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Abstract

Unfortunately software development projects have long been identified with budget complications, delays and failure concerning scope. For instance, the widely quoted CHAOS Reports of the Standish Group, whose first results were released in 1994, find that while this situation has improved, deviations from the plan continue to be present in a majority of projects. In this paper, we study the current state of success in software development projects, contrasting their results with those of civil engineering projects. The obtained results show the relative success that has been achieved in the industries studied in terms of meeting deadlines, budgets and scope. Although differences do exist, several similarities were found.
... Furthermore, there have been many studies on delay and cost overrun factors in construction or IT/IS projects but there is a dearth of studies comparing projects of different nature such as IT/IS and construction in a specific industry. For example, Varajão et al. (2014) compared software projects and civil engineering projects in Portugal, finding that 72% of software projects were completed within the budget versus 70% in civil engineering projects, but the main difference was found in time performance with 59% of software projects completed on time versus 72% of civil engineering projects. However, the study did not explore the main causes of delay and cost overrun; it was just focused on quantification. ...
... Additionally, a comparison of the factors that contribute to the cost growth and time escalation of two categories of projects, that is, IT/IS and construction projects will be provided. Adding evidence to a new approach by comparing projects of different nature as Varajão et al. (2014) did since most of the current literature in this topic usually tend to focus on one type of project like construction projects, (e.g., Kaming et al., 1997;Mansfield et al., 1994;Olawale and Sun, 2013) or information technology (IT) and information systems projects (IS) (e.g., Aranyossy et al., 2018;Shahzad et al., 2017;Yeo, 2002). Secondly, most of the current research in this area have not looked into the basis of cost and time underperformance (Rezvani and Khosravi, 2019), making studies that look at the roots causes of the delay and cost overrun factors limited (Arantes et al., 2015) and most of them have not applied a mixed method approach in determining these root causes. ...
Article
Despite project management practice and training gaining popularity in organisations, many projects continue to suffer delay and cost overrun. Literature has focused mainly on identifying factors causing delay and cost overrun with limited focus on the root cause of these factors. Additionally, the focus of many of these studies have been in relation to construction projects or information technology/systems (IT/IS) projects individually. This study aims to fill this gap by identifying the root causes of delay and cost overrun of construction and IT/IS projects in the retail industry of Chile. It was found that the root causes of delay and cost overrun were actually internal organisational factors and not internal project factors as it may initially appear. Therefore, this study recommends the correct application of the lessons learned approach to identify and establish countermeasures that reduce the impact of these factors in order to improve the performance of projects.
... The success of PM can lead to project success, but the opposite is not true, i.e., it is reasonable to accept that failure in PM can lead to project failure, except in fortuitous circumstances, but projects may fail despite successful PM [8]. Project success is dependent on teams, clients, and stakeholders' perceptions [25,26]. During the famous period of the triangle of virtue in PM, customer contact was minimal after the delivery of the final product, long-term follow-up and troubleshooting was not a common practice, and measures that involved looking for the benefits or effectiveness of the project from the perspective of stakeholders were not available [27]. ...
... In summary, the research progress has shown that criteria other than time, cost, and quality need to be considered in measuring project success (Table 3). Recent literature places a great emphasis on customer and stakeholder satisfaction [20,25,26] but also supports the idea that this fulfillment of expectations has a strong relationship with performance on the dimensions of the iron triangle, so finishing "on time" and "on budget" is mandatory [21,23]. It further supports that it is not possible to develop an exhaustive list that will fit all projects, as suc- cess criteria differ so much due to variables such as project scope, environment, uniqueness, and complexity [24,25]. ...
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Background: Success is a central concept in project management (PM), yet the literature is relatively extensive and generalist concerning topics related to PM success. Several metrics and factors that influence the success of a project are common to diverse industries, although there are also particularities. In the case of projects and programs developed by public health action, the focus is on protection of the health of specific target groups or populations, and many of them are concerned with survival issues. Summary: As the result of a systematic literature review, this paper identifies general project success criteria and success factors and describes specific evidence for the public health field. Key messages: The success of public health projects needs to be managed systematically and evaluated with a set of comprehensive success criteria.
