IT Project Manager Selection Review

2018 ◽  
Author(s):  
Ali Reza Afshari ◽  
Jolanta Kowal
Keyword(s):  
Project Manager ◽  
Manager Selection ◽  
It Project

scholarly journals The IT project manager competencies that impact project success – A qualitative research

2015 ◽  
Vol 2 (1) ◽  
pp. 53 ◽  
Author(s):  
Cíntia Cristina Silva de Araújo ◽  
Cristiane Drebes Pedron
Keyword(s):  
Qualitative Research ◽  
Project Success ◽  
Project Manager ◽  
It Project

A grey analytic hierarchy process approach to project manager selection

2018 ◽  
Vol 31 (3) ◽  
pp. 749-765 ◽  
Author(s):  
Yakup Çelikbilek
Keyword(s):  
Analytic Hierarchy Process ◽  
Personal Information ◽  
Project Manager ◽  
Software Project ◽  
Decision Matrix ◽  
Analytic Hierarchy ◽  
Content Type ◽  
Energy Company ◽  
Manager Selection ◽  
Hierarchy Process

Purpose Evaluations of grey systems and systems with subjective judgements are always like an impasse for science and companies. Especially, calculations of the problems which include various units are really difficult situations. The purpose of this paper is to propose a grey analytic hierarchy process (G-AHP) for engineering and managerial problems with grey systems to make more clear and objective decisions. Design/methodology/approach Proposed G-AHP approach is applied to project manager selection for a software project of an energy company. The application includes three different units as year, score and assessment. Six engineers are evaluated with 25 criteria in the application. Weights of the factors and assessments are done by three top managers of the company as pairwise comparisons. Other data in the decision matrix are obtained from the personal information and exam results of engineers. Findings Final weights of the criteria and evaluations of engineers are all done with the proposed G-AHP. Obtained results of G-AHP are also compared with grey “VlseKriterijumska Optimizacija I Kompromisno Resenje” results as a validation of the calculations and proposed approach. Final results of the applications are ranked for the evaluations and comparison. All results of the case study are concluded with the effectiveness and applicability of the proposed G-AHP method both for this study and other fields of science, engineering and management. Originality/value This study provides to evaluate and interpret grey systems with different units and subjective judgements for science, engineering and management more clearly and objectively in an easier way.

Facilitating quality project manager selection for Indian business environment using analytical hierarchy process

2018 ◽  
Vol 35 (6) ◽  
pp. 1177-1194
Author(s):  
Keshav Kumar Sharma ◽  
Anup Kumar
Keyword(s):  
Analytical Hierarchy Process ◽  
Selection Criteria ◽  
Business Environment ◽  
Project Manager ◽  
Relative Importance ◽  
Content Type ◽  
Organizational Skills ◽  
Manager Selection ◽  
Hierarchy Process ◽  
Selection Of

PurposeThe purpose of this paper is to develop criteria for project manager selection based on desired skills of a project manager and facilitate the selection of a suitable candidate from a pool of potential candidates for the implementation of projects in the Indian context.Design/methodology/approachThe study utilizes three major skills, namely human skill, conceptual and organizational skills; technical skill along with their sub-skills to develop criteria for project manager selection. Based on the responses of project professionals from industry, the study uses analytical hierarchy process to prioritize and identify the relative importance of different skills in the criteria in order to develop a hierarchical structure for project manager selection.FindingsThe study finds that at the first level of project manager selection criteria, conceptual and organizational skills are the most important selection criteria followed by human skills and technical skills. At the second level of project manager selection criteria, planning, delegating authority and understanding methods, processes, and procedures are some of the important sub-selection criteria. The weights indicating the relative importance of major selection criteria and sub-selection criteria can be used to evaluate the relative weight of a given candidate for selection as a project manager.Research limitations/implicationsThe results in this study are derived from specific demographic conditions in India. Future research with larger samples from other countries is needed for generalizations of the proposed criteria.Practical implicationsThe proposed method quantifies the intangible qualitative criteria to select a project manager, which can aid decision-makers in a multi-criteria decision-making environment.Originality/valueThis research paper is focused on the identification of critical skills for the selection of a project manager, which is almost neglected by the researchers.

