Relations Between Common Understanding and Experience: Case Study of an International Information Technology Project

2016 ◽  
Vol 15 (04) ◽  
pp. 1650046 ◽  
Author(s):  
Miwa Nishinaka
Keyword(s):  
Information Technology ◽  
Literature Review ◽  
It Projects ◽  
Technology Project ◽  
It Project ◽  
Information Technology Project ◽  
The Subject ◽  
Employee Experience ◽  
Common Understanding

This study examines the process of building common understanding in a case study of an international information technology (IT) project. A literature review situates the subject of common understanding among fields of research and identifies issues that are insufficiently explored. Our quantitative and qualitative surveys in the case study reveal that common understanding relates to experience. It also establishes that there are situational variations in common understanding. The theoretical implications are presented about the acquisition of common understanding in diverse organisations and the relations to employee experience. It shows that the nature of common understanding shifts from inductive to deductive knowledge as employees accumulate experience in international IT projects.

scholarly journals PENGUKURAN RISIKO PROYEK PADA PERUSAHAAN TEKNOLOGI INFORMASI DI INDONESIA

2009 ◽  
Vol 3 (2) ◽  
pp. 70
Author(s):  
Rudy M Harahap ◽  
Andri Setiawan ◽  
Adi Subakti Kurniawan ◽  
Merlin Mulia
Keyword(s):  
Information Technology ◽  
Risk Management ◽  
Risk Mitigation ◽  
Development Project ◽  
It Projects ◽  
Software Development Project ◽  
It Project ◽  
Information Technology Project ◽  
Project Risks ◽  
Implementation Failure

The success rate of information technology (IT) projects is still low. Based on one survey done in 1990s, only about 10% of software development project could be finished according to its planned budget and schedule. Another study in 1995 found that only 16.2% IT project succeed, and at the same time more than 31% IT projects were cancelled before finished. It has been found a lot of IT projects had been implemented with swelling budget. Although it is still debatable, one of the reasons of IT project implementation failure is because risk management in some IT projects is not implemented by the IT providers. The objectives of this research are to get knowledge and assess risks in implementing IT projects. This research also gives recommendations in mitigating IT project risks. In two projects that were used as sample of this research, it has been found some risks that could be happened in IT projects. That risks were then assessed based on the probability and its impact, and finally produced the recommendation for risk mitigation. All risks are described in the Risk Priority, moreover risk probability and impact is described in the probability-impact matrix from all of 4 levels. This research could improve the awareness of IT providers in Indonesia about the important of implementing IT risk management so that more IT projects in Indonesia could be run successfully.Keywords: Risk assessment, information technology project, impact, frequency

The Effect of Conflict and Knowledge Sharing on the Information Technology Project Team Performance

2020 ◽  
Vol 16 (1) ◽  
pp. 1-20
Author(s):  
Barbara Hewitt ◽  
Diane B. Walz ◽  
Alexander McLeod
Keyword(s):  
Information Technology ◽  
Knowledge Sharing ◽  
Team Performance ◽  
Group Processes ◽  
Project Team ◽  
Team Members ◽  
Technology Project ◽  
Proposed Model ◽  
It Project ◽  
Information Technology Project

The existent literature lacks papers that explored the proposed model, which examines how process, relationship, and task conflict impacts knowledge sharing and the subsequently perceived team performance in the information technology (IT) development process. The proposed research model adds knowledge sharing to prior studies that explored how the types of conflict impacted team performance. The hypotheses were tested using a field survey, which was distributed to IT project team members. While team members who experience task conflicts tend to share more knowledge and perform better, members who experience more process or relationship conflicts are less likely to share knowledge, and the team performance is also impacted. The results offer insights to explain how the different types of conflict can affect knowledge sharing and subsequently group processes within IT project teams and, ultimately, improve or degrade performance.

Computational Intelligence for Information Technology Project Management

2012 ◽  
pp. 1601-1624
Author(s):  
Robert J. Hammell ◽  
Julie Hoksbergen ◽  
James Wood ◽  
Mark Christensen
Keyword(s):  
Information Technology ◽  
Project Management ◽  
Computational Intelligence ◽  
Intelligent Systems ◽  
Project Managers ◽  
Success Rates ◽  
It Projects ◽  
It Project ◽  
Information Technology Project ◽  
Information Technology Project Management

With the growing complexity of information technology (IT) projects, the management of these projects is proving to be a daunting task. The magnitude of this problem is underscored by the assertion that approximately 70% of IT projects fail to meet their objectives (Lewis, 2007). Computational intelligence (CI) is an area of research focused on developing intelligent systems to help with complex problems. Specifically, CI seeks to integrate techniques and methodologies to assist in problem domains in which information, data and perhaps even the problem itself are vague, approximate, and uncertain. It would seem that research aimed at leveraging the power of CI against IT project management problems is critical if IT project success rates are to be improved. This work examines the core CI technologies – fuzzy logic, neural networks, and genetic algorithms – and looks at current and potential future applications of these techniques to assist IT project managers.

