A Preliminary Investigation of Exploration-Oriented, Learning Behaviors for Managing Project Quality

2015 ◽  
Vol 6 (2) ◽  
pp. 18-39 ◽  
Author(s):  
Brian J. Herod ◽  
Jamison V. Kovach
Keyword(s):  
Information Technology ◽  
Quality Management ◽  
Focus Group ◽  
Preliminary Investigation ◽  
Project Managers ◽  
Structured Interviews ◽  
Quality Outcomes ◽  
Project Quality ◽  
Management Processes ◽  
It Project

Customers are typically dissatisfied when projects fail to meet requirements and/or expectations. While effectively managing projects requires balancing competing constraints, quality is one aspect of project management that has not been widely explored. To address this issue, this research investigated the characteristics of learning/exploration used to support managing project quality. This qualitative study used semi-structured interviews with information technology (IT) project managers to identify learning/exploration-oriented approaches currently used in project-based environments. Analysis of the data obtained through interviews identified characteristics of learning/exploration used in projects and these findings were validated through a focus group with additional IT project managers. Based on this research, an approach is proposed that provides specific insights for project managers about using exploratory practices. When coupled with traditional project quality management processes, these learning/exploratory activities may help to enhance ambidexterity within project-based organizations and improve project quality outcomes.

Quality Standardization Patterns in ICT Offshore

2009 ◽  
pp. 219-235
Author(s):  
Esther Ruiz Ben
Keyword(s):  
Quality Management ◽  
Crucial Role ◽  
Quality Standards ◽  
Project Managers ◽  
Quality Outcomes ◽  
Preliminary Results ◽  
Production Processes ◽  
Communication Processes ◽  
Ict Competencies

In recent years, the ICT branch has experienced new internationalization impulses through the improvement of offshore practices. Particularly the development of modularization and standardization of some production processes have crucially contributed to enabling offshoring in globalized areas of ICT. Competencies as well as innovation sources have increasingly fragmented; resting upon cooperation and trust principles. Quality standards play a crucial role to satisfy and optimize these coordination and regulation needs so to warrant quality outcomes. In this chapter, I will give an overview of the development of quality standards related to offshore projects, focusing particularly on recent practices in Europe. To illustrate the importance of quality standards and quality management for ICT off- and nearshore projects, and moreover for the internationalization of the ICT branch, I present some preliminary results of my work in progress. From the perspective of project managers in large ICT firms, quality standards play a very important role as the internal controlling instrument of working and communication processes; as well as an external mechanism beyond the ICT network in order to get market advantages.

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.

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.

Quality Standardization Patterns in ICT Offshore

2010 ◽  
pp. 2082-2098
Author(s):  
Esther Ruiz Ben
Keyword(s):  
Quality Management ◽  
Crucial Role ◽  
Quality Standards ◽  
Project Managers ◽  
Quality Outcomes ◽  
Preliminary Results ◽  
Production Processes ◽  
Communication Processes ◽  
Ict Competencies

In recent years, the ICT branch has experienced new internationalization impulses through the improvement of offshore practices. Particularly the development of modularization and standardization of some production processes have crucially contributed to enabling offshoring in globalized areas of ICT. Competencies as well as innovation sources have increasingly fragmented; resting upon cooperation and trust principles. Quality standards play a crucial role to satisfy and optimize these coordination and regulation needs so to warrant quality outcomes. In this chapter, I will give an overview of the development of quality standards related to offshore projects, focusing particularly on recent practices in Europe. To illustrate the importance of quality standards and quality management for ICT off- and nearshore projects, and moreover for the internationalization of the ICT branch, I present some preliminary results of my work in progress. From the perspective of project managers in large ICT firms, quality standards play a very important role as the internal controlling instrument of working and communication processes; as well as an external mechanism beyond the ICT network in order to get market advantages.

IT project quality management

2018 ◽  
pp. 144-160
Author(s):  
Andrew Wright ◽  
Therese Lawlor-Wright
Keyword(s):  
Quality Management ◽  
Project Quality ◽  
It Project

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.

