Table 4 - uploaded by H. James Nelson
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This study evaluates a vendor supplied structured methodology which was implemented in a large manufacturing organization. Thirty projects using the methodology are measured for efficiency and effectiveness of software maintenance performance. The performance of these projects is evaluated using both objective metrics and subjective measures taken...
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It is very often necessary to correct faults in software systems, make them usable in changed environments, or improve their quality (e.g., performance). This activity is called software maintenance and is usually done by people other than those who developed a software system. Software maintenance requires detailed documentation and the possibilit...
Citations
... A typical methodology defines each of the phases in the project life cycle: the tasks and deliverables, the stakeholders, and their responsibilities [2,12]. Kerzner [13] supports Nelson, Ghods and Nelson's [14] assertion that a methodology increases the likelihood of the successful delivery of a project, and improves results by enhancing clarity, control, and processes. ...
Project sponsors play significant roles at the stage gates of project life cycle models (PLCMs). However, research on the roles that sponsors play at stage gates, and the attributes required of the sponsor, are sparse. This study investigated the roles played by government and municipal sponsors at the PLCM stage gates of a water utility, and identified the attributes that the sponsor should have as well as the challenges they face. A case study approach was employed, and semi-structured interviews were conducted with relevant stakeholders. The findings could assist the senior management of water utilities, national government departments, and municipalities when appointing suitable project sponsors.
... Adopting a suitable project management approach is a major factor for achieving success 11,24 because managing a project using an unsuitable methodology can severely damage the chances of success. 28,45,46 Theoretically, Traditional or Agile approaches may be employed for implementing HIT projects, 26 but there are suggestions that traditional approaches may not be suitable for this purpose as they fail to take into account existing complex digital ecosystems and varying clinical workflows in hospitals or health services. 20,34,47 Traditional approaches were originally designed for linear engineering projects, assume that projects are predictable, the environment is 'controlled' and emphasise collection of requirements before execution; 33,34 however, HIT implementations involve a complex bi-directional interaction of technical development, often chaotic environment and workflow transformation. ...
Successful implementation of digital health programs is imperative as it is becoming increasingly clear that digital solutions will underpin modern health care. These projects are often supported by large budgets and if not implemented successfully, the quality, safety, and efficiency of patient care may be compromised. Failure rates for the implementation of large, complex healthcare software platforms in digital health programs have been persistently high. Although several factors may contribute to the failure of such projects, the majority have been reported to fail largely due to poor project management. Nevertheless, little is known about the optimal project management approaches for digital health projects, with many health services reliant on external advisory companies and contractors for advice. Although publication bias makes it difficult to reliably study and understand global trends for the failure of digital health projects, examination of media reports and published literature indicates that this is a global phenomenon affecting digital health projects in North America, Europe and Australasia. In this article, our aim is to examine the literature for evidence underpinning current project management approaches used when implementing commercial, off-the-shelf healthcare information technology solutions, including complex healthcare software in large digital health programs in hospitals or across health systems, and evaluate the suitability of current project management approaches to deliver these projects. This starts to build an important evidence base for hospitals and health services considering digital transformation projects.
... Project management methodology could be also defined by its goals and scope. The final goal of the methodology is increase of the probability for successful project delivery (Kerzner, 2001), while in a more detail, methodology goals are reaching high quality of the project results, simplification, control and process improvement (Nelson, Ghods & Nelson, 1998) Cockburn (2006 states several methodology purposes, like introduction of the new team members to the process, easier replacement of the team members, clear responsibilities, customer impression, visible progress and status reporting and education. Good project management methodology will guide project manager through controlled, managed and visible set of activities in order to achieve project results (Office of Government Commerce, 2009). ...
... As already stated, goal of the project management methodology is to increase the probability for successful project delivery (Chin & Spowage, 2010;Kerzner, 2001;Milosevic & Patanakul, 2005), and will bring consistency and flexibility that will lead to project team efficiency (Charvat, 2003;Kerzner, 2001;Nelson, Ghods & Nelson, 1998;Thomas & Mullaly, 2008). Furthermore, other benefits of project management methodology include better control of project goals and scope, faster time to market, reduced risks, more efficient processes including decision making process and quality management process, better customer satisfaction, better knowledge management by enabling information exchange between projects and through enabling more time for value added activities (Charvat, 2003;Chin & Spowage, 2010;Kerzner, 2001;Paulson, 2001). ...
