scholarly journals Measuring the Project Management Complexity: The Case of Information Technology Projects

Complexity ◽  
2018 ◽  
Vol 2018 ◽  
pp. 1-19 ◽  
Author(s):  
Rocio Poveda-Bautista ◽  
Jose-Antonio Diego-Mas ◽  
Diego Leon-Medina
Keyword(s):  
Project Management ◽  
Assessment Tool ◽  
It Projects ◽  
Information Technology Projects ◽  
Complex Projects ◽  
Management Association ◽  
Project Complexity ◽  
Complexity Assessment ◽  
The Impact ◽  
Specific Project

Complex projects require specific project management (PM) competences development. However, while no complex projects have standards that are recognized to guide their management, complex projects do not have guides to deal with their complexity. To lead complex projects to success, this complexity must be measured quantitatively and, in our opinion, project management complexity assessment should be based on existing PM standards. In this work, the main project complexity assessment approaches based on PM standards are analyzed, observing that International Project Management Association (IPMA) approach is the closest to a tool that can be used as a complexity quantitative measurement system. On the other hand, several authors have shown that the inherent complexity of specific kind of projects must be measured in a particular way. The main objective of this research is to propose a project management complexity assessment tool for IT projects, providing a Complexity Index that measures the impact that complexity factors inherent to IT projects have under a specific complexity scenario. The tool combines the use of complexity factors defined by IPMA approach and the use of complexity factors found in the literature to manage inherent complexity of IT projects. All these factors were validated by expert survey and the tool was applied to a study case.

An early-stage project complexity assessment tool for the AEC industry

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Paulo Vaz-Serra ◽  
Peter Edwards ◽  
Guillermo Aranda-Mena
Keyword(s):  
Project Management ◽  
Assessment Tool ◽  
Early Stage ◽  
Management Practice ◽  
Assessment Model ◽  
Convenience Sample ◽  
Content Type ◽  
Complex Projects ◽  
Project Complexity ◽  
Complexity Assessment

Purpose Complex projects require careful management. They may expose stakeholders to greater risks and place additional demands upon resources. In the initial stages of project development, however, little may be known about the nature and magnitude of such complexity. This paper aims to ensure that this gap is at least subjectively assessed and addressed. Design/methodology/approach Research, using focus group workshops with a convenience sample of construction professionals, was carried out to test the validity of a Project Early Stage Complexity Assessment Tool (PESCAT). The PESCAT concept brings together selected complexity theories and uses subjectively based measures for assessment. Findings The findings confirm that an early-stage project complexity assessment tool is practicable and can contribute to project management practice in the construction industry. It should be applied by individual project stakeholders using small teams of experienced staff. PESCAT explores project complexity through “filter” sets of perspective factors which should be customised to reflect the stakeholder’s role and processes in a project. Originality/value In the initial complexity assessment model, resolution space and uncertainty were tested as project complexity parameters. However, in subsequent versions of the tool, four measures (differentiation and differentiation uncertainty; interdependency and interdependency uncertainty) are used in an innovative way that focuses users’ attention more clearly and points to a more targeted approach for addressing project complexity. The value of our model lies in its practical application and the project management benefits it can deliver.

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.

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 Study on causes of delay and cost overruns in heritage renovation of Bhaktapur

2018 ◽  
Vol 5 ◽  
pp. 15-22
Author(s):  
Umesh Sukamani ◽  
Hari Mohan Shrestha
Keyword(s):  
Project Management ◽  
Research Design ◽  
Economic Factor ◽  
Cost Overruns ◽  
Managerial Skills ◽  
Material Cost ◽  
The Cost ◽  
The Impact ◽  
Specific Project

A fresh and present look at the performance and delivery of heritage projects is required because few studies have been conducted to explore the specific project management and participant issues that contributed failed elements (time and cost) in heritage projects. The major contribution of this research is in the guidance for improvement to help avoid delays and cost overruns in future heritage renovation projects. Bhaktapur municipality is rich in heritage; here the tourism market is one of the source of economy. Bhaktapur municipality has been selected for this study because many of the heritage renovation projects have been completed each year. Most of heritage renovations have been done with the help of users committee and amanat. Tourism has become an important economic factor for the region. So the heritage renovation is studied with the impact of the delay in the works. The research design for this study is more qualitative than quantitative. The main causes of delay have been found as difficulties in financing projects and poor managerial skills. Similarly, the causes of the cost overruns have been found as material cost increased due to inflation.

