify the main features of PMISs. Afterwards, the list is reduced by a panel of project management experts, and a statistical analysis is performed on data acquired by means of two different surveys. The relative importance of listed features is properly computed, and the interactions between the respondent’s profiles and PMIS features are also investigated by cluster and respondents’ analyses. The paper provides information for researchers and practitioners interested in PMISs packages and their applications. Furthermore, the analyses may help practitioners when choosing a PMIS, and also for developers of PMISs software in understanding user needs.

Replacing Project Managers in Information Technology Projects

2016 ◽  
pp. 2375-2394
Author(s):  
Kirsi Liikamaa ◽  
Tero Vartiainen ◽  
Maritta Pirhonen ◽  
Heli Aramo-Immonen
Keyword(s):  
Information Technology ◽  
Project Management ◽  
Information Systems ◽  
Project Managers ◽  
Anecdotal Evidence ◽  
It Project Management ◽  
It Projects ◽  
Information Technology Projects ◽  
Education Practice ◽  
Interpretive Approach

According to anecdotal evidence, project managers working on information technology (IT) projects are occasionally replaced, although the literature on information systems (IS) and project management (PM) makes little mention of it. With a view to narrowing this knowledge gap the authors examined the reasons behind the practice. The authors took an interpretive approach to the data gathering and analysis, and collected descriptions about replacing project managers (RPM) from interviews and questionnaires (n=43). The concept of contradiction served as a lens through which to identify the underlying reasons. Contradiction refers to statements asserting or expressing the opposite of another statement. The authors identified four contradictions explaining why RPM occurs in IT projects. These contradictions show that RPM appears to be a simplistic solution when there are more fundamental issues to consider. The implications extend to education, practice, and research in the context of IT project management.

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