Replacing Project Managers in Information Technology Projects

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.

Download Full-text

The Effects of Project Management Certification on the Triple Constraint

International Journal of Information Technology Project Management ◽

10.4018/ijitpm.2013100106 ◽

2013 ◽

Vol 4 (4) ◽

pp. 93-111 ◽

Cited By ~ 12

Author(s):

Joseph T. Catanio ◽

Gary Armstrong ◽

Joanne Tucker

Keyword(s):

Information Technology ◽

Project Management ◽

Success Rate ◽

Empirical Evidence ◽

Cost Management ◽

Project Managers ◽

It Project Management ◽

Professional Certification ◽

It Projects ◽

Better Than

This research paper describes key information technology (IT) project management activities in terms of project scope, time, and cost management, namely the triple constraint. The authors contend that the ability to properly manage and execute these activities is the quintessential component that oftentimes drives whether projects succeed or fail. The literature shows that IT projects have a dismal success rate but successful projects have been on the rise. The authors attempt to determine if the increase of successful projects correlates to the increase in the number of certified project managers. Empirical evidence is presented that indicates certified project managers do not perform project scope, time, and cost management activities better than project managers without professional certification credentials.

Download Full-text

Managing Information Technology Projects Using Agile Methodology

Advances in IT Standards and Standardization Research - Developing Countries and Technology Inclusion in the 21st Century Information Society ◽

10.4018/978-1-7998-3468-7.ch007 ◽

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.

Download Full-text

Project Manager Assignment and Its Impact on Multiple Project Management Effectiveness

International Journal of Information Technology Project Management ◽

10.4018/ijitpm.2017100104 ◽

2017 ◽

Vol 8 (4) ◽

pp. 46-65

Author(s):

Mira Thoumy ◽

Joelle Moubarak

Keyword(s):

Information Technology ◽

Project Management ◽

Random Sample ◽

Commercial Banks ◽

Project Managers ◽

Project Manager ◽

Management Effectiveness ◽

Information Technology Projects ◽

Multiple Project Management ◽

Different Levels

This article aims at identifying the predictive effect of Project Manager's assignment on multiple project management effectiveness in the case of information technology projects in the Lebanese banks. The multiple project management effectiveness was measured on 3 different levels: organizational, projects success and project manager. A survey-based analysis was conducted on a random sample of 43 project managers working in 19 different Lebanese commercial banks. The results showed that most of the project manager's assignment factors influence positively the multiple project effectiveness with some exceptions.

Download Full-text

Computational Intelligence for Information Technology Project Management

Machine Learning ◽

10.4018/978-1-60960-818-7.ch606 ◽

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.

Download Full-text

Computational Intelligence for Information Technology Project Management

Intelligent Systems in Operations ◽

10.4018/978-1-61520-605-6.ch005 ◽

2010 ◽

pp. 80-104 ◽

Cited By ~ 1

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.

Download Full-text

The Rational Choice of Not Applying Project Risk Management in Information Technology Projects

Project Management Journal ◽

10.1002/pmj.20112 ◽

2009 ◽

Vol 40 (3) ◽

pp. 72-81 ◽

Cited By ~ 26

Author(s):

Elmar Kutsch ◽

Mark Hall

Keyword(s):

Information Technology ◽

Risk Management ◽

Project Management ◽

Project Managers ◽

Project Risk Management ◽

Management Process ◽

Information Technology Projects ◽

Project Risk ◽

Risk Management Process ◽

Project Management Institute

The management of risk is considered a key discipline by the Project Management Institute and the Association for Project Management. However, knowledge of what needs to be done frequently fails to result in action consistent with that knowledge. The reasons for this seem to have received little attention. This study researched the degree of use of project risk management and barriers that prevent IT project managers from using risk management. Interviews and a survey were carried out. The results show that, in one-third of cases, because of the problem of cost justification, no formal project risk management process was applied.

Download Full-text

Providing a Model for Virtual Project Management with an Emphasis on IT Projects

Project Management ◽

10.4018/978-1-5225-0196-1.ch023 ◽

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.

Download Full-text

Project Management Best Practices to Increase Success

Encyclopedia of Information Science and Technology, First Edition ◽

10.4018/978-1-59140-553-5.ch412 ◽

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.

Download Full-text

Knowledge Sharing Tools for IT Project Management

Encyclopedia of Information Science and Technology, Second Edition ◽

10.4018/978-1-60566-026-4.ch377 ◽

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.

Download Full-text