Managing International Information Technology Project Relationships

2016 ◽  
pp. 1161-1174
Author(s):  
Peter Haried ◽  
Chun-Lung Huang
Keyword(s):  
Information Technology ◽  
Project Management ◽  
Agency Theory ◽  
Cost Savings ◽  
International Project ◽  
Effective Management ◽  
It Projects ◽  
Significant Cost ◽  
Technology Project ◽  
Information Technology Project

Many organizations in recent years have adopted an offshore model to deliver most or part of their information technology needs. While offshoring can be associated with significant cost savings and implementation benefits, it can also be a challenge to effectively manage the international client-vendor relationship. Thus, it is argued that the effective management, coordination and structuring of the international client-vendor relationship is critical to project management success. In this paper an agency perspective is applied to examine the management of international client-vendor relationships in offshore information technology (IT) projects. This paper synthesizes key relational findings from eight offshore IT projects consisting of 29 client interviews. The authors' findings suggest that the relational tenets of agency theory (shirking, privately held information, task programmability and monitoring) play key roles in successfully managing international project relationships. Based on the findings, propositions are presented to guide future offshore IT project research and organizations to successfully manage and structure their client-vendor relationships.

Challenges of Complex Information Technology Projects

2011 ◽  
pp. 264-285
Author(s):  
Teta Stamati ◽  
Panagiotis Kanellis ◽  
Drakoulis Martakos
Keyword(s):  
Higher Education ◽  
Information Technology ◽  
Big Bang ◽  
Information Technology Projects ◽  
Technology Project ◽  
Complex Information ◽  
Systems Planning ◽  
Information Technology Project ◽  
Information Systems Planning

Although painstaking planning usually precedes all large IT development efforts, 80% of new systems are delivered late (if ever) and over budget, frequently with functionality falling short of contract. This case study provides a detailed account of an ill-fated initiative to centrally plan and procure, with the aim to homogenize requirements, an integrated applications suite for a number of British higher education institutions. It is argued that because systems are so deeply embedded in operations and organization and, as you cannot possibly foresee and therefore plan for environmental discontinuities, high-risk, ‘big-bang’ approaches to information systems planning and development must be avoided. In this context the case illustrates the level of complexity that unpredictable change can bring to an information technology project that aims to establish the ‘organizationally generic’ and the destabilizing effects it has on the network of the project’s stakeholders.

Computational Intelligence for Information Technology Project Management

2010 ◽  
pp. 80-104 ◽  
Author(s):  
Robert J. Hammell ◽  
Julie Hoksbergen ◽  
James Wood ◽  
Mark Christensen
Keyword(s):  
Information Technology ◽  
Project Management ◽  
Computational Intelligence ◽  
Intelligent Systems ◽  
Project Managers ◽  
Success Rates ◽  
It Projects ◽  
It Project ◽  
Information Technology Project ◽  
Information Technology Project Management

With the growing complexity of information technology (IT) projects, the management of these projects is proving to be a daunting task. The magnitude of this problem is underscored by the assertion that approximately 70% of IT projects fail to meet their objectives (Lewis, 2007). Computational intelligence (CI) is an area of research focused on developing intelligent systems to help with complex problems. Specifically, CI seeks to integrate techniques and methodologies to assist in problem domains in which information, data and perhaps even the problem itself are vague, approximate, and uncertain. It would seem that research aimed at leveraging the power of CI against IT project management problems is critical if IT project success rates are to be improved. This work examines the core CI technologies – fuzzy logic, neural networks, and genetic algorithms – and looks at current and potential future applications of these techniques to assist IT project managers.

Information Technology Project Management to Achieve Efficiency in Brazilian Companies

2003 ◽  
pp. 260-271 ◽  
Author(s):  
Marly M. de Carvalho ◽  
Fernando J.B. Laurindo ◽  
Marcelo de Paula Pessoa
Keyword(s):  
Information Technology ◽  
Project Management ◽  
Financial Services ◽  
Building Materials ◽  
Theoretical Models ◽  
Maturity Model ◽  
It Projects ◽  
It Project ◽  
Information Technology Project ◽  
Information Technology Project Management

This chapter focuses on applying the best practices in Information Technology (IT) project management in Brazil. The theoretical models adopted to discuss this issue are the Capability Maturity Model - CMM (Humphrey, 1989; Paulk et al., 1995), Project Management Maturity Model – PMMM (Kerzner, 2000 and 2001); the Project Management Body of Knowledge - PMBoK (PMI, 2000), and Quality Systems for software - ISO9000-3 (2001) and ISO 12207 (1995). Several problems have been discussed regarding the efficiency of IT projects. Evaluation of efficiency is a controversial issue, and meeting project efficiency goals involves balancing scope expectations and the available resources. This chapter presents IT project cases in Brazilian companies and a comparative analysis of their IT projects management models. The study is based on multiple cases: financial services, telecommunications and building materials companies. Interviews with the main actors from different levels of the organisational hierarchy have been done.

Information Technology Project Outcomes

2012 ◽  
pp. 25-38
Author(s):  
Muhammed A. Badamas
Keyword(s):  
Federal Government ◽  
Project Managers ◽  
Government Agencies ◽  
It Projects ◽  
Technology Project ◽  
Project Outcomes ◽  
It Project ◽  
Information Technology Project ◽  
The Right ◽  
The U.S

Enterprise IT projects can end up costing much more than initial estimations, taking much longer time than expected or delivering benefits below expectations. The success or failure of IT projects, however, depends on the project managers. Many reasons are attributed to the success or failure of an IT project. The major stakeholders who are involved in IT projects are the right people to provide these reasons. This study was conducted among IT project managers in the Washington-Baltimore Metropolitan area to find out the most important reasons that projects succeed or fail. Washington-Baltimore metropolitan is a major hub of IT activities because of the location of the U.S. Federal Government, several government agencies and the presence of many IT contactors in the area. The study provides metric for comparing reasons for success or failure of IT projects with those projects not located in the area.

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