Quality Standardization Patterns in ICT Offshore

2011 ◽  
pp. 312-327
Author(s):  
Esther Ruiz Ben
Keyword(s):  
Quality Management ◽  
Crucial Role ◽  
Quality Standards ◽  
Project Managers ◽  
Quality Outcomes ◽  
Preliminary Results ◽  
Production Processes ◽  
Communication Processes ◽  
Ict Competencies

In recent years, the ICT branch has experienced new internationalization impulses through the improvement of offshore practices. Particularly the development of modularization and standardization of some production processes have crucially contributed to enabling offshoring in globalized areas of ICT. Competencies as well as innovation sources have increasingly fragmented; resting upon cooperation and trust principles. Quality standards play a crucial role to satisfy and optimize these coordination and regulation needs so to warrant quality outcomes. In this chapter, I will give an overview of the development of quality standards related to offshore projects, focusing particularly on recent practices in Europe. To illustrate the importance of quality standards and quality management for ICT off- and nearshore projects, and moreover for the internationalization of the ICT branch, I present some preliminary results of my work in progress. From the perspective of project managers in large ICT firms, quality standards play a very important role as the internal controlling instrument of working and communication processes; as well as an external mechanism beyond the ICT network in order to get market advantages.

Risk Management in Global CRM IT Projects

2020 ◽  
Vol 8 (2) ◽  
pp. 156-172
Author(s):  
G. K. Deshmukh ◽  
Hory Sankar Mukerjee ◽  
U. Devi Prasad
Keyword(s):  
Information Technology ◽  
Risk Management ◽  
Project Managers ◽  
Final Outcome ◽  
Customer Relationship ◽  
Management Process ◽  
It Projects ◽  
Technical Performance ◽  
Risk Management Process ◽  
It Project

Global information technology projects are risky with failure rates for customer relationship management information technology (CRM IT) projects estimated to 70 percent. These failures are often due to multiplicity of factors including poor risk management. The project management literature points out four broad types of risks: technical, external, organizational, and other risk factors. Project manager’s basic job, therefore, becomes to manage the risks and ensure that an IT project is steered to completion while meeting the objectives. Unmanaged risks run into chances of failure and ultimately impacting the CRM project and the reputation of the consultant. Payne and Frow’s (2005) advocates the need for a structured study on the information technology implementations of these projects. The objectives of the study are to investigate: how project risks in CRM- IT implementations impact the final outcome and how the risk management process adopted by the IT project manager impacts the final outcome of the project. The research was conducted administering questionnaire to 135 project managers. It was found that project risk impact cost, time, and technical performance and risk management process impacts planning, support of customers as well as top management.

Information Technology Consulting and the Implementation of Information Technology

2011 ◽  
pp. 381-405
Author(s):  
Michaela Wieandt
Keyword(s):  
Information Technology ◽  
Impression Management ◽  
Large Scale ◽  
Implementation Process ◽  
Charismatic Leadership ◽  
Project Managers ◽  
Organizational Level ◽  
Central Position ◽  
Power Relationships ◽  
It Project

IT consulting seems to be of growing importance within organizations. The tendency towards complex large-scale IT consulting projects requires a more detailed exploration of the implementation process on the organizational level. Given that these projects contribute to or create organizational change (i.e. Markus, 2004), power relationships are assumed to influence the implementation of information technology. This paper examines the collaboration between IT consultants, employees and project managers within IT consulting projects, considering aspects of power negotiation and power politics within organizations. Based on the literature on IT consulting and IT project implementation, major risks and challenges of the implementation process as well as possible solutions will be identified and analyzed. Following Giddens’ theoretical framework of structuration theory (Giddens, 1984), an actor’s access to authoritative and allocative resources as well as his position and strategies in relation to power are explored. It will be shown that IT consultants may have a central position within the constellation of an IT project, depending on their strategies of impression management and charismatic leadership (Sosik & Jung, 2003).

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