Managing Information Technology Projects: Applying Project Management Strategies to Software, Hardware, and Integration Initiatives.

2005 ◽  
Vol 8 (2) ◽  
pp. 64-66
Author(s):  
Roberto Vinaja
Keyword(s):  
Information Technology ◽  
Project Management ◽  
Management Strategies ◽  
Information Technology Projects

Managing Information Technology Projects Using Agile Methodology

2021 ◽  
pp. 123-146
Author(s):  
Alice S. Etim ◽  
Chandra Prakash Jaiswal ◽  
Marsheilla Subroto ◽  
Vivian E. Collins Ortega
Keyword(s):  
Information Technology ◽  
Project Management ◽  
Developmental Stages ◽  
Sub Saharan Africa ◽  
It Projects ◽  
Information Technology Projects ◽  
Agile Methodology ◽  
It Project ◽  
Product Delivery ◽  
Sub Saharan

The management of information technology (IT) projects has experienced a shift from predictive and traditional project management methodology to more adaptive practices like Agile. Agile method and its developmental stages are a response to current business-changing trends and computing needs of society. The process assists in accelerating product delivery with rapid feedback and cost-conscious, consecutive iteration, distinguishing it from other traditional practices like the waterfall method. This chapter contributes to the existing literature by discussing agile project management for IT projects, with a specific case of the Africa IT project – the Books for Africa Project (hereafter called, Book Project). The first part of the chapter is used to review the literature on Agile IT projects. The Book Project as a case is an IT project, and it is discussed in detail in the chapter. The chapter concludes with transferable lessons for projects in developing countries, specifically those located in Sub-Saharan Africa.

Project Manager Assignment and Its Impact on Multiple Project Management Effectiveness

2017 ◽  
Vol 8 (4) ◽  
pp. 46-65
Author(s):  
Mira Thoumy ◽  
Joelle Moubarak
Keyword(s):  
Information Technology ◽  
Project Management ◽  
Random Sample ◽  
Commercial Banks ◽  
Project Managers ◽  
Project Manager ◽  
Management Effectiveness ◽  
Information Technology Projects ◽  
Multiple Project Management ◽  
Different Levels

This article aims at identifying the predictive effect of Project Manager's assignment on multiple project management effectiveness in the case of information technology projects in the Lebanese banks. The multiple project management effectiveness was measured on 3 different levels: organizational, projects success and project manager. A survey-based analysis was conducted on a random sample of 43 project managers working in 19 different Lebanese commercial banks. The results showed that most of the project manager's assignment factors influence positively the multiple project effectiveness with some exceptions.

The Rational Choice of Not Applying Project Risk Management in Information Technology Projects

2009 ◽  
Vol 40 (3) ◽  
pp. 72-81 ◽  
Author(s):  
Elmar Kutsch ◽  
Mark Hall
Keyword(s):  
Information Technology ◽  
Risk Management ◽  
Project Management ◽  
Project Managers ◽  
Project Risk Management ◽  
Management Process ◽  
Information Technology Projects ◽  
Project Risk ◽  
Risk Management Process ◽  
Project Management Institute

The management of risk is considered a key discipline by the Project Management Institute and the Association for Project Management. However, knowledge of what needs to be done frequently fails to result in action consistent with that knowledge. The reasons for this seem to have received little attention. This study researched the degree of use of project risk management and barriers that prevent IT project managers from using risk management. Interviews and a survey were carried out. The results show that, in one-third of cases, because of the problem of cost justification, no formal project risk management process was applied.

scholarly journals Project Management in Student Information Technology Projects

2008 ◽  
pp. 190-204
Author(s):  
Maria Delia Rojas ◽  
Tanya McGill ◽  
Arnold Depickere
Keyword(s):  
Information Technology ◽  
Project Management ◽  
Management Practices ◽  
Strong Relationship ◽  
Management Plan ◽  
Information Technology Projects ◽  
Wide Range ◽  
Software Product ◽  
Student Information ◽  
Student Projects

Universities teach project management to information technology (IT) students. The project management principles that students have previously learned are often put into practice in a project course, intended to give final year students the experience of applying their knowledge to real or simulated projects. This paper reports on research that investigated the use of, and usefulness of, project management in student IT projects. The results show that there was a wide range in the application of project management practices, with students being more likely to produce the initial documentation associated with some of the project management knowledge areas than to make use of it throughout the project to monitor the project’s progress. The results also showed that the number of project management guidelines applied in student projects was not linked with IT project success. However, there was a strong relationship between project management plan quality and obtaining a good software product.

