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Burga R, Spraakman C, Balestreri C, Rezania D. Examining the transition to agile practices with information technology projects: Agile teams and their experience of accountability. INTERNATIONAL JOURNAL OF PROJECT MANAGEMENT 2021. [DOI: 10.1016/j.ijproman.2021.10.004] [Citation(s) in RCA: 3] [Impact Index Per Article: 1.0] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/16/2022]
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Takagi N, Varajão J. ISO 21500 and success management: an integrated model for project management. INTERNATIONAL JOURNAL OF QUALITY & RELIABILITY MANAGEMENT 2021. [DOI: 10.1108/ijqrm-10-2020-0353] [Citation(s) in RCA: 3] [Impact Index Per Article: 1.0] [Reference Citation Analysis] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/17/2022]
Abstract
PurposeProjects are one of the main ways used to develop organisations and turn their strategic initiatives into a reality. To support project management, several entities (e.g. associations, institutes, etc.) provide standards, guides and project management methodologies. However, despite its wide coverage of project management knowledge areas, standards currently have no specific processes focused on planning and evaluating success. The absence of these processes can limit the vision of managers and their teams on what most contributes to the success of a project. Aiming at contributing to fill this gap, this paper proposes the integration of success management processes in the ISO 21500 standard.Design/methodology/approachTo develop the integration model, a Design Science Research approach was adopted for the construction and evaluation of the resulting artefact.FindingsThe result is an integrated model and insights for its application in practice. The model aims to help managers and their teams to identify which success management activities need to carry out and how to integrate them with the other processes of the ISO 21500 standard.Research limitations/implicationsThe integrated model was applied in only one project. Another limitation is the difficulty in comparing the results obtained due to the small number of works focused on success management (namely related to planning, measuring, controlling and reporting success in practice) and its integration with project management standards, guides and methodologies.Originality/valueThe integrated model, based on success management and the ISO 21500 standard, is an important and original contribution to understand and achieve success in projects. This promotes a new vision of balanced management, directing the management effort to the areas that effectively contribute to success in each project.
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Pankratz O, Basten D. Opening the black box: Managers’ perceptions of IS project success mechanisms. INFORMATION & MANAGEMENT 2018. [DOI: 10.1016/j.im.2017.09.005] [Citation(s) in RCA: 6] [Impact Index Per Article: 1.0] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 10/18/2022]
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Bhatti MW, Ahsan A. Global Monitoring and Control: A Process Improvement Framework for Globally Distributed Software Development Teams. JOURNAL OF GLOBAL INFORMATION TECHNOLOGY MANAGEMENT 2017. [DOI: 10.1080/1097198x.2017.1280303] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 10/20/2022]
Affiliation(s)
- Muhammad Wasim Bhatti
- Engineering Management Department, Center for Advanced Studies in Engineering (CASE), Islamabad, Pakistan
| | - Ali Ahsan
- Engineering Management Department, Center for Advanced Studies in Engineering (CASE), Islamabad, Pakistan
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Niknazar P, Bourgault M. Theories for classification vs. classification as theory: Implications of classification and typology for the development of project management theories. INTERNATIONAL JOURNAL OF PROJECT MANAGEMENT 2017. [DOI: 10.1016/j.ijproman.2016.11.002] [Citation(s) in RCA: 12] [Impact Index Per Article: 1.7] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 10/20/2022]
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Chang JYT. Mutual Monitoring of Resources in an Enterprise Systems Program. PROJECT MANAGEMENT JOURNAL 2017. [DOI: 10.1177/875697281704800107] [Citation(s) in RCA: 4] [Impact Index Per Article: 0.6] [Reference Citation Analysis] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/16/2022]
Abstract
During the implementation of IT programs, competition among project managers for the scarce resources required for the completion of individual projects is a common phenomenon. To avoid such self-interested resource competition among individual project managers, according to agency theory, resource monitoring among project managers can serve as an effective management mechanism for effective resource conflict resolution within a program. Furthermore, team cognition theory suggests that an understanding of goals for each project among project managers can also serve as a solid foundation for effective resource monitoring. Social interdependence theory also suggests that positive goal interdependence among projects within a program can motivate project managers to engage in cooperative interactions, allowing them to accomplish individual project goals as well as the overall program's goals. Based on a survey of 146 enterprise system implementation programs, the results of this study confirm that mutual resource monitoring among project managers is positively associated with final program implementation efficiency. Goal understanding among project managers, as well as goal interdependence, is positively associated with the effectiveness of resource monitoring among project managers within the implementation program.
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Affiliation(s)
- Jamie Y. T. Chang
- Department of Information Management, Tunghai University, Taichung, Taiwan, ROC
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Drouin N, Bourgault M. How organizations support distributed project teams. JOURNAL OF MANAGEMENT DEVELOPMENT 2013. [DOI: 10.1108/jmd-07-2012-0091] [Citation(s) in RCA: 16] [Impact Index Per Article: 1.5] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/17/2022]
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Citizenship behavior and effectiveness in temporary organizations. INTERNATIONAL JOURNAL OF PROJECT MANAGEMENT 2013. [DOI: 10.1016/j.ijproman.2012.09.003] [Citation(s) in RCA: 61] [Impact Index Per Article: 5.5] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/21/2022]
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Fernandes J, Müller M, Wickramasinghe N, Kirn S, Alscher MD, Wasser C. Using agency analysis to develop a comprehensive understanding of throughput times in the emergency department. HEALTH AND TECHNOLOGY 2013. [DOI: 10.1007/s12553-013-0061-8] [Citation(s) in RCA: 1] [Impact Index Per Article: 0.1] [Reference Citation Analysis] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 11/24/2022]
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Al-Ahmad W. Knowledge of IT Project Success and Failure Factors. INTERNATIONAL JOURNAL OF INFORMATION TECHNOLOGY PROJECT MANAGEMENT 2012. [DOI: 10.4018/jitpm.2012100104] [Citation(s) in RCA: 3] [Impact Index Per Article: 0.3] [Reference Citation Analysis] [Abstract] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 11/09/2022]
Abstract
Traditionally, project success/failure is considered only after the project is completed or cancelled. Integrating project success and failure factors knowledge and software engineering activities would result in a situation where project success/failure is considered as part of the development process, leading to more successful software projects. This article aims to identify the common issues responsible for IT projects’ success/failure to develop a deeper understanding of these root causes. Knowledge about success can be used to understand failure and vice versa. Therefore, generic taxonomies of the root causes are developed for that purpose. Knowledge of these taxonomies is integrated into software development and management activities to help software developers and project managers complete projects successfully.
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Affiliation(s)
- Walid Al-Ahmad
- Department of Software Engineering, College of Computer and Information Sciences, King Saud University, Riyadh, Saudi Arabia
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The impact of project capabilities on project performance: Case of open source software projects. INTERNATIONAL JOURNAL OF PROJECT MANAGEMENT 2012. [DOI: 10.1016/j.ijproman.2011.10.002] [Citation(s) in RCA: 25] [Impact Index Per Article: 2.1] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/20/2022]
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Towards a conceptualisation of quality in information technology projects. INTERNATIONAL JOURNAL OF PROJECT MANAGEMENT 2011. [DOI: 10.1016/j.ijproman.2010.06.004] [Citation(s) in RCA: 27] [Impact Index Per Article: 2.1] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/21/2022]
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