Most used project management tools and techniques in information systems projects (original) (raw)
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Project Management Processes – Impact on the Success of Information Systems Projects
Informatica
Purpose: Few studies in the literature address the success of enterprise Information Systems (IS) projects, namely focusing on how success is influenced by project management practices. This research studied the impact of ISO 21500/PMBOK processes on the success of IS projects, aiming to contribute to a better understanding of management practices importance in the context of this type of projects. Design/methodology/approach: An international survey was used to collect data, which was analysed using descriptive and inferential statistics. Findings: The results show higher levels of success than usually reported in the literature. Furthermore, this research shows that overall success is strongly influenced by ISO/PMBOK project management processes, thus reinforcing the relevance of competent project management to improve the results of IS projects. Originality: Focusing on the specific case of IS projects, this study shows that higher levels of success are achieved by organizations ...
Identifying useful project management practices: A mixed methodology approach
The mission of the IJISPM-International Journal of Information Systems and Project Management-is the dissemination of new scientific knowledge on information systems management and project management, encouraging further progress in theory and practice. The IJISPM publishes leading scholarly and practical research articles that aim to advance the information systems management and project management fields of knowledge, featuring state-of-the-art research, theories, approaches, methodologies, techniques, and applications. The journal serves academics, practitioners, chief information officers, project managers, consultants, and senior executives of organizations, establishing an effective communication channel between them. Description The IJISPM offers wide ranging and comprehensive coverage of all aspects of information systems management and project management, seeking contributions that build on established lines of work, as well as on new research streams. Particularly seeking multidisciplinary and interdisciplinary perspectives, and focusing on currently emerging issues, the journal welcomes both pure and applied research that impacts theory and practice. The journal content provides relevant information to researchers, practitioners, and organizations, and includes original qualitative or qualitative articles, as well as purely conceptual or theoretical articles. Due to the integrative and interdisciplinary nature of information systems and project management, the journal may publish articles from a number of other disciplines, including strategic management, psychology, organizational behavior, sociology, economics, among others. Articles are selected for publication based on their relevance, rigor, clarity, novelty, and contribution to further development and research. Authors are encouraged to submit articles on information technology governance, information systems planning, information systems design and implementation, information technology outsourcing, project environment, project management life-cycle, project management knowledge areas, criteria and factors for success, social aspects, chief information officer role, chief information officer skills, project manager role, project manager skills, among others.
Project management information systems (PMIS) usually acquired by organizations as software packages are meant to provide managers with the decision-making support needed in planning, organizing, and controlling projects. However, the actual contribution of PMIS to project success or performance is still unknown. The purpose of this study is to empirically assess the quality of the PMIS presently used in organizations and to examine their impact on project managers and project performance, based on a PMIS success model. This model is composed of five constructs: the quality of the PMIS, the quality of the PMIS information output, the use of the PMIS, the individual impacts of the PMIS and the impacts of the PMIS on project success. Analysis of questionnaire data obtained from 39 project managers confirms the significant contribution of PMIS to successful project management. Improvements in effectiveness and efficiency in managerial tasks were observed here in terms of better project planning, scheduling, monitoring, and control. Improvements were also observed in terms of timelier decision-making. Advantages obtained from PMIS use are not limited to individual performance but also include project performance. These systems were found to have direct impacts on project success, as they contribute to improving budget control and meeting project deadlines as well as fulfilling technical specifications.
Journal of General …, 2010
Even though project management tools and techniques (PMTT) have been commonly used by project managers, research on PMTT still has not been adequately investigated as to whether its use contributes to the success of a project. The lack of such knowledge leads to the use of PMTT because of popularity rather than any known benefits. To respond to this issue, the authors conducted a large-sample study based on a survey and statistical analyses to investigate the use of PMTT. Evidence emerged that some PMTT should be used in a certain phase of a project and such uses contribute to project success.
Revisiting IS Project Management Strategies: The New Challenges
2020
Many organizations have made substantial investments in information systems (IS) delivery projects that have failed to satisfy the objectives for which they were commissioned; several projects have been abandoned before completion. There has always been a high correlation between IS project management effectiveness and successful systems delivery. Hence, the IS community has been consumed with how to reverse project failure factors and trends. However, the steady increase in IS project risk factors attributable to global and other project considerations have raised the stakes. This article explores this interesting subject and recommends an approach that integrates the objectives of the project management office with knowledge management principles to alleviate IS project coordination problems.
PROJECT MANAGEMENT CHALLENGES AND DIFFICULTIES: A CASE STUDY OF INFORMATION SYSTEM DEVELOPMENT
It has been revealed that a combination of insufficient and unsuitable project management issues are responsible for this low rate of IS development. This paper presents the findings of the fieldwork and interview conducted on the challenges and difficulties of system development project. The study employed both personal interview and observation methods. The findings revealed that fund, infrastructures (hardware and software), manpower, management commitment, monitoring and inspection were the critical challenges and difficulties faced by organizations during their system development. Therefore, the study concludes that fund, infrastructures (hardware and software), manpower, management commitment, monitoring and inspection play crucial role for an effective system development. Our study recommends that there should be sufficient budget to procure the right system hardware and software for right requirements. Secondly, training of staff for both IS development and management should be given urgent attention.
Key Issues in IS Project Management: The Executive Perspective - Research in Progress
2007
Industry practitioners and academicians seek to understand the discipline of project management to reduce the frequency of information systems (IS) project failure. The exploration of this discipline can provide valuable knowledge concerning the Project Management Body of Knowledge (PMBOK) areas, with emphasis on the important topics and priorities of the executives. This knowledge can then be used to build a research stream that will align the needs of practitioners with the academic research environment. The dissemination of this PM knowledge will provide insights for project management offices and researchers. Specifically, this study seeks to identify industry practitioners' views of priority and important topics within the PMBOK knowledge areas.
Do Project Management Tools and Outcomes Differ in Organizations of Varying Size and Sector?
2006
While studies of information systems (IS) project management are plentiful, few studies have investigated how the tools and techniques used in project management differ for varying types of organizations. In this study we surveyed members of the Project Management Institute who work as IS project managers in a variety of different organizations both public and private and large and small.
Interfaces 37(4), pp. 388–395, ©2007 INFORMS
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