Is there such a thing as agile IT program management (original) (raw)

The shifting sand of program coordination effort: lessons from IT-enabled transformation programs

2017

Information Technology (IT) enabled transformation programs are collections of interrelated projects and operational activity aimed at achieving strategic change of significant complexity, where the opportunity for change is provided by IT. This paper reports on a study of major Australian organisations that are using IT-enabled transformation programs to achieve strategic transformation of their work. While the program management literature has focused on the coordination of the multiple projects and related operational activities within the programs, little is known about how these programs deploy efforts to coordinate activities in response to contextual pressures. This exploratory, multi-case study asserts that a significant effort is needed to coordinate responses to factors external to the program. In addition, this study shows the key internal and external forces that combine in shifting the locus of effort in coordinating and integrating multiple activities and projects in m...

Delivering IT PMO value: Understanding stakeholder perceptions and expectations

2013

IT Project Management Offices (IT PMOs) are important to the IT project management landscape. Despite being set up to ensure IT project success, many IT PMOs struggle to survive, partly as a result of tensions and challenges. One prevailing tension that IT PMO managers face is the struggle to justify their IT PMO value. Prior research has uncovered a key factor behind this tension – the fact that these IT PMOs play multiple roles and have to meet the competing demands and expectations of stakeholders. This study examines the functions of the IT PMO and its core values with a visual framework and demonstrates its effectiveness in helping the IT PMO team understand its stakeholders’ perceptions and expectations. With this shared understanding, the IT PMO team is empowered to develop strategies to better service stakeholders, and therefore be perceived as delivering value.

Minimum Viable Common Ground: A Case Study of Collaboration Rooms as an Agile Approach to Interdepency Management

2021

Large-scale agile transformation implies that agile approaches are moving from standalone in-formation system development units such as teams towards being applied in more complex organi-sational settings with multiple and diverse units. Research on large-scale agile transformation suggests that agile methods with its focus on mutual adjustment increases interdependencies be-tween diverse units. However, extant empirical research on how interdependencies can be man-aged in large-scale agile transformations is scarce. We report from an interpretative case study of an agile transformation initiative in a company with 20.000 employees. Based on data from 32 interviews combined with participatory observation in retrospectives we analyse how “collabora-tion rooms” are used to manage the interdependence between heterogeneous units, and how the collaboration rooms are conceived by information systems development practitioners as an agile transformation initiative. Using the concept of trad...

Project Manager perceptions of the value of organisational project management

2017

The purpose of this research is to investigate the effectiveness of organizational project management in delivering project value and from a project manager’s perspective is the framework delivering project success. The world of project management has changed over the last twenty years to meet the changing demands required by organizations, who are applying leaner operation models with fewer resources, risk adverse, project constraints and restricted budgets to deliver projects. Consequently the need for management within organisations is to focus on choosing the right projects to add business value, benefits and return on investment is more important now than ever before. There are three themes to be addressed. The first theme is what are the success factors required in the project life cycle phases to deliver the project objectives, The second theme is the value of organizational project management is a strategy execution model in improving project success rates (Portfolio, Progra...

Supporting project success in Australia through project portfolio management

2021

Projects are undertaken worldwide in every industry sector, every area of business and every level of government. Project success is a fundamental building block of business and industry. Projects are increasingly used by organisations to implement change and to achieve business goals and corporate strategy. The scarcity of resources and the management of uncertainty are common problems shared by organisations when seeking to achieve project success. Project portfolio management (PPM) is the practice of establishing an organisational project inventory of current and proposed new projects, conducting analysis and planning, selecting, prioritising and managing a group of projects, programs and other related work to deliver an organisation's strategy. Project portfolio management (PPM) practices are increasingly being used by organisations to prioritise and select the right projects to meet strategic objectives and to apply the associated governance, stakeholder management, decisio...

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