... Mir and Pinnington [1] argue that, despite the advancement in project management processes and tools, in recent years project success has not significantly improved. In fact, projects still fail to live up to the expectations of stakeholders as they continue to be disappointed by projects' results [2][3][4]. Although there are many studies that focus on various aspects of project success as, for example, the success factors (v.g. ...
... Nevertheless, despite the attention that in recent years has been devoted to project management, in many cases the projects are still not providing the expected success. For instance, in the particular case of information technology (IT) the projects continue to show lower levels of success [2,[16][17][18]. In fact, the success of projects is still far from the desirable and the establishment of effective and efficient project management practices still remains a challenge [16]. ...
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It is a fact that an organization's success is closely linked with its projects’ success. Although there are many studies in literature that focus on different aspects of project success like, for instance, the success factors or the criteria for success assessment, there are only few studies that mention the processes required for success evaluation. Guides and standards, such as the PMBOK 5 or ISO 21500:2012, are not exceptions to this reality. Given the high importance and complexity of the evaluation of the projects’ success, in this work-in-progress the Success Management is proposed as a new knowledge area of project management, as well as a set of processes to be carried out in its scope.
... According to the Standish Group [1], almost 20% of projects implemented are not finished, 45% are completed but with deviations from their original baselines and only 35% can be described as efficiently deployed. These ratios are similar in contexts from software development to construction industry [2]. Although the performance of construction projects has been traditionally low [3][4][5][6][7], their impact on the growth of the international economy over the past 40 years has been crucial in Africa [8], America [9], Asia [10], Europe [11] and Oceania [12]. ...
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Organizations undertaking construction projects often deal with uncertainty and complexity. Risks include a wide range of occurrences that can lead to project failure. However, these difficulties may be minimized if risks are properly managed. In addition, knowledge management may emerge as a key element in facing unforeseen events and detecting the actions that are working well in other projects. In this context, this study intends to demonstrate the influence of managing organizational knowledge on risk management and the impact of both on the success of projects and associated businesses. To this end, a questionnaire was distributed among construction technicians , practitioners and managers in order to assess the importance of factors managing knowledge and risk and of success criteria. Thanks to the participation of almost four hundred respondents, cause-and-effect relationships are characterized by means of structural equation modeling, statistically confirming them. The specific links between the knowledge-management projects and the skills and abilities to face risks provided by the International Project Management Association (IPMA) standards, with a relation of 0.892 out of 1, justify the 75.1% of the success of the venture. These findings prove that the application of IPMA proposals enhances the required knowledge that leads to improved completion and delivery of complex construction projects in risky environments.
... (3) rough risk management of construction projects, it is conducive to reducing social nonperforming assets and can significantly promote the sustainable development of China's social economy [9,10]. ...
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The construction industry is the pillar industry of China’s national economy. According to the statistics of the National Bureau of Statistics, the GDP in 2016 was 744.127 billion yuan, while the total construction output value was 193.567 billion yuan, accounting for 6.5 percent of China’s GDP. The construction industry has played a pivotal role in promoting social development. Construction projects have always belonged to typical high-risk industries, and they will be affected by many factors, and these factors are mostly from the social environment and the natural environment, which makes it difficult to realize the expected construction period, cost, quality, safety, etc., of the construction project. The objectives, especially for large- and medium-sized construction projects, involve a lot of specialties, a wide range, a long construction period, and a huge amount of investment. Once the risks appear, the consequences are unimaginable. In addition, construction projects will be affected by accidental factors during the implementation process. If not handled in time, it will seriously affect the normal operation of construction projects. In view of the above problems, this article aims to study the risk management research of construction project management under the multimedia environment of the Internet of Things. Combining the characteristics of mobile construction projects, various problems are analyzed in the construction process of construction projects. This paper proposes a multimedia-based construction project management system, construction project quality management objectives and principles, and schedule risk prediction. The experimental results of this paper show that taking the construction project under the multimedia environment as an example, the communication management and quality control management of the construction project under the multimedia environment are studied. Through the combination of theory and practice, the work of construction projects under the multimedia environment of the Internet of Things is guaranteed to be completed on time and with high quality. 