scholarly journals The Application of Systems Engineering to Project Management

2020 ◽  
Vol 9 (1) ◽  
pp. 81-106
Author(s):  
Brian J. Galli
Keyword(s):  
Qualitative Research ◽  
Project Management ◽  
Systems Engineering ◽  
Large Scale ◽  
Successful Completion ◽  
Complex Problems ◽  
Complex Projects ◽  
Project Complexity ◽  
Credible Information

This study investigated the application of systems engineering to project management. There is an increasing complexity to modern projects, and lifecycle-focused project management displays the inability to manage the risks associated with increased project complexity. A more adequate approach to these issues is presented in the systems engineering processes. It was proposed that the application of systems engineering concepts will allow improve the management of complex projects and the mitigation of risks. Additionally, qualitative research conducted via the collection and analysis of credible information yielded data that supported this proposition. Since systems engineering processes are adaptable, they are suited to manage complex problems. It was concluded that applying systems engineering to project management was beneficial, and the integration of methodologies was valuable to the successful completion of large scale, complex projects.

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.

scholarly journals A Study Analysis on Effect of Software Scope Management and Scope creeping Factors in Software Project Management

2019 ◽  
Author(s):  
Mehreen Sirshar ◽  
Muneeza Khalid
Keyword(s):  
Project Management ◽  
System Development ◽  
Software Project ◽  
Software Projects ◽  
Information Technology Projects ◽  
Quality Product ◽  
Product Scope ◽  
Agile Approach ◽  
Scope Management ◽  
The Impact

Scope, time, and cost permanently effects each other and most of Information Technology projects fails due to these three factors. Scope shifting mostly occur due to time and cost. At project start, lack of understanding of project and product scope is focal involvement that leads to unsuccessful projects. Complete software scope definition determines quality of project. Defining the customer requirement and the definite scope of project has key role for implementation of project management. The complications originates when systems are developed from impractical expectations and misunderstanding requirements. These problems are cause of many changes, occurs in system development and leads to poor scope management. Scope creep is one of the momentous prompting parameter on the success of project. The failure in manage scope creep leads for 80 percent of software projects failure. However, using agile approach the impact of scope creep on projects become insignificant. A correctly distinct scope tends us to develop a quality product, within identified plans and decided cost to the stake-holders.

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 HR activities and practices for project success: A multi-method approach from Indian IT firms

2018 ◽  
Vol 22 ◽  
Author(s):  
Vanita Bhoola ◽  
Antonio Giangreco
Keyword(s):  
Project Management ◽  
Project Success ◽  
Labour Force ◽  
Research Approach ◽  
It Projects ◽  
Project Leadership ◽  
Organizational Goals ◽  
Team Members ◽  
Multi Method Approach ◽  
The Impact

The purpose of this study is to examine the impact of Human Resource activities and practices (HRAPs) on value-driven project management in the Indian IT industry. It is a sector that offers various jobs for young IT skilled labour force, but faces major challenges in recruiting and retaining talent. A multi-method research has been carried out, using Delphi technique and a simultaneous equations model. Using the Delphi method, we developed an initial set of 136 globally accepted HRAPs. This was reduced to 20 most significant attributes applicable to Indian IT projects with the help of Kendall’s coefficient of concordance (W) used over three rounds of iterations. Later, from 431 observations, we selected the top 10 HRAPs based on mean ranks in round 3 to study the impact on value-driven project success, in terms of meeting project, customer and organizational goals. The study also uses triangulation through a multi-method research approach to achieve convergence. The significant HRAPs impacting value-driven project management include efficient project leadership, effective communication, training of project leaders, ensuring job-matching and listening to team members’ issues. Frequent team conflicts and personnel turnover, however, adversely impact IT project success. Our results confirm that the impact of HRAPs on project goals is more prominent and immediate as compared to meeting customer or organizational goals, which is often delayed. The results emphasize the necessity of integrating all stakeholders of IT projects in order to accomplish value-driven success.

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