... If the organization and project team do not fully understand project scope and context, there are no tools or techniques within any methodology that will guarantee project success (Introna & Whitley, 1997). Also, inappropriate methodology can have negative impact on project success or at least make managing project harder (Cheema & Shahid, 2005;Nelson, Ghods & Nelson, 1998). ...
Project management methodology is usually defined as a set of methods, techniques, procedures, rules, templates, and best practices used on a project. It is commonly based on a specific project management approach, that defines a set of principles and guidelines which define the way a project is managed. With the growing trend of usage of agile project management on different projects, it is clear that two opposite sides exist – traditional and agile project management approach, and that there exists a need to combine both approaches. So, the question is if it is and how it is possible to combine both approaches in a single project management methodology?
... El análisis de la estructura organizacional puede beneficiarse de diversos modelos teóricos. Entre ellos, el modelo nómico y resultados (Nelson, Nelson & Ghods, 1998). Esta flexibilidad tiene dos facetas: estructural y de proceso. ...
En el presente trabajo se analiza el papel que cumple la comunicación en las organizaciones, utilizándose como recurso heurístico el modelo de análisis multifacético para la intervención y la gestión organizacional (modelo Amigo) (Peiró, 1999a; 2000). Esta herramienta conceptual permitió la indagación sistemática, del rol que cumple la comunicación en las diferentes facetas y el funcionamiento de la organización. Además, facilitó la ubicación y el establecimiento de relaciones entre los diferentes fenómenos. Se demuestra que la comunicación cumple un rol central en la dinámica organizacional. En dicho análisis se consideró también un buen número de metodologías e instrumentos que han sido desarrollados para la intervención profesional en procesos que implicanaspectos comunicativos.
... Many studies in the past have shown that organizations can use technology as a resource to gain competitive advantage (Parsons 1983;Clemons and Row 1991). Nelson and Ghods (1998) describe technology flexibility. It is the technology characteristic that allows or enables adjustments and other changes to the business process; further they explain that technology flexibility has two dimensions, structural and process flexibility, encompassing both the actual technology application as well as the people and processes that support and use it. ...
Today's knowledge age organizations operate in more turbulent business and regulatory environments and managers need to take proactive stance in creating combating strategies for such environments and to adapt to such external turbulent environments. Incorporation of 'Flexibility' in strategic processes of any organization becomes very important at various levels in all the perspectives of the organization. This paper critically highlights the gap in flexibility research that flexibility is not merely related to technology but flexibility is more deeply rooted in strategic management processes of organizations. The paper reviews the developments in different types of flexibility studies such as organizational, technical, operational, strategic, marketing and financial flexibility. The area of flexibility and organization strategy is emerging and needs a lot of attention in order to understand its impact on various management processes within organization leading to enhanced competitiveness and better performance. This paper also emphasizes on how flexibility has evolved as a concept and taken a shape of strategic driver to improve organizational performance
Revisiting flexibility in organizations: Exploring its impact on performance. Available from: https://www.researchgate.net/publication/287619418_Revisiting_flexibility_in_organizations_Exploring_its_impact_on_performance [accessed Jun 13, 2017].
... Many studies in the past have shown that organizations can use technology as a resource to gain competitive advantage (Parsons 1983;Clemons and Row 1991). Nelson and Ghods (1998) describe technology flexibility. It is the technology characteristic that allows or enables adjustments and other changes to the business process; further they explain that technology flexibility has two dimensions, structural and process flexibility, encompassing both the actual technology application as well as the people and processes that support and use it. ...
Today's knowledge age organizations operate in more turbulent business and regulatory environments and managers need to take proactive stance in creating combating strategies for such environments and to adapt to such external turbulent environments. Incorporation of 'Flexibility' in strategic processes of any organization becomes very important at various levels in all the perspectives of the organization. This paper critically highlights the gap in flexibility research that flexibility is not merely related to technology but flexibility is more deeply rooted in strategic management processes of organizations. The paper reviews the developments in different types of flexibility studies such as organizational, technical, operational, strategic, marketing and financial flexibility. The area of flexibility and organization strategy is emerging and needs a lot of attention in order to understand its impact on various management processes within organization leading to enhanced competitiveness and better performance. This paper also emphasizes on how flexibility has evolved as a concept and taken a shape of strategic driver to improve organizational performance.
