scholarly journals Methodologies for managing an IT project team with specialists with limited mobility

2021 ◽  
Author(s):  
V.S Yuranov ◽  
◽  
A.V Kabanin ◽  
A.A Lushnikov ◽  
◽  
...  
Keyword(s):  
Project Team ◽  
Limited Mobility ◽  
It Project

Formation of an IT Project Team in the Context of PMBOK Requirements

2021 ◽  
Author(s):  
Ruslan Nebesnyi ◽  
Nataliia Kunanets ◽  
Roman Vaskiv ◽  
Nataliia Veretennikova
Keyword(s):  
Project Team ◽  
It Project

scholarly journals "What is the Influence of Communication Quality Between the Business and IT Project Team on ERP Implementation Project Success?"

2021 ◽  
Author(s):  
◽  
Alexander Schnepel
Keyword(s):  
User Satisfaction ◽  
Project Success ◽  
System Development ◽  
Secondary Analysis ◽  
Project Team ◽  
Communication Quality ◽  
Erp Implementation ◽  
Implementation Project ◽  
It Project

<p>Communication between the information systems (IS) specialist and the user has long been recognised in the IS literature as an important aspect of successful information system development projects. Since the 1970s IS researchers have studied the role of communication in the system development process and its influence on project/system success. Communication has been studied as a broad concept as well as in regard to specific aspects such as communication frequency, quantity, and the fit between the communication medium and the task. Yet, quality has been neglected. Therefore, this study presents the concept of "communication quality". The study investigated the influence of communication quality on project success in an Enterprise Resource Planning system implementation at a large North-American manufacturing company. ERP project implementation success was assessed by a multidimensional framework including multiple stakeholder perspectives. The study used supplementary secondary analysis of 54 interviews with project stakeholders from the IT project team and the business side of this organisation. The current study found support for the individual attributes of communication quality, namely completeness, credibility, accuracy, purpose adequacy, timeliness, openness, audience adequacy, bidirectionality, and a balance of formality vs. informality. The study found indications that a lack of communication quality might impact ERP implementation project success negatively whereas better communication quality might foster success. The ERP project at the organisation was successful in terms of traditional project success measures such as "on time" and "within budget". However, communication quality seemed to have a negative correlation to the quality of the relationship between the project team and the business as well as user satisfaction. System acceptance and use appeared to have been facilitated by better communication quality. The study enriches the IS literature by increasing the understanding of communication aspects during ERP implementation projects. It is also one of the first studies to introduce the new research method of secondary analysis of qualitative data from sociology into the IS field. Practitioners can apply the findings of this study to facilitate ERP implementation project success on a more holistic level addressing also user satisfaction and the quality of the relationship between the IT project team and the rest of the business.</p>

scholarly journals Role and impact of social relationships and networks in a software project team environment – a conceptual framework

2014 ◽  
Vol 4 (2) ◽  
pp. 1
Author(s):  
Awie Leonard
Keyword(s):  
Conceptual Framework ◽  
Social Relationships ◽  
Project Team ◽  
Project Teams ◽  
Research Approach ◽  
Software Project ◽  
Team Members ◽  
Project Environment ◽  
It Project ◽  
Research Findings

The establishment of social relationships between information technology (IT) project team members is a phenomenon all IT professionals are exposed to and, in many cases, involved in. Furthermore, these relationships are used by IT project team members for personal as well as professional purposes. The question is what positive or negative contributions do these kinds of relationships have on the project itself? Past studies have placed little focus on these social relationships and networks, and have failed to take cognisance of their importance in the IT project environment. This paper demonstrates that social relationships and networks in the IT project environment play a significant role in project teams and should be managed in such a way that the team members and the project as a whole can benefit from them. A partial grounded theory (GT) research approach was followed. Interpretive patterns from GT enabled inferences to be drawn about the role and impact of social relationships and networks in IT project teams. The research findings provide practical considerations and highlight potential problem areas. A conceptual framework is proposed to support management in decision making and to give them a better understanding of the complexities involved in such relationships.

Method for Improving the Efficiency of IT Project Management Using a Genetic Algorithm

2020 ◽  
Vol 26 (12) ◽  
pp. 673-682
Author(s):  
Yu. V. Vaynilovich ◽  
Keyword(s):  
Genetic Algorithm ◽  
Project Management ◽  
Project Team ◽  
It Project Management ◽  
Labor Input ◽  
Team Members ◽  
Software Complex ◽  
It Project ◽  
Project Participants ◽  
Cocomo Ii

