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Background: South African insurance companies are under pressure to adapt to the constantly changing environment and customer-changing requirements. Agile software development presents itself as a viable solution for swiftly meeting these demands. However, there is a lack of comprehensive understanding regarding the current utilisation of agile methodologies within the South African insurance sector; this article aims to bridge this gap. Objectives: The purpose of this theme is to fully understand the extensive level of the experience for the participants and the nature of projects the participants have been involved in and lastly time frames of the projects and how long have insurance been using agile methodology. Method: For this study, purposive sampling that involves the selection of the units to be observed based on your own judgement about which ones were the most useful or representative will be applied. The criteria were based on the participants having played a role as stakeholder in a project that has used agile methodology within the selected organisation within the past 3 years to remain relevant to this study purpose. Results: The identified pattens from the respondents showed that agile methodology is currently utilised for the following in the selected insurance company: software upgrades new product new function Conclusion: In summary, the current state of agile methodology utilisation in a South African insurance company is associated with application transformation to cloud computing, work transformation, onboarding of new applicants, environment enhancements, schema amendment, introduction of new product such as sales force, automating insurance claims documents, scheme enhancement, fund anniversary and renewal of people’s schemes. Contribution: This comprehensive research significantly contributes to the body of knowledge, shaping the strategic direction of agile methodologies within software development project environments.

The article examines Atlassian tools such as Jira and Bitbucket in integration with Sourcetree in the context of setting up automation of the CI/CD process of a web application project. Conducted research shows that this kind of integration is characterized by ease of use and configuration, which provides an intuitive way of organizing projects, managing tasks and setting up the CI/CD process in the IT project management system. The purpose of this study is to improve the efficiency of management, communication and collaboration between different teams of developers, testers and project managers based on technology for automating the CI/CD process of a web application project through the integration of Jira, Bitbucket and Sourcetree. To achieve the goal, the work considers practical steps in the operation of these tools, as well as describes the technology of setting up the project using Bitbucket pipelines. Pipelines steps can be configured to run automatically or manually, depending on user needs and specific development stage, for different programming languages and frameworks. To set up Pipelines, you need to create a bitbucket-pipelines.yml file that describes the steps of the CI/CD process. After a successful Bitbucket Pipeline execution, code updates are made available in the repository, allowing you to work with the updated code. Setting up CI/CD process automation in Jira involves automatically tracking the associated build and deployment processes with Jira issues based on the received link to issue keys in Jira.

IntroductionDigital transformation has become a buzzword in almost every industry in the twenti first century. Healthcare is not an exception. In the healthcare industry, digital transformation includes the utilization of electronic health records (EHRs), telemedicine, health information exchange, mobile health, and other interactive platforms. The importance of digital transformation in healthcare cannot be overemphasized as it has proven to be critical in improving patient outcomes, making healthcare delivery more efficient, and reducing costs. The positive impact of electronic health records was noticed almost immediately in the field of primary healthcare. It has been suggested that implementing electronic health records will enhance the accessibility and the process of distribution of health records between authorized users. As part of Saudi vision 2030, all healthcare organizations in Saudi Arabia are going to shift to digital transformation.MethodsThis study follows a qualitative, semi-structure, face-to-face interview approach. The collected data were analyzed using NVivo V10 software. Inductive thematic analysis approach was used to analyse the collected data from the interviews.ResultSeventeen project team members, from different positions and backgrounds were purposively chosen to be interviewed. Three main themes and 38 codes were generated from the analysis of transcripts. The informants describe the implementation of electronic health records in the PHCs based on two different experiences. The participants reported that a previous attempt failed due to inappropriate infrastructure, lack of technical support, and low level of user acceptance. Therefore, the policymakers adopted several steps to increase the level of success and avoid failure causes. They initially established well-defined requests for proposals followed by continuous commendation among the project team and conducted a consultation on multiple levels (country level; organizational level and individual level).ConclusionThis study concluded that the main causes that lead to the failure of the large-scale project were lack of connectivity, lack of technical support, and staff changes, particularly those who occupied high-level positions in the Saudi ministry of Health. The success rate of EHRs implementation can be directly impacted by the size of the project. Large-scale projects are complicated and may be subject to numerous challenges compared with small projects. Significant factors such as training, support, legal issues, and organizational workflow and redesign were a concern of the project team during the pre-implementation phase. In addition, other factors related to technology and end-users were included in the EHRs implementation plan.

The paper shows the features of the application of the case method in the study of the discipline of IT project management for students majoring in the field of Information Technology. This work analyzes some of the difficulties associated with the limited use of case studies in the field of IT. An original solution to the problem of combining flexible technologies for the development of the project itself on the basis of a case study and methods of studying and applying special software for IT project management presented by authors. The conceptual scheme of the main stages of work with a case, interrelations and content from an initial acquaintance, discussion in groups and acceptance of intermediate decisions, to planning of operations, calendar planning of works and resources were shown. However, the role of special software for visualization of separate stages of project execution management in the MS Project environment at all stages of the life cycle was explained. The combination of individual analytical work of the students, acquisition of teem job skills, the study of MS Project tools, IT project management methods at different stages allows to achieve the planned learning outcomes and develop interdisciplinary competencies.

Given the technological advances and the recognized importance of the application of technologies in project management, the question arises whether the technologies of Industry 4.0 can solve the problem of failure of information technologies (IT) projects. This question is the main motivator for writing this paper and conducting research on this topic. This paper describes a research that was conducted with the intention of examining the extent to which modern technologies can contribute to the success of IT projects. The research shows the extent to which modern technologies are applied in project management in the IT sector of Serbia, as well as the extent to which experts believe that these technologies have a positive impact on project success, analyzing the issue through their impact on success factors. This research provides insights that can contribute to a better understanding of modern technologies and their application in practice.

