scholarly journals An analysis of the causes and consequences of the information gap in IT projects. The client’s and the supplier’s perspective in Poland

2021 ◽  
Vol 60 (4) ◽  
pp. 219-244
Author(s):  
Bartosz Wachnik ◽  
Piotr Pryciński ◽  
Jakub Murawski ◽  
Mirosław Nader
Keyword(s):  
Research Result ◽  
Information Access ◽  
Holistic Approach ◽  
Project Managers ◽  
It Projects ◽  
Team Members ◽  
Research Perspective ◽  
Information Gap ◽  
It Project ◽  
The Face

The high IT project failure rate means that the stakeholders start recognizing the need to analyze the factors influencing project success, previously deemed irrelevant in the face of technology, including the agile approach, eliminating project documentation, effective prototyping, information asymmetry between project parties, while also perfecting communication and the methods of knowledge transfer between team members. Currently, IT projects are researched using a holistic approach, seeing an implementation project as a whole, subject to specific regularities, which may not be deduced based on the knowledge of their individual components. We would like to enrich the research perspective with the notion of the information gap. The article aims to evaluate and analyze the information gap in ERP and CRM project implementations. We have researched the information gap from the perspective of project managers on the supplier’s and the client’s sides. The study was conducted in Poland between 2014 and 2021 in a group of medium companies, using qualitative research methods: unstructured interview and direct observation. The study led to a qualitative characterization of the information gap and the identification of its causes and consequences. The presented research result can help achieve three goals, i.e. studying the information gap in the selected group of IT projects, indicating the nature of imperfection in information access by the project participants, and raising awareness amongst project managers regarding risk management issues, especially uncertainty. Reducing the information gap can be used by the transaction parties to implement a strategy of building the object’s resilience to uncertainty and its consequences. These results can help develop methodologies of IT project implementation, limiting the level of risk and uncertainty.

IT Project Managers' Perceptions and Use of Virtual Team Technologies

2011 ◽  
pp. 25-43
Author(s):  
Catherine M. Beise ◽  
Fred Niederman ◽  
Herb Mattord
Keyword(s):  
Project Management ◽  
Virtual Teams ◽  
Collaborative Work ◽  
Communication Technologies ◽  
Fortune 500 ◽  
Project Managers ◽  
Team Members ◽  
It Project ◽  
Information And Communication

This chapter presents the results of a case study pertaining to the use of information and communication media to support a range of project management tasks. A variety of electronic communication tools have evolved to support collaborative work and virtual teams. Few of these tools have focused specifically on the needs of project managers. In an effort to learn how practicing IT project managers employ these tools, data were collected at a North American Fortune 500 industrial company via interviews with IT project managers regarding their use and perceptions of electronic media within the context of their work on project teams. In this study, “virtual” describes the extent to which communication is electronic rather than the extent to which team members are geographically separated. Although the number of respondents was limited, the richness of the data collected leads to the conclusion that successful project managers and teams become skilled at adapting a variety of existing communication technologies to match the project task or process, the receiver, their own role as sender, and the content of the message. Groupware designers and developers need to better understand project management methods and best practices in order to provide better tools for practitioners, particularly as organizations expand globally and increasingly outsource various functions of their IT development and operations.

MODELS OF TEAM MANAGEMENT IN IT PROJECTS

2018 ◽  
Vol 19 (4) ◽  
pp. 127-136
Author(s):  
Mykolay Chubenko ◽  
Dmytro Bedrii
Keyword(s):  
Strategic Management ◽  
Corporate Culture ◽  
Management System ◽  
Project Managers ◽  
Team Management ◽  
Team Members ◽  
It Project ◽  
Economic Interaction ◽  
Management Project ◽  
Key Aspects

Currently, the project approach has become a major element of the management system in most IT companies. The efficiency of its application is confirmed by the fact that it provides effective tools for solving complex management tasks, and allows forming informal norms of the team management in the IT project for creating a unique corporate culture of the whole organization as the foundation of the entire management system as well. The paper analyzes the management of three key aspects of the team management in the IT project, including: creative potential management, project value management and strategic management of the team. According to the results of the research, it is revealed that IT project managers need to predict the results of economic interaction of their team members from the standpoint of sufficiency, significance and attractiveness in the strategic perspective and constantly develop and improve directions for increasing the effectiveness and efficiency of the motivational mechanism for strategic management of the development of the IT project team.

