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.

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 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

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.

The Effects of Project Management Certification on the Triple Constraint

2013 ◽  
Vol 4 (4) ◽  
pp. 93-111 ◽  
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.

The Importance of Managing Strategic IT Project Contracts Using a Business Process Approach

2016 ◽  
Vol 7 (4) ◽  
pp. 52-63 ◽  
Author(s):  
Terry R. Adler ◽  
Thomas G. Pittz
Keyword(s):  
Information Technology ◽  
Project Management ◽  
Process Model ◽  
Firm Strategy ◽  
Risk Identification ◽  
Lessons Learned ◽  
It Project Management ◽  
Strategic Process ◽  
Increased Risk ◽  
It Project

Much has been written about managing information technology (IT) project contracts and their ultimate effect on fulfilling an organization's strategy. The integration of managing IT projects, contracts and firm strategy, however, continues to capture the attention of scholars and practitioners. This paper discusses the integration of these issues while providing a necessary process framework of how project contracts become strategic to firms when repeated transactions, increased risk identification, enhanced trust over time, and improved exploration and learning are present. IT project management has been and continues to be a growth profession, and the use of IT project contracts to outsource work has been increasing in importance as well. The authors have found that IT project management is collaborative when work is administered through information technology contracts that respond to organizational objectives. Because of the variance in how IT contracts are managed, they develop a strategic process model and discuss two lessons learned to better facilitate managing IT contracts. The proposed model and lessons learned provide insight so that the achievement of organizational strategy can be improved through simultaneous IT project and goal alignment.

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.

IT Project Alignment in Practice

2015 ◽  
pp. 21-47 ◽  
Author(s):  
Andreas Nilsson
Keyword(s):  
Project Management ◽  
It Project Management ◽  
It Projects ◽  
It Project ◽  
Project Plan

IT projects live in dynamic and interorganizational settings. As the project context changes, IT projects run the risk of not delivering intended utility to the organization, despite delivering according to the project plan. There is a need for IT projects to continuously align themselves with their surrounding context in order to stay relevant. In this chapter, a pragmatic model for IT project alignment is presented and demonstrated. Results show how the model can be used as a support to traditional IT project management methods. The chapter is concluded with a presentation of three projects to further the understanding of IT project alignment in practice.

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.

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