1. Introduction In the whole life cycle of a construction project, the risk problem has always been difficult to solve, which will not only affect the construction quality of the construction project, but also have a greater effect on the operation effect of the construction project [1]. The diversity of production and the complexity of buildings make the probability of project construction risk factors and risk events greater, often resulting in more serious consequences. Due to the large amount of construction engineering projects, a large number of units and factors will be involved, resulting in problems such as schedule risk, decision risk, operational risk, technical risk, and safety risk of the entire construction project. If not handled in time, it is inevitable. It will have a greater impact on its overall implementation effect. It can be seen that strengthening the risk management of construction projects is particularly important, mainly reflected in the following three points [2–5]:(1)Through risk management of construction projects, it is beneficial to improve the risk control ability of project managers. No matter what type of risk occurs, project managers can make correct decisions in the first time, and minimize the risk [6].(2)Through the risk management of construction projects, it is conducive to the resolution of various unfavorable factors and has a good promotion effect on the normal operation of construction projects [7, 8].(3)Through risk management of construction projects, it is conducive to reducing social nonperforming assets and can significantly promote the sustainable development of China’s social economy [9, 10]. “Risk management” was first proposed by the Germans after “World War I,” and American scholars began to study “risk management” in the 1930s, and then continued to develop. “Risk management” officially became a professional discipline in the 1950s. In turn, the ongoing drive by the American College of Insurance Professionals is making growth more deliberate and complex [11–13]. In 1987, the American Project Management Association began to publish the project management knowledge system, which is also the world’s first project management knowledge system, which indicates that risk management has become an important part of project management [14]. British scholars have also achieved fruitful results in risk management. Some scholars believe that project risk management is not only a scientific management theory, but also a project management theory, which is closely related to the operation and management level of the project, and is also a decision that the project manager must master [15–17]. The British applied the risk analysis method in the oil pipeline project of Beihai Oilfield, which not only improved the safety of the project but also reduced the project cost. At the same time, the establishment of the British Chartered Insurance Institute and the British Risk Management Association was very large. To a certain extent, it promotes the development of risk management in the UK [18]. American scholars and British scholars have their own characteristics in project risk management and have strong complementarities. In addition, the French are the first people in the world to apply risk management ideas to the business management system, and most of them conduct research risk management from the management level. From the current point of view, risk management theory has been widely applied to engineering construction organization, engineering construction, engineering design, project feasibility analysis, and other fields. The project risk management system has been basically established and improved [19]. Risk management came to China in 1985, introduced by Dr. Duan Kailing, and the publication of Risk Analysis and Decision-making (Professor Guo Zhongwei) marked the formal study of risk management in China as a professional discipline [20]. With the accelerating process of China’s reform and opening up, a large number of foreign advanced risk theories have been introduced and applied to the Guangzhou Metro Construction Project, the Three Gorges Project Construction Project, and the Gezhouba Hydropower Project Construction Project, which have achieved better application results. “Engineering Project Risk Management —Theory, Method and Application” (Wang Zhuoyu) carried out a comprehensive and in-depth analysis of the methods and theories of project risk management [21]. Hao introduced the method of risk identification comprehensively and also proposed a series of risk prevention measures based on the perspective of transferring risks, reducing risks, and avoiding risks [22]. Hao, Shen, etc., proposed a series of management methods, countermeasures, and evasive strategies to effectively control project risks, avoid adverse effects, and achieve the overall goal of the project with the least cost [23–25]. These studies provide some reference for the research in this paper, but there are some shortcomings in the study due to too little time and insufficient sample size. The article discusses in detail the application of construction project risk management in order to provide experience for similar projects. Construction projects have always belonged to typical high-risk industries, and they will be affected by many factors, and these factors are mostly from the social environment and the natural environment, which makes it difficult to realize the expected construction period, cost, quality, safety, etc., of the construction project. The objectives, especially for large- and medium-sized construction projects, involve a lot of specialties, a wide range, a long construction period, and a huge amount of investment. Once the risks appear, the consequences are unimaginable. In addition, construction projects will be affected by accidental factors during the implementation process. If not handled in time, it will seriously affect the normal operation of construction projects. In view of the above problems, this paper proposes a risk management model for building project management in a multimedia environment, controlling the construction period and managing risks through multimedia technology. 