scholarly journals Shared Leadership In IT Project Management: A Practice Survey

2013 ◽  
Vol 17 (4) ◽  
pp. 223
Author(s):  
Chet Stagnaro ◽  
Chris Piotrowski
Keyword(s):  
Project Management ◽  
Shared Leadership ◽  
Management Practices ◽  
Project Managers ◽  
It Project Management ◽  
Actual Usage ◽  
Positive Attitudes ◽  
It Project ◽  
Industry Certification ◽  
Managerial Level

In the management field today, shared leadership (SL) is considered a form of distributed leadership, conceptualized largely as working or functioning within a team framework. Yet, there seems to be sparse research on the application of shared leadership principles in the IT field, particularly project management practices. To address this void in the literature, the current study was designed to determine the actual usage and assess the views of managerial-level practitioners toward SL. To that end, a 12-item Likert-type instrument was developed that reflected attitudes, intent, and actual usage. An E-mail response form was forwarded to a target sample of 250 IT project managers in the U.S. Of these, 102 responded with completed survey data. The independent variables in this study were gender, years in IT practice, and industry certification. These project managers expressed overwhelmingly positive attitudes and confirmed wide usage of SL in work-based projects. No significant differences, based on gender, years of experience, and certification were noted. Overall, these findings support the efficacy of the SL model and team-based leadership styles.

Critical Behavioral Competencies for IT Project Managers

2012 ◽  
pp. 165-184 ◽  
Author(s):  
Hazel Taylor ◽  
Jill Palzkill Woelfer
Keyword(s):  
Project Management ◽  
Project Managers ◽  
It Project Management ◽  
Management Competencies ◽  
Training Interventions ◽  
It Project ◽  
Key Competencies ◽  
And Training ◽  
Critical Situations ◽  
Behavioral Competencies

What behavioral competencies do experienced IT project managers apply when facing critical situations in their projects, and how have they developed those competencies? In this paper, the authors answer these questions. The authors interviewed 23 experienced IT project managers from 11 organizations, focusing on critical situations that they now managed differently from their earlier, novice, practices, and on how they had learned to develop these different approaches. The authors discuss a variety of management development and training interventions. They use a thematic analysis to identify the key competencies being applied and learning methods experienced by this set of managers. Results suggest that IT project managers are drawing on a different set of competencies from those required for project management in other industries. Additionally, this paper reveals the importance of informal learning channels, often involving project experiences, for the development of IT project management competencies.

scholarly journals Using a Case Method Approach in an IT Project Management Curriculum: A Long Look over the Shoulder of a Practitioner at Work

10.28945/2655 ◽  
2003 ◽  
Author(s):  
Tony Jewels ◽  
Christine Bruce
Keyword(s):  
Project Management ◽  
Project Managers ◽  
Practical Implementation ◽  
Case Method ◽  
It Project Management ◽  
Skill Sets ◽  
It Project ◽  
Management Curriculum ◽  
Role Demands ◽  
Method Approach

Modern IT project managers require a range of multi-disciplinary skill-sets in order to increase the likelihood of project success. Delivery of a single course unit, which attempts to prepare students for the rigours demanded from this role, demands a delicate blend of topics from curricula administrators and a pedagogy that best suits its environmental constraints. The Faculty of Information Technology of one university is using an integrated case method approach in an attempt to link theoretical constructs of IT project management (ITPM) with a real-world, practical implementation example. An analysis of student post-unit feedback indicates a variation in understanding of what had been learnt, providing an opportunity to advance the teaching model.

Critical Behavioral Competencies for IT Project Managers

2010 ◽  
Vol 1 (4) ◽  
pp. 1-19 ◽  
Author(s):  
Hazel Taylor ◽  
Jill Palzkill Woelfer
Keyword(s):  
Project Management ◽  
Project Managers ◽  
It Project Management ◽  
Management Competencies ◽  
Training Interventions ◽  
It Project ◽  
Key Competencies ◽  
And Training ◽  
Critical Situations ◽  
Behavioral Competencies

What behavioral competencies do experienced IT project managers apply when facing critical situations in their projects, and how have they developed those competencies? In this paper, the authors answer these questions. The authors interviewed 23 experienced IT project managers from 11 organizations, focusing on critical situations that they now managed differently from their earlier, novice, practices, and on how they had learned to develop these different approaches. The authors discuss a variety of management development and training interventions. They use a thematic analysis to identify the key competencies being applied and learning methods experienced by this set of managers. Results suggest that IT project managers are drawing on a different set of competencies from those required for project management in other industries. Additionally, this paper reveals the importance of informal learning channels, often involving project experiences, for the development of IT project management competencies.