The article is devoted to solving the current problem of improving the efficiency of IT project management processes. When managing IT projects, managers are faced with the problem of formation teams and distributing tasks among project participants in the face of the need to minimize costs and completion dates of an IT project. The lack of necessary methods and software doesn't allow the IT project Manager to adequately assess competences and skills of participants, their personal qualities, which leads to a decrease in the effectiveness of project management. The article proposes a method of improving the efficiency of IT project management, which differs by using a genetic algorithm to form project commands and assign team participants to project tasks. The efficiency criterion is the complexity and duration of the project and individual tasks using the COCOMO II method. When forming project teams, takes into account the level of technologies proficiency, experience with technologies, the coherence of the project team members, and the experience of similar developments of project participants. The level of technologies proficiency affects the level of labor input multiplier, experience with technologies — at the level of the multiplier, the coherence of the project team members — on the level of scale factor, the experience of similar development — on the level of the scale factors of the COCOMO II methodology. Taking into account the personal and psychological qualities of project participants reduces the risk of interpersonal conflicts within the team, which also reduces the duration of projects and the labor input of solving tasks. Research of personal and psychological qualities is carried out on the basis of automated tests. The test suite includes Rosenzweig, Belbin, Myers-Briggs, Thomas and Honey-Mumford tests. The developed method is implemented in a software complex for multilevel IT project management. Testing of the method and software complex was carried out within the framework of the students' learning practice of the specialty "Software engineering" of the Belarusian-Russian University. The use of the proposed method allowed to reduce the labor input of solving the tasks of training projects by 19.2 %, to reduce the project realization term by 10 %.

The Effect of Conflict and Knowledge Sharing on the Information Technology Project Team Performance

2020 ◽  
Vol 16 (1) ◽  
pp. 1-20
Author(s):  
Barbara Hewitt ◽  
Diane B. Walz ◽  
Alexander McLeod
Keyword(s):  
Information Technology ◽  
Knowledge Sharing ◽  
Team Performance ◽  
Group Processes ◽  
Project Team ◽  
Team Members ◽  
Technology Project ◽  
Proposed Model ◽  
It Project ◽  
Information Technology Project

The existent literature lacks papers that explored the proposed model, which examines how process, relationship, and task conflict impacts knowledge sharing and the subsequently perceived team performance in the information technology (IT) development process. The proposed research model adds knowledge sharing to prior studies that explored how the types of conflict impacted team performance. The hypotheses were tested using a field survey, which was distributed to IT project team members. While team members who experience task conflicts tend to share more knowledge and perform better, members who experience more process or relationship conflicts are less likely to share knowledge, and the team performance is also impacted. The results offer insights to explain how the different types of conflict can affect knowledge sharing and subsequently group processes within IT project teams and, ultimately, improve or degrade performance.

Feral Government?

2015 ◽  
pp. 1375-1393
Author(s):  
Annie Maddison
Keyword(s):  
Success Factors ◽  
Project Team ◽  
It Projects ◽  
Workflow Technology ◽  
Critical Success ◽  
It Project ◽  
The Uk ◽  
It Project Failure ◽  
Contingent Solutions

Using workflow technologies as a metaphor for Critical Success Factors (CSFs), this chapter considers their use to improve the performance of major government IT projects, asking whether context can be ignored without repercussion or whether it is highly significant. Focusing on the UK, this exploration begins by defining “context,” then considering what it means in terms of government. A case study demonstrates that context limits the value of CSFs to a major government IT project. Whilst claiming to submit to the imposed workflow technology, the project team developed feral behaviour, manipulating the CSFs to match previous ways of working with no action being taken to ensure compliance. However, increased governance is not the answer. It would simply force these generic solutions on to unique problems; more contingent solutions should be sought to the problem of IT project failure in order to take these highly specific contexts into account.

scholarly journals "What is the Influence of Communication Quality Between the Business and IT Project Team on ERP Implementation Project Success?"

2021 ◽  
Author(s):  
◽  
Alexander Schnepel
Keyword(s):  
User Satisfaction ◽  
Project Success ◽  
System Development ◽  
Secondary Analysis ◽  
Project Team ◽  
Communication Quality ◽  
Erp Implementation ◽  
Implementation Project ◽  
It Project

<p>Communication between the information systems (IS) specialist and the user has long been recognised in the IS literature as an important aspect of successful information system development projects. Since the 1970s IS researchers have studied the role of communication in the system development process and its influence on project/system success. Communication has been studied as a broad concept as well as in regard to specific aspects such as communication frequency, quantity, and the fit between the communication medium and the task. Yet, quality has been neglected. Therefore, this study presents the concept of "communication quality". The study investigated the influence of communication quality on project success in an Enterprise Resource Planning system implementation at a large North-American manufacturing company. ERP project implementation success was assessed by a multidimensional framework including multiple stakeholder perspectives. The study used supplementary secondary analysis of 54 interviews with project stakeholders from the IT project team and the business side of this organisation. The current study found support for the individual attributes of communication quality, namely completeness, credibility, accuracy, purpose adequacy, timeliness, openness, audience adequacy, bidirectionality, and a balance of formality vs. informality. The study found indications that a lack of communication quality might impact ERP implementation project success negatively whereas better communication quality might foster success. The ERP project at the organisation was successful in terms of traditional project success measures such as "on time" and "within budget". However, communication quality seemed to have a negative correlation to the quality of the relationship between the project team and the business as well as user satisfaction. System acceptance and use appeared to have been facilitated by better communication quality. The study enriches the IS literature by increasing the understanding of communication aspects during ERP implementation projects. It is also one of the first studies to introduce the new research method of secondary analysis of qualitative data from sociology into the IS field. Practitioners can apply the findings of this study to facilitate ERP implementation project success on a more holistic level addressing also user satisfaction and the quality of the relationship between the IT project team and the rest of the business.</p>

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