2. Construction Project Risk Management 2.1. Construction Project Management Theory Construction project management is mainly to use scientific knowledge, technical means, tools, and other operations to manage the project. Management is generally carried out through the processes of organization, planning, leadership, coordination, scheduling, and control. The project management requirements clarify the management organization, organizational functions, role positioning, scope of duties, etc., rationally optimize resource allocation, and complete management objectives within the specified time limit and cost range [26]. Project management covers a wide range of topics, including project time, scope, cost, schedule, communication, risk, human resources, procurement, contracts, information, machinery and equipment, and on-site management. The purpose of comprehensive project management is to achieve the project objectives within the contract period and meet the expectations and requirements of all stakeholders. The project management content is not single, and the various elements are intertwined, which constitutes the project management scope intricately. Coordinating various management factors and making it operate scientifically and orderly is the effect that project management should achieve. Project management involves the life cycle of the project. The life cycle of the project refers to the whole process from project planning and implementation to acceptance. The life cycle of a project varies with the size of the project and the length of the cycle. The life cycle of the project varies from several months to several years. Regardless of the length of the project life cycle, the project management process that is experienced generally has commonalities and must be organized. Planning, coordination, control, and other processes must use scientific and technological means and advanced management methods to achieve the ultimate goal of management. 2.1.1. Definition and Characteristics of Project Risks Generally speaking, risk refers to the possibility of an unfavorable event. It is an uncertain loss that can predict the probability and consequences of its occurrence. Project risk is an uncertain factor that deviates from the project objectives and affects the project implementation process. It may have certain obstacles to the realization of a certain part of the project’s target process and may also cause significant losses to the project’s revenue. The risk research is also to reduce the impact of uncertain events on the project plan. Most of the risks are predictable, identifiable, and controlled, with the following characteristics [27, 28]. First, project risks are objective. The project risk does not depend on manpower’s will; it is existed objectively. The quantum of risk and the likelihood of happening are different for different combinations of risk in different risk factors. Project risk occurs as a result of a combination of environmental, economic, technological, policy, and cultural factors, which allows managers to control the occurrence of risks. Therefore, project risks have an objective existence [29]. Second, project risks are relative. The relative risk is mainly reflected in the degree of influence of the same risk on different projects. The risk factors that have a significant impact on one project may have the opposite effect on the other project; the project risk exists objectively, but the manager can pass certain means reduce or transfer risk. Third, project risks are deformable. The risks at each stage of the project are different and will change with management. This change may be beneficial or unfavorable. The risk changes in large projects will be more obvious because of the large risk factors of large projects. Fourth, the diversity and predictability of project risks. Different types of projects, different cycle lengths, and different management factors, the existing risks are diverse. Fifth, the predictability of project risks. Project managers can predict the source of risk, the amount of risk and the probability of occurrence by scientifically analyzing data, etc., and formulate effective measures to prevent and reduce risks. 2.1.2. Risk Evaluation The probability of the risk analysis result determines the order in which it is dealt with. A high probability indicates that the risk is likely to occur, and countermeasures should be taken first. To achieve this goal, run the risk analysis module to obtain the probability of occurrence of risk information, match the data with the preset risk level, and divide the level according to the standard. 2.1.3. Risk Prevention Project risk prevention is a measure to reduce the probability and impact of risk based on the results of risk identification and assessment. The ultimate goal is to ensure the maximum benefit of relevant parties. The choice of risk prevention methods should be based on the actual situation of the project. The same project may use several methodologies; different courses of the same work may use different methodologies, with the overriding goal of reducing their losses due to exposures. 2.2. Risk Management 2.2.1. Risk Management Overview There are different risk management mechanisms in various industries in the real society, and of course they will show different characteristics in each industry. Risk management is mainly composed of risk control managers and potential objective risks. Therefore, in some more complex production environments, professional risk control managers must be present to ensure the smooth progress of the project. Risk management needs to go through a series of complicated supervision, management, and approval processes before it can be implemented. Therefore, these processes are particularly important. Only by controlling all the identification, quantification, evaluation, control, and supervision processes in between can they be implemented. Achieve effective control of risks, so as to ensure the smooth progress of production activities. 