Managing and Practicing OD in an IT Environment

2005 ◽  
pp. 236-268
Author(s):  
Joseph Logan
Keyword(s):  
Information Technology ◽  
Organization Development ◽  
Domain Knowledge ◽  
Project Teams ◽  
It Projects ◽  
Project Failure ◽  
Goal Clarity ◽  
Internal Support ◽  
It Project ◽  
It Project Failure

This chapter introduces a framework for improving success in information technology (IT) projects by leveraging the organization development (OD) practitioner’s expertise in fostering cooperation and learning in teams. It argues that IT project failure can be addressed and prevented by building teams that anticipate and recover from issues of communication, goal clarity, and internal support. The author intends this framework to provide a foundation for OD practitioners and IT project teams to engage the domain knowledge of each in order to successfully execute projects that are cooperative, focused on improvement through learning, and ultimately dedicated to more productive outcomes for the organizations they serve.

Managing and Practicing OD in an IT Environment

2008 ◽  
pp. 1843-1863
Author(s):  
J. Logan
Keyword(s):  
Information Technology ◽  
Organization Development ◽  
Domain Knowledge ◽  
Project Teams ◽  
It Projects ◽  
Project Failure ◽  
Goal Clarity ◽  
Internal Support ◽  
It Project ◽  
It Project Failure

This chapter introduces a framework for improving success in information technology (IT) projects by leveraging the organization development (OD) practitioner’s expertise in fostering cooperation and learning in teams. It argues that IT project failure can be addressed and prevented by building teams that anticipate and recover from issues of communication, goal clarity, and internal support. The author intends this framework to provide a foundation for OD practitioners and IT project teams to engage the domain knowledge of each in order to successfully execute projects that are cooperative, focused on improvement through learning, and ultimately dedicated to more productive outcomes for the organizations they serve.

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.

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.

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.

scholarly journals Atrasos em projetos de TI causados por falhas na gestão dos stakeholders

2013 ◽  
Vol 5 (2) ◽  
pp. 155-186
Author(s):  
Leonardo Lopes ◽  
Antonio Vico Mañas
Keyword(s):  
Information Technology ◽  
Empirical Research ◽  
Stakeholder Management ◽  
Structured Interview ◽  
Project Managers ◽  
It Projects ◽  
Rapid Changes ◽  
It Project ◽  
Data Content ◽  
Timely Delivery

The Information Technology (IT) has undergone profound and rapid changes in recent decades. In this context, organizations must be prepared to implement these technologies, on the form of projects, as quickly and effectively as possible, providing results before its competitors. Therefore, it can be noted that the delivery of a project on time, ever shorter, is essential. Considering these observations, the main purpose of this study is to explore how failures in IT project stakeholder management may impact, directly or indirectly, the deadlines of these projects. The empirical research, qualitative in nature, is of the exploratory type and counted with the participation of IT project managers and managers of IT project managers, who answered a semi structured interview and provided documents in support of the research. The transcripts of the interviews as well as the provided documents were used for the analysis of data content. As a final result of this study, the main failures in the stakeholder management that may compromise – mostly indirectly – the timely delivery of IT projects are identified and explored.

scholarly journals PENGUKURAN RISIKO PROYEK PADA PERUSAHAAN TEKNOLOGI INFORMASI DI INDONESIA

2009 ◽  
Vol 3 (2) ◽  
pp. 70
Author(s):  
Rudy M Harahap ◽  
Andri Setiawan ◽  
Adi Subakti Kurniawan ◽  
Merlin Mulia
Keyword(s):  
Information Technology ◽  
Risk Management ◽  
Risk Mitigation ◽  
Development Project ◽  
It Projects ◽  
Software Development Project ◽  
It Project ◽  
Information Technology Project ◽  
Project Risks ◽  
Implementation Failure

The success rate of information technology (IT) projects is still low. Based on one survey done in 1990s, only about 10% of software development project could be finished according to its planned budget and schedule. Another study in 1995 found that only 16.2% IT project succeed, and at the same time more than 31% IT projects were cancelled before finished. It has been found a lot of IT projects had been implemented with swelling budget. Although it is still debatable, one of the reasons of IT project implementation failure is because risk management in some IT projects is not implemented by the IT providers. The objectives of this research are to get knowledge and assess risks in implementing IT projects. This research also gives recommendations in mitigating IT project risks. In two projects that were used as sample of this research, it has been found some risks that could be happened in IT projects. That risks were then assessed based on the probability and its impact, and finally produced the recommendation for risk mitigation. All risks are described in the Risk Priority, moreover risk probability and impact is described in the probability-impact matrix from all of 4 levels. This research could improve the awareness of IT providers in Indonesia about the important of implementing IT risk management so that more IT projects in Indonesia could be run successfully.Keywords: Risk assessment, information technology project, impact, frequency

Healthcare IT Project Failure

2007 ◽  
Vol 9 (4) ◽  
pp. 1-15 ◽  
Author(s):  
Rajneesh Chowdhury ◽  
Ruth E. Butler ◽  
Steve Clarke
Keyword(s):  
Project Failure ◽  
Healthcare It ◽  
It Project ◽  
It Project Failure

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.

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