Providing a Model for Virtual Project Management with an Emphasis on IT Projects

2016 ◽  
pp. 476-496
Author(s):  
Hamed Nozari ◽  
Seyed Esmaeil Najafi ◽  
Meisam Jafari-Eskandari ◽  
Alireza Aliahmadi
Keyword(s):  
Information Technology ◽  
Project Management ◽  
Virtual Teams ◽  
Geographical Distribution ◽  
Project Teams ◽  
It Projects ◽  
Information Technology Projects ◽  
Geographically Distributed ◽  
Virtual Project ◽  
Virtual Project Management

With globalization of economy and increase of global competition to acquire rare resources, the organizations have moved towards geographical distribution to achieve competitive advantage. Users and project teams at various places within various countries with different national and local cultures throughout the world work on projects at the environment concerning geographical distribution. On the other hand, with increase of advancements in communication, the distributed project teams have been witnessed with more expansion, known with “virtual teams”. When members of virtual project team from various organizations and time zones attend in the projects, they will be more likely affiliated to electronic media such as email. With regard to virtualization of IT projects, the present study aims to develop a model for virtual project management with an emphasis on information technology projects, including several elements in geographically distributed environments. The final model of virtual project management of information technology projects was represented.

Project Management Best Practices to Increase Success

2005 ◽  
pp. 2335-2340
Author(s):  
Jeffrey L. Brewer
Keyword(s):  
Information Technology ◽  
Project Management ◽  
Management Practices ◽  
Project Manager ◽  
It Projects ◽  
Information Technology Projects ◽  
Future Directions ◽  
Job Title ◽  
Goals And Objectives ◽  
Term Objective

Utilizing good project management practices has become one of the key differentiators in delivering successful information technology projects. Kerzner (2001) defines project management as “the planning, organizing, directing, and controlling of company resources for a relatively short-term objective that has been established to complete specific goals and objectives” (p. 4). The field of project management has seen explosive growth in the amount of individuals holding a job title such as project manager, in the amount of research being conducted, and in the amount of books and articles being published. This paper explores the reasons for this growth, the reasons why project management has become so important to the on-going success of IT projects and thus the success of organizations and what future directions the field of project management will travel.

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.

scholarly journals The Analysis of Financial Performance Measurement of Global Cash Management Project Using Earned Value Analysis at PT. APRISMA INDONESIA

2008 ◽  
Vol 1 (1) ◽  
pp. 25-38
Author(s):  
Aldhi Halim ◽  
Syahrial Noviananto ◽  
Tony Tony ◽  
Raymundus Parulian Sihotang
Keyword(s):  
Information Technology ◽  
Financial Performance ◽  
Management Strategies ◽  
Cash Management ◽  
Earned Value ◽  
Information Technology Projects ◽  
Value Analysis ◽  
Earned Value Analysis ◽  
Software House ◽  
Management Project

Many components in a software house company can be used in controlling and measuring its information technology projects.  The financial component is not only the numbers that tells how a company generates its profits. It also can tell how a project performance related to its scope, cost, schedule, and quality. For example, many information technology projects’ budget increases as more work time needed to complete the planned schedule due to problems occurred whilst project execution. These correlations between cost, schedule and the execution performance can be measured from a project financial component using a method called as Earned Value Analysis. The purpose of the research is to help PT. Aprisma Indonesia to properly and comprehensively analyze the Global Cash Management financial performance and find the most feasible recommendation to improve the projects performance in the future. The result of the research is to measures on how the Global Cash Management project performed according to the time and budget plan at PT. Aprisma Indonesia. Hopefully by knowing the components that influencing the Global Cash Management project cost and understand how to measure them, PT. Aprisma Indonesia would be able to quickly execute management strategies to address specific project problems.

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