Global IT Project Management Using Web 2.0

2011 ◽  
Vol 2 (3) ◽  
pp. 30-52 ◽  
Author(s):  
Behnaz Gholami ◽  
San Murugesan
Keyword(s):  
Project Management ◽  
Web 2.0 ◽  
Distributed Teams ◽  
Global Teams ◽  
It Project Management ◽  
It Projects ◽  
Web 2.0 Tools ◽  
Level Of Use ◽  
Global Projects ◽  
Globally Distributed

For many businesses, managing globally distributed IT projects effectively is key to success in today’s competitive environment. However, IT projects and their managements are notorious for failures, and managing globally distributed teams poses unique additional challenges. While the Internet, email and the Web have been major means of communication among such teams, new Web 2.0 technologies and applications which have emerged into prominence in the last few years present new opportunities for successfully managing global projects. This paper presents the authors’ findings on awareness and level of use of Web 2.0 tools for project management among global teams. It also offers recommendations on how managers of global IT projects can manage their teams more efficiently and effectively using Web 2.0 tools.

Global IT Project Management Using Web 2.0

2012 ◽  
pp. 150-172
Author(s):  
Behnaz Gholami ◽  
San Murugesan
Keyword(s):  
Project Management ◽  
Web 2.0 ◽  
Distributed Teams ◽  
Global Teams ◽  
It Project Management ◽  
It Projects ◽  
Web 2.0 Tools ◽  
Level Of Use ◽  
Global Projects ◽  
Globally Distributed

For many businesses, managing globally distributed IT projects effectively is key to success in today’s competitive environment. However, IT projects and their managements are notorious for failures, and managing globally distributed teams poses unique additional challenges. While the Internet, email and the Web have been major means of communication among such teams, new Web 2.0 technologies and applications which have emerged into prominence in the last few years present new opportunities for successfully managing global projects. This paper presents the authors’ findings on awareness and level of use of Web 2.0 tools for project management among global teams. It also offers recommendations on how managers of global IT projects can manage their teams more efficiently and effectively using Web 2.0 tools.

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

The Software Engineering Discipline

2006 ◽  
pp. 59-97
Author(s):  
Daniel M. Brandon
Keyword(s):  
Project Management ◽  
Software Engineering ◽  
Software Development ◽  
Success Factors ◽  
Project Success ◽  
It Project Management ◽  
It Projects ◽  
Engineering Discipline

Software engineering is vital for the proper planning of IT projects, although it is not a formal part of project management. The software engineering embedded in the acquired products will significantly affect long-term project success factors, even for IT projects that primarily involve software acquisition and integration instead of software development,. In this chapter I review software engineering and its relation to IT project management.

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.

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.

IPRM

2011 ◽  
pp. 261-282
Author(s):  
Fayez Ahmad Albadri
Keyword(s):  
Project Management ◽  
Professional Experience ◽  
It Project Management ◽  
It Projects ◽  
Enterprise Information ◽  
Enterprise Information Systems ◽  
Project Failures ◽  
Clear Insight ◽  
Integrated Project ◽  
Management Approaches

An overwhelming number of Information Technology (IT) projects experience persistent problems and failures. This chapter reflects on some of the important aspects of IT Project Management as applied to the implementation and post-implementation of Enterprise Information Systems and ERP applications. The proposition is based on the author’s professional experience as a system consultant, a manager and an educator. It also echoes some of the important findings of a major action research undertaken by the author over seven years, where he had a dual role as a project resource and a researcher, allowing him a first hand experience of enterprise applications issues and problems, culminating in a clear insight to why IT projects fail and how to overcome persisting inadequacies that lead to project failures. By investigating 25 major IT projects and analysing the variables that influence project performance, the research has successfully developed, tested and refined a hypothesised risk-based management model. With its components, processes, metrics and tools clearly defined and characterised, the Integrated Project-Risk Management (IPRM) model and system are presented as viable alternatives to conventional project management approaches and tools.

