scholarly journals Incorporating sustainability into IT project management

2017 ◽  
Vol 29 (1) ◽  
Author(s):  
Grant Clinning ◽  
Carl Marnewick
Keyword(s):  
Project Management ◽  
Single Point ◽  
Project Managers ◽  
The State ◽  
Maturity Model ◽  
It Projects ◽  
Cross Sectional ◽  
Economic Dimension ◽  
The Social ◽  
It Project

The concept of sustainability is becoming more and more important in the face of dwindling resources and increasing demand. Despite this, there are still many industries and disciplines in which sustainability is not actively addressed. The requirement of meeting current and future needs is not an issue from which IT projects are exempt. Ensuring sustainability requires managing sustainability in all activities. The field of IT and sustainability is one in which literature is appearing, but at a slow pace and this leaves many unanswered questions regarding the state of sustainability in IT projects and the commitment of IT project managers to sustainability. In not knowing what the state of sustainability is, potential shortcomings remain unknown and corrective action cannot be taken. Quantitative research was conducted through the use of a survey in the form of a structured questionnaire. This research was cross-sectional as the focus was to assess the state of sustainability at a single point in time. IT project managers were randomly sampled to get an objective view of how committed they were to sustainability. This research made use of a project management sustainability maturity model to measure the extent to which sustainability is incorporated into IT projects. The findings are that IT project managers are not committed to sustainability. While the economic dimension yielded the best results, they were not ideal, and it is in fact the social and environmental dimensions that require the most attention. This lacking commitment to the social and environmental dimensions is not limited to select aspects within each dimension, as each dimension’s aspects are addressed to a similarly poor extent. This research suggests that sustainability needs to become a focus for IT project managers, but for this to happen, they require the relevant project management sustainability knowledge.

scholarly journals Incorporating the dimensions of sustainability into information systems projects

2019 ◽  
Vol 20 (1) ◽  
pp. 530-556 ◽  
Author(s):  
N Joseph ◽  
C Marnewick
Keyword(s):  
Information System ◽  
Project Management ◽  
Information Systems ◽  
Best Practices ◽  
Project Managers ◽  
The State ◽  
Economic Dimension ◽  
The Social ◽  
Project Sustainability ◽  
Is Projects

Although research has been done on sustainability in project management, little or no research has been conducted on sustainability within the domain of information system (IS) projects. This article reports on whether IS projects are executed sustainably and whether they contribute to organisational sustainability. A questionnaire, completed by 650 IS project managers, was used to determine the state of IS project sustainability. The results highlight that sustainability is not integrated into IS projects and IS project managers do not consider organisational sustainability. IS projects tend to focus on the economic dimension, i.e. increasing productivity and profits, with no thought being given to the social and environmental dimensions. This article recommends that sustainability should be incorporated into project management and IS best practices. Accordingly, the way IS projects are executed should be re-evaluated in terms of their sustainability.

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.

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.

Knowledge Sharing Tools for IT Project Management

2010 ◽  
pp. 2380-2385
Author(s):  
Stacie Petter ◽  
Vijay Vaishnavi ◽  
Lars Mathiassen
Keyword(s):  
Information Technology ◽  
Project Management ◽  
Knowledge Sharing ◽  
The State ◽  
It Project Management ◽  
It Projects ◽  
The Past ◽  
It Project ◽  
Group A

Information technology (IT) project disasters make worldwide headlines, and billions of dollars have been lost due to poor project implementations. The Standish Group, a research advisory firm, reports that only one-third of the over 13,500 IT projects evaluated in 2003 were successful, and half of the reported IT projects were classified as challenged, meaning they experienced cost and budget overruns (Larkowski, 2003). While the state of IT project management is improving, organizations must explore ways to reduce unnecessary spending that occurs because of failures, cost and schedule overruns on IT projects. One possibility is to improve knowledge sharing to avoid repeating mistakes and to build on successes from the past.

scholarly journals Management Principles Associated With IT Project Success

2010 ◽  
Vol 14 (5) ◽  
Author(s):  
John Nicholas ◽  
Gezinus Hidding
Keyword(s):  
Information Technology ◽  
Project Management ◽  
Project Success ◽  
Project Managers ◽  
Change Leadership ◽  
New Paradigm ◽  
It Projects ◽  
Project Failure ◽  
It Project ◽  
It Project Failure

Success in information technology (IT) projects remains elusive, even after decades of efforts to improve it.   Most of these efforts have focused on variations of the traditional project management paradigm as promulgated by PMBOK.  We suspected that a potential cause of high IT project failure is with the paradigm, which focuses on the project itself and on meeting time and cost targets.  A new paradigm called Value-Driven Change Leadership (VDCL) originated from discussions of a panel of project management experts.  This paper describes the principles of that paradigm.  It also reports the results from a survey of four project managers on the association between project success and management principles from VDCL and PMBOK.