2.2.2. Risk Identification Risk identification is the first step in the risk management process. Many potential risks may be encountered in the various work processes of the project. They must be judged and summarized according to their different characteristics. They would have to be judged and conclude according to their diverse characteristics. The ultimate goal of risk recognition is to find the item. That is to find the incentives that cause the risk and reduce its impact on the subsequent operation of the project. 2.3. Construction Project Risk of Construction Progress Due to the long production cycle, large-scale, and complicated management process of construction projects, in the actual construction, there is obvious uncertainty in the event. Therefore, the risk events brought about to some extent affect the completion of the planned progress of the construction progress. There are five aspects to the project construction schedule risk. 2.3.1. Objective Search and Universality Whether it is a natural disaster or a conflict in economic and social development, it is an objective risk. In fact, there are many types of risks and great harm. The implementation of construction project management can only reduce the probability of occurrence of risks and reduce losses through management methods and technical methods, but it cannot eliminate risks objectively. 2.3.2. Uncertainty and Measurability The uncertainty of construction schedule risk is reflected in four aspects: probability, time, resulting result, and loss. According to the relevant literature and the experience of the relevant construction personnel on the site, it is often possible to calculate the construction schedule risk probability and consequences and theoretically realize the prediction and measurement. 2.3.3. Relativity (1)The risk subject is relative. But the individual behavior is different and the method is different; the loss and the consequence are also different. Construction scheduling risk incidents are therefore only be meaningful relative to the relevant acting physical entity. The similarly risky event may not have any damage or loss relative to other solid parties.(2)The magnitude of the risk is relative. The size of the risk is based on the affordability of the agent. In terms of construction progress risk, the ability to withstand includes the following aspects. (1) The size of the income: the higher the construction schedule risk loss, the greater the expected value of the risk event. That is to say, the benefits and affordability can be positively correlated. (2) The size of the input: the greater the human resources and economic resources invested in the construction schedule management, the higher the possibility that the construction progress will proceed smoothly, and the less willingness of the subject to bear the risk. In the actual project construction case, when the premise investment is relatively small, the behavior subject is often willing to accept a larger risk, even if the probability of success is low; and as the input increases gradually, the behavior subject begins to change. The more cautious behavior decisions are often conservative. (3) Resource ownership: in the construction progress, the actors with more resources have stronger risk tolerance. 2.3.4. Risk Events in Variability Construction Are in Dynamic Development Every process and every factor in the construction is constantly changing. The variability of the progress risk is mainly reflected in the nature, consequences and type. 2.3.5. Phased (1)The stage of potential risk: it refers to the construction schedule risk factors that have existed objectively, but have not yet occurred, and have not caused direct economic losses and social impacts on the project but may deteriorate.(2)The stage of risk occurrence: it means that the construction schedule risk has already occurred, and the project economic loss and madness influence are taking shape. However, due to the unfinished construction schedule risk, if no effective measures are taken, it will start to cause economic loss and social impact of the project. In the actual situation, the duration of the event is very short.(3)Stages of consequences: it refers to the stage in which certain project economic losses and madness have been formed. Often the consequences of project formation are irreparable, but effective measures can be used to reduce the extent of losses and control the consequences of project formation. 3. Application of Multimedia Technology in Construction Project Management 3.1. Shortcomings of the Internet of Things Multimedia Technology in the Application of Construction Engineering 3.1.1. The Internet of Things Multimedia Technology Is Immature and the Software Is Narrow My country’s construction engineering management informationization time is very short, and my country’s multimedia technology is still very backward and immature. Construction engineering multimedia software is still in its infancy, and there is still a big gap compared with foreign countries. A lot of construction companies do not fully understand the multimedia technology adoption. Due to the overall lack of a plan for multimedia software development, the theme is the same, and lead to a lot of low-level repeated development. Multimedia software development should be familiar with the internal management details of construction companies in the short term, excessively pursue multimedia software development projects, and pursue market profits. 