The Use of an Ontotrigger for Designing the Ontology of a Model Maturity Capsule

2016 ◽  
Vol 26 (05) ◽  
pp. 715-731 ◽  
Author(s):  
Cezary Orłowski ◽  
Paweł Kapłański ◽  
Ngoc-Thanh Nguyen ◽  
Marcin Pietranik
Keyword(s):  
Project Management ◽  
It Project Management ◽  
It Projects ◽  
The Third ◽  
Fourth Part ◽  
It Project ◽  
Management Method

The aim of this work is to give the definition and present the possibility of applying (introduced and defined here) ontotriggers to design the ontology of a maturity capsule used in the assessment of IT projects. The complexity of designing ontology processes raises the question of whether there is a need for designing ontologies in a situation where it is possible to map them. The work is divided into four main parts. The first part presents and defines the concept of an ontotrigger. The second part presents a model maturity capsule. Similarities to the maturity capsule of a project managed in accordance with the SCRUM methodology have also been indicated. The third part discusses the method of building ontologies for both capsules and indicates the possibility of mapping them. The fourth part presents the application of an ontotrigger which uses the ability to map both ontologies. In summary, the applicability of ontotriggers has been demonstrated for the design of ontologies of any class and their objects. The process of verifying this applicability for two maturity capsules: the model and SCRUM maturity capsules, showed that the design of ontologies for any IT project management method can be implemented through maturity capsule ontotriggers rather than designing new ontologies.

scholarly journals Sustainable Approach in IT Project Management—Methodology Choice vs. Client Satisfaction

2021 ◽  
Vol 13 (3) ◽  
pp. 1466
Author(s):  
Monika Woźniak
Keyword(s):  
Project Management ◽  
Client Satisfaction ◽  
Measurement Instrument ◽  
It Project Management ◽  
Key Factors ◽  
It Projects ◽  
It Project ◽  
Management Area ◽  
The Subject ◽  
Measuring Tool

Major elaborations on sustainable development relating to the general economic sphere of various issue-related areas. Surprisingly little explicit guidance presenting this topic from the organizational side exists. To fill this gap, this paper attempts to propose and verify the concept of a sustainable approach to IT project management by involving the client at the stage of choosing the project management methodology. The research scope constitute IT projects, the subject of which was the development of software commissioned by the organization. The study aims to assess how the internal perspective of sustainability in IT projects, manifested in the matching of IT project management methodology to the client, affects the overall client’s satisfaction with the IT project, its products, and results. In the study, 64 IT projects implemented in Polish SME organizations were analyzed throughout their life cycle. The study has proved that introducing and improving the internal perspective of sustainability in IT projects, by matching an IT project management methodology to the client type is one of the key factors determining the level of client satisfaction and thus the assessment of the project’s success. The evaluation was made using the Servperv method by developing a measurement instrument dedicated to the IT project management area. Researches can use the proposed approach and the Servperv measuring tool to carry out similar analyses with different sample groups across other countries. The software industry can find results valuable and useful with regard to the IT project management improvement.

scholarly journals DEVELOPMENT OF MOBILE MARKETING IT PROJECTS: OPPORTUNITIES FOR MOLDOVA AND UKRAINE

2020 ◽  
pp. 59-69
Keyword(s):  
Project Management ◽  
Web Applications ◽  
Mobile App ◽  
Mobile Marketing ◽  
It Project Management ◽  
It Projects ◽  
Agile Methodologies ◽  
It Project ◽  
The Republic ◽  
App Design

This article describes the main problematic issues and modern approaches to managing and developing mobile marketing IT projects. In this study, the authors set the goal of the study – to analyze the features of IT project management in mobile marketing, to systematize the development models of modern web projects and to study the possibilities of using flexible applied methodologies that formalize the development and modification of web applications based on the use of effective methods for managing IT projects in mobile marketing. To achieve this research goal, the authors used theoretical and conceptual analysis, studied existent empirical databases for the mobile application market in the Republic of Moldova and Ukraine. The authors highlighted the critical problems of using agile methodologies in IT projects of mobile marketing. A comparative analysis of the feature’s applicability of IT project management methodologies and problems of their using in mobile marketing applications are presented. The logical and structural diagram of the stages of the Mobile App Design Timeline is proposed, which contributes to increasing the effectiveness of the implementation of information technology projects in general. To assess the applicability of the flexible methodologies of Kanban and Scrum, an IT project of mobile marketing was simulated. The significance of the results obtained is predetermined by the fact that they could form a theoretical base for improving the effectiveness of marketing activity under conditions of the informatization of society through the building a selforganizing team and use of agile methodologies in mobile marketing IT projects.

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