scholarly journals The IT project manager competencies that impact project success – A qualitative research

2015 ◽  
Vol 2 (1) ◽  
pp. 53 ◽  
Author(s):  
Cíntia Cristina Silva de Araújo ◽  
Cristiane Drebes Pedron
Keyword(s):  
Qualitative Research ◽  
Project Success ◽  
Project Manager ◽  
It Project

Swedish IT Project Managers' Personality Traits Mirrored in the Big Five

2016 ◽  
Vol 7 (3) ◽  
pp. 1-14 ◽  
Author(s):  
Leif Marcusson ◽  
Siw Lundqvist
Keyword(s):  
Personality Traits ◽  
Big Five ◽  
Project Success ◽  
Practical Implication ◽  
Project Managers ◽  
Project Manager ◽  
Five Dimensions ◽  
Job Advertisements ◽  
It Project

Project success, which is critical to achieve, requires a competent project manager. Could anybody become a skilled project manager, or what does it take? One factor that is considered to influence the opportunities of succeeding is individuals' personality traits. Which ones would be suitable for Swedish IT project managers then? Could these be mirrored in the perspective of the Big five categories? This research was carried out by collecting and analyzing job advertisements (henceforth ads.) once a year (2010-2013), in total 325 ads. The findings indicate that the three most requested personality traits for a Swedish IT project manager are driven, communicative and structured. Mirrored in the Big five dimensions the most requested traits from the study fell into the categories conscientiousness and extraversion. The practical implication is improved ads. by using the Big five categories; research implications are foremost yet another perspective of IT project managers' personality traits.

IT Project Success

2017 ◽  
Vol 8 (3) ◽  
pp. 1-21 ◽  
Author(s):  
Deborah Stevenson ◽  
Jo Ann Starkweather
Keyword(s):  
Project Management ◽  
Project Success ◽  
Project Manager ◽  
It Project Management ◽  
Success Rates ◽  
Group Project ◽  
Management Literature ◽  
It Project ◽  
Project Management Professionals ◽  
It Project Success

Investigation into the causes for low IT project success rates has dominated both the IT project management literature and the focus of IT project management professionals for decades. Many factors, including a variety of hard skills and soft skills, have been proposed to have an effect on IT project success. This study presented 142 such factors, collected from the IT project management literature over the past 25 years, to members of the Project Management Institute in an effort to ascertain which of these factors had the most impact on IT project success in their respective organizations. Factors were classified into 5 groups: Communication Group, Project Manager/Team Group, Project Group, Organization Group and User Group. Results indicated that 71.8% of respondents agreed that Ability to Communicate at Multiple Levels from the Project Manager/Team Group was the most important factor critical to IT project success of the 142 factors under consideration.

scholarly journals A Correlational Study on Project Management Methodology and Project Success

2019 ◽  
Vol 9 (2) ◽  
pp. 56-65
Author(s):  
Michael Pace
Keyword(s):  
Project Management ◽  
Project Success ◽  
Project Managers ◽  
Project Manager ◽  
Correlational Study ◽  
Demographic Information ◽  
Moderating Variables ◽  
Multiple Project Management ◽  
The Impact ◽  
The Relationship

Abstract This non-experimental correlational study extends previous research investigating the relationship between project management methodology and reported project success, as well as the moderating variables of industry and project manager experience. The sample included North American project managers with five years’ experience, 25 years of age or older, and experience with multiple project management methodologies. The survey instrument consisted of 58 questions, utilizing a 5-point Likert scale to record responses. The survey contained three sections, including demographic information, questions related to a successful project, and questions related to a less-than successful (failed / challenged) project. 367 usable responses were received. The examination of the constructs included Pearson’s correlation coefficient as well as linear regression to determine the impact of moderating variables. Results indicated that project management methodology has a weak correlation with reported project success, and this correlation is not moderated by industry nor project manager experience. The results did not align with previously conducted studies, illustrating a need to continue the study of methods impacting success including investigating additional moderating variables.

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>

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.

Introduction to Very Large IT Projects

2009 ◽  
pp. 1-9
Author(s):  
Matthew Guah
Keyword(s):  
Project Management ◽  
Project Manager ◽  
It Projects ◽  
It Project ◽  
The Impact ◽  
Society Today

This chapter classifies the purpose of project management in IT projects as a means of introducing the topics covered in the book and demonstrates how a successful project manager must simultaneously manage these four basic elements of a very large IT project (resources, time, money, and scope). It also explains the impact of very large IT projects on business and the wider society today.

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