The subject of this article is the development of hybrid methodologies for managing projects, programs and project portfolios. Significant reductions in the life cycles of programs, which contain projects of different lines of activity and different management methodologies, for example, waterfalls with a rigid life cycle and Agile with a flexible methodology life cycle, require the use of convergence tools to form “hybrid” methodologies. The goal is to develop a convergent approach to building hybrid project management methodologies in terms of decision-making processes in project management based on various platforms. Results of the studies were obtained using a convergent approach to building methodologies for managing projects and programs. A substantial model of the resulting hybrid methodology for managing projects and programs is presented. Conclusions: Hybrid methodologies for managing projects and programs are becoming more popular in this category of programs. The main reason is the presence in the program of components with different life cycles, and, consequently, methodologies that require integration and harmonization. The methodology is tested by the practice of using mechanisms of hybrid multilevel management of projects and programs. The application of the hybrid project management methodology allowed the authors to execute different projects in essence within the stipulated timeframe with the given budget and quality of construction projects and projects of creation of information and communication management systems. Further areas of research are related to the elaboration of harmonization, integration, convergence and actualization mechanisms.KeywordsConvergence ModelHybrid Management MethodologiesProgramBasic Project Management Methodology Interaction ModelProgram Manager
The subject of this article is the development of hybrid methodologies for managing IT projects, programs and project portfolios. Significant reductions in the life cycles of programs, which contain projects of different lines of activity and different management methodologies, for example, waterfalls with a rigid life cycle and Agile with a flexible methodology life cycle, require the use of convergence tools to form “hybrid” methodologies. The goal is to develop a convergent approach to building hybrid project management methodologies in terms of decision-making processes in project management based on various platforms. Results of the studies were obtained using a convergent approach to building methodologies for managing projects and programs. A substantial model of the resulting hybrid methodology for managing projects and programs is presented. Conclusions: Hybrid methodologies for managing projects and programs are becoming more popular in this category of programs. The main reason is the presence in the program of components with different life cycles, and, consequently, methodologies that require integration and harmonization. The methodology is tested by the practice of using mechanisms of hybrid multilevel management of projects and programs. The study of hybrid infrastructural program management methodologies is defined by the practice of introducing different components of programs. The application of the hybrid project management methodology allowed the authors to execute different projects in essence within the stipulated timeframe with the given budget and quality of construction projects and projects of creation of information and communication management systems. Further areas of research are related to the elaboration of harmonization, integration, convergence and actualization mechanisms.
There are dozens of project management approaches, presented in the form of standards, methodologies, guides. The usage of the approach that best meets the conditions of the project increases the likelihood of its successful completion Choosing an existing approach or creating a specialized guide for managing a specific project is an important and responsible task, especially for large, expensive and critical projects Researchers offer models, methods and recommendations regarding the selection of one of the common approaches to project management that best meets the conditions of the project and its environment. Also, the methods for the formation of specialized approaches to managing large and responsible projects are being developed. To form such approaches, the authors propose combining the components of existing approaches: values and principles, roles and responsibilities, processes, practices, etc., to obtain the greatest positive effect. As a basis for the formation of the approach, a generalized body of knowledge on project management is proposed, which aggregates the components of the most popular project management approaches. An integrated method has been developed to solve the problems of choosing and forming a project management guide. The method involves two main stages: 1) the selection of an existing project management approach, 2) the formation of specialized management by adjusting and modifying the selected basis. The development, addition, and expansion of the generalized body of knowledge, as well as the complexity of the computational procedures provided by the integrated method, necessitates the development of the PMGuide information system for the project management approach selecting and forming. The work presents this information system with a description of its main subsystems and functionality. The correctness of the developed software is confirmed by solving a practical problem. The developed system simplifies working with the contents of the generalized body of knowledge and implements the calculations necessary to select and form an approach to managing a specific project.
In a technological and increasingly complex environment, planning and managing information systems (IS) has become a necessity, and achieving success in IS projects a challenge. In order to characterize how managers are implementing the success management process and what are the particularities of the IS projects, a literature review was carried out. We have found around six hundred papers with evidence of activities related to success management. Only approximately 1% of these works have the description of a process or methodology to manage success in projects, and no recent references have been found focused on the area of IS.