3.1.2. Management System Defects In the management of construction projects, the management methods are weak, the multimedia technology management level is not high enough, the management mode is not diversified, the project management is chaotic, and there is no corresponding system support, which ultimately leads to the lack of implementation and progress of the multimedia system. Without system support, especially the functions and skills of some professional management software, it is difficult to fully understand. The application of most multimedia technologies in construction companies only stays in the preparation plan. There is no effective management method for the adjustment of the regulatory plan. 3.1.3. Multimedia Technology Gaps in Different Regions Some large-scale high-level enterprises have reached the forefront of the country, established local area networks, and realized resource sharing among employees within the enterprise. Employees can query and obtain various materials through the local area network established by the company. While acquiring data, it also ensures data security, which plays an important role in improving the work efficiency of all units of the enterprise [30]. In some economically developed areas, due to abundant information sources, construction project managers have a deeper understanding of information management than other units, while construction project managers in economically underdeveloped areas or remote areas have a weaker understanding of multimedia technology. And the promotion and application of multimedia technology in municipal construction projects is the worst. The development of multimedia technology in different regions has opened a huge gap. 3.2. Quality Management Objectives and Principles of Construction Engineering in Multimedia Environment Quality management objectives of construction engineering in a multimedia environment: ensure that the new multimedia system can normally cut access network operation within a predetermined period of time, without affecting the normal use of multimedia by users. Quality management principles for construction engineering in a multimedia environment: during the construction period, it does not affect any other business on the live network. Features of mobile communication multimedia software include the following. 3.2.1. Complex Multimedia Technology The construction project management system in the multimedia environment consists of the host device, the data communication device, and the storage device. The operating system includes the Windows operating system, the Solaris operating system, and the SUSE operating system. The construction project management system in the multimedia environment is a system engineering, a project that only a multidisciplinary engineer can work together to complete. 3.2.2. Short Construction Period and Complicated Process Operators generally require the completion of the construction of the construction project under the new multimedia environment within 3 months, and the mobile company has strict access system in and out of the building and computer room. The construction project management equipment and the existing network operation equipment in the multimedia environment are believed, the operational process. 3.2.3. Strict Testing In the multimedia environment, there is a strict test manual before the construction project management is put into operation. After passing the functional verification test and service test of the multimedia technology system of the Internet of Things, the new system can be cut over. For the characteristics of construction under multimedia environment, we use the “brainstorming” method to discuss and propose solutions to the quality of people, equipment, process system, and environment of the building construction under multimedia information business environment through the knowledge of construction project management that we have been learned, as shown in Figure 1.
... Advanced IT project management methodologies and tools, or adaptations of methodology development directions-from different types of classic approaches to many variations of agile methods-have not resulted in any significant increase in success rates for IT projects over recent years [19,20]. The dissatisfaction felt by the end-users of IT projects with regard to their results and the rate of project failures still remain a cause for concern [21,22]. ...
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Major elaborations on sustainable development relating to the general economic sphere of various issue-related areas. Surprisingly little explicit guidance presenting this topic from the organizational side exists. To fill this gap, this paper attempts to propose and verify the concept of a sustainable approach to IT project management by involving the client at the stage of choosing the project management methodology. The research scope constitute IT projects, the subject of which was the development of software commissioned by the organization. The study aims to assess how the internal perspective of sustainability in IT projects, manifested in the matching of IT project management methodology to the client, affects the overall client’s satisfaction with the IT project, its products, and results. In the study, 64 IT projects implemented in Polish SME organizations were analyzed throughout their life cycle. The study has proved that introducing and improving the internal perspective of sustainability in IT projects, by matching an IT project management methodology to the client type is one of the key factors determining the level of client satisfaction and thus the assessment of the project’s success. The evaluation was made using the Servperv method by developing a measurement instrument dedicated to the IT project management area. Researches can use the proposed approach and the Servperv measuring tool to carry out similar analyses with different sample groups across other countries. The software industry can find results valuable and useful with regard to the IT project management improvement.
... IS projects continue to show lower rates of success (Liberato et al., 2015;Ribeiro et al., 2013;Rijo et al., 2012;Varajão et al., 2014a;Varajão et al., 2014b) for several reasons (Cerpa and Verner, 2009). These include project underestimates, inadequate requirements analysis, changes in scope, risks not being re-assessed, controlled or managed throughout the project, unrealistic expectations and inappropriate development methodology, among others. ...
