Reluctance to Report Reality in Troubled Technology Projects

2011 ◽  
pp. 282-299
Author(s):  
Jo Ellen Moore ◽  
Lisa A. Burke
Keyword(s):  
Organizational Behavior ◽  
Conceptual Framework ◽  
Situational Factors ◽  
It Projects ◽  
Worker Behavior ◽  
It Managers ◽  
Reporting Behaviors ◽  
It Project ◽  
Classic Argument ◽  
Person Variables

The situation of IT project leaders’ reluctance to engage in “reality reporting” is examined within a classic organizational behavior framework: the influence of person vs. situational factors on worker behavior. We review the MIS literature to establish that this project reporting problem has been substantiated and creates problems for organizations. Then we detail the foundation underlying Mischel’s classic argument regarding the type of situations in which person variables tend to be influential, and we extend a useful conceptual framework for IT managers. Viewing this reporting behavior through the lens provided by Mischel leads to recommendations on how managers can make status reporting in troubled IT projects a stronger situation to influence reality reporting behaviors by project leaders.

Rubric for Evaluating the Alignment of the IT Project Portfolio with IT Governance in Universities

2021 ◽  
Vol 52 (3) ◽  
pp. 56-76
Author(s):  
Francisco Valverde-Alulema ◽  
Faraón Llorens-Largo
Keyword(s):  
Qualitative Research ◽  
Information Technologies ◽  
It Governance ◽  
Project Portfolio ◽  
It Projects ◽  
Strategic Objectives ◽  
It Managers ◽  
It Project ◽  
Real Scenario ◽  
Spanish Public Universities

Organizations are currently using the potential of IT to achieve their strategic objectives. IT governance ensures that decisions related to information technologies are aligned with business needs and strategies. One of the best practices to introduce a culture of IT governance is the implementation of the IT project portfolio. However, there is a lack of studies that support this claim. We developed a rubric to evaluate the portfolio of IT projects of a university to determine its strategic nature and its alignment with the principles of IT governance. After a phase of qualitative research, we designed a survey to collect quantitative data in a real scenario. We contrasted these data with the estimated scenario through the results obtained in the previous phase. The objective of this research is to validate and improve the starting proposal as a result of qualitative research. This survey has been answered by Spanish public universities that have implemented a portfolio of IT projects and whose IT managers are aware of the ISO/IEC 38500 standard and its principles. The results have allowed us to design a rubric that can be used by universities to evaluate the relationship between the elements and the advantages of the IT project portfolio and its alignment with IT governance.

The Development of a Conceptual Framework for Knowledge Sharing in Agile IT Projects

2021 ◽  
pp. 1-12
Author(s):  
Rodrigo Oliveira de Castro ◽  
Cesar Sanin ◽  
Andrew Levula ◽  
Edward Szczerbicki
Keyword(s):  
Conceptual Framework ◽  
Knowledge Sharing ◽  
It Projects

The Binding and Blinding Influence of Project Commitment

2015 ◽  
Vol 28 (1) ◽  
pp. 57-74 ◽  
Author(s):  
Melinda L. Korzaan ◽  
Nita G. Brooks
Keyword(s):  
Structural Equation ◽  
Affective Commitment ◽  
Behavioral Control ◽  
Equation Modeling ◽  
Future Research ◽  
Perceived Behavioral Control ◽  
It Projects ◽  
Continuance Commitment ◽  
It Project ◽  
Survey Responses

Proper management of information technology (IT) projects remains important within organizations; they require tremendous investment and consume valuable resources. To enhance one's understanding of IT projects and the continued issue of project failure, this study develops a model of the psychological influences of IT project commitment for individuals working on IT projects and its influence on intentions to continue an IT project (ICITP). Survey responses from 232 individuals across several organizations were obtained, and structural equation modeling was used to analyze the data. Three forms of project commitment (affective, continuance, and normative), subjective norm, and perceived behavioral control – internal were significant predictors of ICITP, explaining 64% of the variance. Additionally, continuance commitment and perceived behavioral control – internal were found to explain 46% of the variance in affective commitment. Implications and directions for future research are provided.

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

Reasons Behind IT Project Failure

2013 ◽  
pp. 188-202 ◽  
Author(s):  
Emad Abu-Shanab ◽  
Ashraf Al-Saggar
Keyword(s):  
Information Technology ◽  
Empirical Study ◽  
Project Success ◽  
Time Cost ◽  
It Projects ◽  
Project Failure ◽  
Technology Changes ◽  
It Project ◽  
It Project Failure ◽  
Future Work

Information Technology (IT) projects have high failure and escalation rates because of the nature of domain and the rapid technology changes. It is important to understand the factors causing IT project success or failure. This chapter reviews the literature related to project failure and escalation and concludes with 17 important factors that cause IT projects to fail and 10 factors that contribute to the escalation of projects in time, cost, or scope. The concluded factors are utilized in an empirical study to explore the Jordanian environment and check the rank of these factors as perceived by Jordanian specialists. Conclusions and future work are stated at the end of this chapter.

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.

Green IT Project Management

2012 ◽  
pp. 146-178
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.

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.

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