IT project management capabilities enhancement impacts of contingent employment policy in Hong Kong organisations

2013 ◽  
Vol 7 (1) ◽  
pp. 144-157 ◽  
Author(s):  
Chui-Ha Ng ◽  
Derek H.T. Walker ◽  
Ginger Levin
Keyword(s):  
Hong Kong ◽  
Project Management ◽  
Project Managers ◽  
Contingent Workers ◽  
It Project Management ◽  
Content Type ◽  
Doctoral Thesis ◽  
Contingent Employment ◽  
It Project ◽  
The Way

Purpose – This paper aims to present a summary of findings of a doctoral thesis on the impacts of contingent employment on IT project management (PM) practices in three large representative Hong Kong organisations. It also presents the candidate's experience of the doctoral process in successfully completing the thesis as a mature and experience PM practitioner. Design/methodology/approach – This is a thesis research note reporting on the thesis that was undertaken as a series of case studies and includes reflections on the doctoral experience by the candidate and one of the two supervisors. Findings – The doctoral research findings are summarised and the URL link to the thesis is provided http://researchbank.rmit.edu.au/view/rmit:160254. Important findings about the way that the case study organisations managed the attraction, retention and career development of contingent workers are summarised. The nature of the doctoral journey is presented as findings through reflection. Practical implications – The thesis addresses a poorly researched area, contingent employment and the relationship between project managers and the organisations that hire them. The way that contingent workers develop their skills and how they may effectively engage in knowledge transfer is vital to organisational learning. Originality/value – The paper places its discussion in a Hong Kong context. There are few if any such studies in the PM literature in this region and consideration of HR issues for project managers are also an emerging area of research. The doctoral thesis reported upon and the link to it as provided allows readers access to a highly current source of literature and empirical work.

Excellence in IT Project Management

2015 ◽  
Vol 6 (3) ◽  
pp. 71-84
Author(s):  
Michael Elliott ◽  
Ray Dawson
Keyword(s):  
Project Management ◽  
Career Paths ◽  
Step Change ◽  
It Project Management ◽  
Technology Learning ◽  
Agile Methodology ◽  
Current Thinking ◽  
It Project ◽  
Personal Skills ◽  
Silver Bullet

With almost thirty years since the start of our quest to find Fred Brooks' magical “Silver Bullet” to slay our productivity horrors, and twenty years since the first Standish report on IT project success and failures, are we getting closer? This paper discusses and challenges current thinking on process improvement initiates to provide answers of how we can significantly improve IT project productivity and consider that to achieve a step change in improvement requires a different approach. Recent Standish research has highlighted the Agile Methodology as being particularly successful for the smaller IT project. However, what specifically is creating this improvement? Is it the process itself or is there something that the process enables? The hypothesis presented is that in order to create the step change improvement in IT project management delivery, we need to significantly improve the inter-personal skills of the whole IT project management team. The revolution for improved productivity will stem from challenging the typical career paths of technology learning to provide a much greater focus on the softer skills.

scholarly journals Project Management in Development Cooperation. Non-Governmental Organizations

Innovar ◽  
2015 ◽  
Vol 25 (56) ◽  
pp. 53-67 ◽  
Author(s):  
Maricela I. Montes-Guerra ◽  
Aida R. De-Miguel ◽  
M. Amaya Pérez-Ezcurdia ◽  
Faustino N. Gimena ◽  
H. Mauricio Díez-Silva
Keyword(s):  
Project Management ◽  
Management Practices ◽  
Project Performance ◽  
Project Managers ◽  
Development Cooperation ◽  
Governmental Organizations ◽  
Non Governmental Organizations ◽  
Applicable Knowledge ◽  
The Impact ◽  
Positive Effect

This article analyzes the adoption of project management practices in development cooperation NGOs and their influence on project performance. This paper illustrates the impact in the implementation of methodologies, techniques and tools on outcomes, measured by success criteria of several projects recently implemented. Information from the project managers of the organizations was collected, and complemented by a literature review. We analyzed the correlation among the variables that determine the adoption of a project, and the criteria that determine its success. The positive effect of project management adoption in the performance of cooperation projects is demonstrated, in spite of the low use of methodologies, techniques and tools within the sector. The article shows the importance of project management in cooperation and aid projects, with the purpose of increasing researchers' awareness about the field as applicable knowledge and about the benefits of its use in the sector. The paper shows that project management can improve project efficiency and accountability in other sectors.

Global IT Project Management: An Agile Planning Assistance

2020 ◽  
pp. 575-582
Author(s):  
Mohammed Ghaouth Belkasmi ◽  
Zineb Bougroun ◽  
Ilhame El Farissi ◽  
Mohamed Emharraf ◽  
Saida Belouali ◽  
...  
Keyword(s):  
Project Management ◽  
It Project Management ◽  
It Project
Sign in / Sign up

Export Citation Format

Share Document