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.

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.

Technology-Related Risks in Virtual and Traditional Information Systems Projects

2014 ◽  
pp. 187-207
Author(s):  
April H. Reed
Keyword(s):  
Project Success ◽  
Project Managers ◽  
High Impact ◽  
Development Projects ◽  
Application Development ◽  
It Projects ◽  
Team Members ◽  
Development Technology ◽  
Project Risks ◽  
Virtual Projects

Technology is important to software development projects; however, virtual projects are more dependent on technology than traditional co-located projects due to communication and collaboration needs. Two research studies in this chapter sought to determine whether seven technology-related risks pose a greater danger to virtual projects than traditional projects and to determine if technology-related risks have a high impact on project success. Results indicate that two technology-related risks exhibited a significantly greater impact on virtual IT projects: (1) inexperience with the company and its processes and (2) inadequate technical resources. Project managers need to be aware that traditional project risks can have a greater impact on virtual projects. Additionally, technology-related risks in the second study were found to have low levels of impact on project success. Results indicate in cases where a majority of team members are experienced with the application, development technology, and project technology, the risk of technology-related issues seems to lessen.

A Holistic Approach for Understanding Project Management

2010 ◽  
Vol 3 (2) ◽  
pp. 17-31 ◽  
Author(s):  
Theresa A. Kraft ◽  
Annette L. Steenkamp
Keyword(s):  
Project Management ◽  
Critical Success Factors ◽  
Success Factors ◽  
Holistic Approach ◽  
It Projects ◽  
Critical Success ◽  
Body Of Knowledge ◽  
It Project ◽  
Project Failures ◽  
It Project Failure

Companies invest significant sums of money in major Information Technology (IT) projects, yet success remains limited. Despite an abundance of IT Project Management (ITPM) resources available to project teams, such as the Project Management Institute (PMI) Body of Knowledge, IT standards and IT governance, a large percentage of IT projects continue to fail and ultimately get scrapped. Recent studies have shown an average of 66% IT project failure rate, with 52% of the projects being cancelled, and 82% being delivered late. The purpose of this research was to provide a way for uncovering potential causes of IT project failures by utilizing a systemic and holistic approach to identify critical success factors for project management. The holistic approach has enabled the development of an ITPM conceptual model, which provides a method to evaluate the critical success factors of a given project, and their alignment with each other. The adoption of the systemic methodology and its implementation increase the potential for IT project success, and alert project leaders of potential problems throughout the life of the project.

Information Technology Project Outcomes

2012 ◽  
pp. 25-38
Author(s):  
Muhammed A. Badamas
Keyword(s):  
Federal Government ◽  
Project Managers ◽  
Government Agencies ◽  
It Projects ◽  
Technology Project ◽  
Project Outcomes ◽  
It Project ◽  
Information Technology Project ◽  
The Right ◽  
The U.S

Enterprise IT projects can end up costing much more than initial estimations, taking much longer time than expected or delivering benefits below expectations. The success or failure of IT projects, however, depends on the project managers. Many reasons are attributed to the success or failure of an IT project. The major stakeholders who are involved in IT projects are the right people to provide these reasons. This study was conducted among IT project managers in the Washington-Baltimore Metropolitan area to find out the most important reasons that projects succeed or fail. Washington-Baltimore metropolitan is a major hub of IT activities because of the location of the U.S. Federal Government, several government agencies and the presence of many IT contactors in the area. The study provides metric for comparing reasons for success or failure of IT projects with those projects not located in the area.

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