Introduction to Very Large IT Projects

2009 ◽  
pp. 1-9
Author(s):  
Matthew Guah
Keyword(s):  
Project Management ◽  
Project Manager ◽  
It Projects ◽  
It Project ◽  
The Impact ◽  
Society Today

This chapter classifies the purpose of project management in IT projects as a means of introducing the topics covered in the book and demonstrates how a successful project manager must simultaneously manage these four basic elements of a very large IT project (resources, time, money, and scope). It also explains the impact of very large IT projects on business and the wider society today.

scholarly journals Intercultural Project Management for IT: Issues and Challenges

2015 ◽  
Vol 7 (3) ◽  
pp. 53-67 ◽  
Author(s):  
Germinal Isern
Keyword(s):  
Project Management ◽  
Human Resources ◽  
Stakeholder Management ◽  
Human Resources Management ◽  
Project Manager ◽  
Cultural Dimensions ◽  
Communication Management ◽  
Happy Ending ◽  
Resources Management ◽  
It Project

Abstract The development of Information Technology projects using Project Management Methodologies like PMP-PMI, Agile or SCRUM for software development, CPM, CCPM, RAD, XP, FDD, ITIL, JAD, LD, PRINCE2, etc.; may be a complete success or a total catastrophe, for series of reasons, events and circumstances that frequently are not related at all with the deliverables, the products being built, the IT technology involved, the level of expertise, the responsibility and professionalism of the stakeholders including the project manager, but due to intercultural factors. The PMP-PMI Model (PMBOK) describes 10 areas: Cost Management, Time Management, Scope Management, Risk Management, Quality Management, Procurement Management, Integration Management, Stakeholder Management, Human Resources Management and Communication Management. An IT project is considered successful if the customer is happy, but technically and formally if the TEAM was able to meet the triple constraint set up by time/cost/scope. This happy ending is not possible if the project manager and the team as a whole are not able to confront, attack and solve the issues associated with Human Resources Management, Stakeholder Management and specially Communication Management. These three areas are highly influenced by Intercultural factors like language, race, age, gender, religion, sexual preferences, beliefs, habits, etc., becoming their analysis an essential task if we want to accomplish and guarantee a favorable outcome. This position paper concludes in contradiction with what is a very common believe between many technical project managers that the most important factors to take in consideration for the success of an IT project management is the careful and planned attention to the potential issues and challenges associated with the cross-cultural communication and the human resources implicated in the projects. This paper will describe the cultural dimensions, issues and challenges associated with Intercultural Project Management for IT.

scholarly journals IT Project Manager Competencies and Team Commitment: A New Scale Proposal

2018 ◽  
Vol 9 (1) ◽  
pp. 39-57
Author(s):  
Cintia Cristina Silva de Araújo ◽  
Cristiane Drebes Pedron ◽  
Filipe Quevedo Pires de Oliveira e Silva
Keyword(s):  
Team Performance ◽  
Quantitative Research ◽  
Dynamic Environments ◽  
Project Managers ◽  
Project Manager ◽  
Measuring Instrument ◽  
Team Commitment ◽  
New Instrument ◽  
It Project ◽  
Measure Project

Project managers are required to develop competencies that will help them to lead their teams in stressful, challenging and dynamic environments such as in many Information Technology (IT) project settings. Project managers should also develop team commitment in order to improve team performance. Therefore, this study addresses the question: Which IT project manager competencies influence team commitment? The main objective is to develop and validate a new instrument to measure project manager competencies and team commitment in IT projects. To accomplish this objective, we, firstly, did an exploratory and qualitative research. Then, we did a quantitative research in which we collected 484 responses. Besides providing a new scale, this research also presents pertinent implications to the practice of project management in IT settings. For instance, organizations can use the measuring instrument to evaluate project managers, to evaluate the work environment as well as to structure training programs for their employees.

Sign in / Sign up

Export Citation Format

Share Document