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Purpose The purpose of this paper is to increase the understanding of practice in information systems (IS) project management (PM) by analyzing the use of tools and techniques by IS project managers. Design/methodology/approach The authors carried out an international questionnaire-based survey with experienced IS project managers. Findings Results reveal that, notwithstanding the similarities between the tools and techniques used in IS projects and projects from other areas, there are also significant differences concerning those more frequently used. The top five tools and techniques most used are “kick-off meeting,” “progress meetings,” “progress reports,” “requirements analysis” and “activity list.” However, the low use of some tools and techniques, from management areas such as risk and quality management, or related to the project monitoring and control, should raise concern. Research limitations/implications Through the results of this research, researchers, organizations and practitioners can identify ways of developing and enhancing PM by examining the tools and techniques identified as the most used and those that are not being used as frequently as expected. Originality/value It provides a useful benchmarking basis for evaluating the most applicable tools and techniques, designing training and teaching programs and identifying academic research opportunities in IS PM.
... Uma organização, que esteja orientada a projetos e cuja cultura organizacional o permita, reconhece a importância de um histórico de entregas bem-sucedidas de projetos de modo criar e potenciar a confiança de diversos stakeholders, atuais e potenciais, para futuras parcerias. O crescimento dos investimentos na área dos SI e das TI tem provocado uma maior preocupação nas organizações e na sua gestão com vista a garantir um retorno em termos de valor de negócio desses investimentos (Pereira et al., 2017), até porque, projetos dessa área são sobejamente conhecidos pelos seus atrasos, derrapagem orçamental, baixa produtividade e qualidade do produto (Ribeiro et al., 2014). ...
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The identification and implementation of the best practices of project management are preponderant and decisive factors for the success of the companies, regardless of their area of intervention. This highlight arose from the need for companies to respond quickly, efficiently and in an integrated manner to the challenges that an ever-changing environment offers. In a public transportation company, certified in NP4457: 2007, the challenges should focus on project management improvement initiatives, considering their organizational context and the low level of organizational maturity existing in project management. This research resulted in the development of a Business Case template that was intended to be integrated into the life cycle of project management of the company under study, transversal to all the areas of knowledge described by PMBoK, having several inputs provided by PRINCE2 and BABOK. The purpose of the research work was to develop a solution to justify initiatives that lead to projects and ensure a correct management throughout the life cycle of each project.
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The purpose of this study is to explore the role of potential and realized absorptive capacity on project success through both the mediating roles of strategic agility and the moderating role of project complexity. A simple random sampling was used to collect data from 285 respondents working in the IT sector of small-medium sized Portuguese enterprises (SMEs). Due to the Covid-19 pandemic, data were collected from and distributed on, several online channels (Gmail, LinkedIn, Twitter, and Facebook). Smart PLS-SEM, version 3.2.8 was used for the analysis. The results indicate that the two absorptive capacity sub-dimensions, potential and realized absorptive capacity, not only directly affect a project's success but also indirectly through the mediator of strategic agility. Although the moderating role of project complexity has a positive and significant effect on the relation between potential absorptive capacity and strategic agility, it is insignificant concerning the relation between realized absorptive capacity and strategic agility. Finally, theoretical and practical contributions are made, research limitations are stated and future research is suggested.
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Purpose More and more governmental organizations are switching to information systems to enhance their operations and reduce cost but the development of these systems involves a lot of challenges. We aim to find out the challenges that project managers have to face during the development of such systems and the practices they can adopt to address these challenges. Design/methodology/approach To identify the challenges, data has been gathered across six key project management areas. The six targeted key areas are: Project Integration Management, Project Scope Management, Project Time Management, Project Cost Management, Project Human Resource Management and Project Communications Management. We have coordinated with 11 managerial level IT professionals using semi-structured interviews and have gone through their communication archives. Findings Findings prove that practices like focusing on cost reduction, informal congregations, trainings and frequent communication between vendor and client help in addressing the challenges. Furthermore, learning from management experiences of the managers, can assist managers in similar role to create a pattern of success while working with governmental projects. Originality/value We peek into the development life cycle of a public sector project named as Prison Information Management System. The project has encountered numerous challenges and has been accomplished in significantly delayed time than designated.
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