Sustainability on Project Management

2020 ◽  
pp. 281-304 ◽  
Author(s):  
Hugo Fernando Castro Silva ◽  
César Hernando Rincón-González ◽  
H. Mauricio Diez-Silva
Keyword(s):  
Project Management ◽  
Empirical Research ◽  
Representative Sample ◽  
Research Work ◽  
Project Managers ◽  
Academic Community ◽  
The Other ◽  
Future Generations ◽  
Maturity Model ◽  
The Social

Ensuring the conservation of current resources for future generations has become a challenge that from day to day turns to be more important and urgent for society. Despite the fact that sustainability and project management have been subjects of interest in the academic community, few investigations are related to the integration of sustainability within project management, even fewer in the Colombian context. This empirical research work presents results about the perception from a representative sample of project managers from the construction industry in Colombia related to the implementation of elements of sustainability when managing projects established in the maturity model of Salem Azahrani. The results indicate, on one hand, a low average level of maturity and on the other, a higher orientation toward aspects of the economical dimension of the projects in comparison with the social and environmental dimensions.

Knowledge Sharing Tools for IT Project Management

2010 ◽  
pp. 530-537
Author(s):  
Stacie Petter ◽  
Vijay Vaishnavi ◽  
Lars Mathiassen
Keyword(s):  
Information Technology ◽  
Project Management ◽  
Knowledge Sharing ◽  
The State ◽  
It Project Management ◽  
It Projects ◽  
The Past ◽  
It Project ◽  
Group A

Information technology (IT) project disasters make worldwide headlines, and billions of dollars have been lost due to poor project implementations. The Standish Group, a research advisory firm, reports that only one-third of the over 13,500 IT projects evaluated in 2003 were successful, and half of the reported IT projects were classified as challenged, meaning they experienced cost and budget overruns (Larkowski, 2003). While the state of IT project management is improving, organizations must explore ways to reduce unnecessary spending that occurs because of failures, cost and schedule overruns on IT projects. One possibility is to improve knowledge sharing to avoid repeating mistakes and to build on successes from the past.

scholarly journals Financial logistics innovations in IT Project Management

2018 ◽  
Vol 193 ◽  
pp. 05062 ◽  
Author(s):  
Igor Ilin ◽  
Olga Kalinina ◽  
Sergei Barykin
Keyword(s):  
Project Management ◽  
Cognitive System ◽  
Scientific Development ◽  
It Project Management ◽  
It Projects ◽  
Scientific Rationality ◽  
It Project ◽  
New Type

The article covers the Financial Logistics methodology implementation to management of complex IT projects. The Methodological logistics unit is a new field of research in the field of a new type of scientific rationality based on the humanistic dimension in the globalization era. The article describes the approach to the scientific development of the cognitive system of a society based on the individualization of demand and consumption in the conditions of the online economy

Green IT Project Management

2013 ◽  
pp. 1072-1103
Author(s):  
Nathalie Bachour
Keyword(s):  
Project Management ◽  
Public Information ◽  
Green Technology ◽  
Decision Makers ◽  
It Projects ◽  
Green It ◽  
It Project ◽  
Sustainable Value ◽  
Private And Public ◽  
And Performance

With the constant evolution of technology and the world critical environmental status, all private and public Information Technology (IT) businesses are moving towards sustainability. Faced with influences from government regulations, market competition and constraints, as well as watchdogs, IT decision makers within organizations are forced to ride the green technology wave with a challenging and uncertain approach. This chapter defines methods to optimize Green IT projects for sustainable value creation within organizations. It only focuses on economic viability and environmental impact, but could be stretched out in the future to social aspects. The contributions of this chapter allow the project management community and decision makers to follow a framework for Green IT project success evaluation and performance follow-up throughout the project life cycle and the three levels of the organization: operational, tactical, and strategic. A macro-model is also developed to aid them in successfully selecting, prioritizing, managing, and aligning their Green IT projects with the corporate and environmental strategies.

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