In any organization, dealing with lessons learned is a complex issue that involves people, processes and technologies. Although lessons learned processes are already well established in the project management community, the use of modern web technologies to support them is still in its infancy. This paper introduces a new model to manage lessons learned in PMBoK process groups. This model draws upon interdisciplinary literature, which embeds lessons learned processes, shared context and Web 2.0 service models. The model is supported by Web 2.0 technologies and centered in PMBoK process groups to allow a thorough overview of the project. An exploratory focus group was set up to validate the model qualitatively within a constructivist ontology and an interpretive epistemology. The adoption of this model can help academics and practitioners using PMBoK process groups to acquire a better understanding of managing lessons learned in projects.

The use of Information Technology (IT) to drive organizational change has gained momentum in both for-profit and not-for-profit organizations, and currently culminates in a vivid discussion on what many call “Digital Transformation”. It is not surprising then that practitioners seek guidance on how to manage such transformation. Professional bodies have addressed this need by issuing best practice standards for Program Management (PgM), but we know little about their value in managing programs in general and IT programs in particular. Academic research on IT PgM is still in its very infancy. Taking this as motivation, we have investigated the challenges that managers faced in five IT programs that encountered problems. Our analysis reveals a set of management issues and shortcomings including, among others, a lack of architectural overview, difficulties in dealing with scope changes, stakeholder interest, diverse business groups and cultures, as well as a lack of internal PgM competences and unclear management responsibilities. In this paper, based on our findings, we present a first checklist for managing IT programs across their life cycle. Though still tentative and not necessarily comprehensive, we were able to confirm that our checklist provides relevant guidance for managing IT programs in practice.

The use of Information Technology (IT) to drive organizational change has gained momentum in both for-profit and not-for-profit organizations, and currently culminates in a vivid discussion on what many call “Digital Transformation”. It is not surprising then that practitioners seek guidance on how to manage such transformation. Professional bodies have addressed this need by issuing best practice standards for Program Management (PgM), but we know little about their value in managing programs in general and IT programs in particular. Academic research on IT PgM is still in its very infancy. Taking this as motivation, we have investigated the challenges that managers faced in five IT programs that encountered problems. Our analysis reveals a set of management issues and shortcomings including, among others, a lack of architectural overview, difficulties in dealing with scope changes, stakeholder interest, diverse business groups and cultures, as well as a lack of internal PgM competences and unclear management responsibilities. In this paper, based on our findings, we present a first checklist for managing IT programs across their life cycle. Though still tentative and not necessarily comprehensive, we were able to confirm that our checklist provides relevant guidance for managing IT programs in practice.

The article covers behavioral determinants of decisions made by IT project teams during the whole project cycle. Project decisions are usually made in risk conditions and require careful analysis based on available information. The project decisions are usually complicated and threatened by the influence of heuristics and the occurrence of cognitive biases. The article indicates the need for greater integration of behavioral economics and project management methodologies. This will allow a better understanding of the basics of making design decisions and reducing the impact of cognitive biases on these decisions. Project team members can use specific techniques provided by agile project management methodologies, in particular Scrum, to reduce the impact of cognitive biases on project decisions.

In any organization, dealing with lessons learned is a complex issue that involves people, processes and technologies. Although lessons learned processes are already well established in the project management community, the use of modern web technologies to support them is still in its infancy. This paper introduces a new model to manage lessons learned in PMBoK process groups. This model draws upon interdisciplinary literature, which embeds lessons learned processes, shared context and Web 2.0 service models. The model is supported by Web 2.0 technologies and centered in PMBoK process groups to allow a thorough overview of the project. An exploratory focus group was set up to validate the model qualitatively within a constructivist ontology and an interpretive epistemology. The adoption of this model can help academics and practitioners using PMBoK process groups to acquire a better understanding of managing lessons learned in projects.

An integrated simulation model of IT project based on a modified Petri net model that combines product and model of project tasks has been proposed. Substantive interpretation of the components of the simulation model has been presented, the process of simulation has been described. The conclusions about the integration of the product model and the model of works project were made.

The concept of sustainability is becoming more and more important in the face of dwindling resources and increasing demand. Despite this, there are still many industries and disciplines in which sustainability is not actively addressed. The requirement of meeting current and future needs is not an issue from which IT projects are exempt. Ensuring sustainability requires managing sustainability in all activities. The field of IT and sustainability is one in which literature is appearing, but at a slow pace and this leaves many unanswered questions regarding the state of sustainability in IT projects and the commitment of IT project managers to sustainability. In not knowing what the state of sustainability is, potential shortcomings remain unknown and corrective action cannot be taken. Quantitative research was conducted through the use of a survey in the form of a structured questionnaire. This research was cross-sectional as the focus was to assess the state of sustainability at a single point in time. IT project managers were randomly sampled to get an objective view of how committed they were to sustainability. This research made use of a project management sustainability maturity model to measure the extent to which sustainability is incorporated into IT projects. The findings are that IT project managers are not committed to sustainability. While the economic dimension yielded the best results, they were not ideal, and it is in fact the social and environmental dimensions that require the most attention. This lacking commitment to the social and environmental dimensions is not limited to select aspects within each dimension, as each dimension’s aspects are addressed to a similarly poor extent. This research suggests that sustainability needs to become a focus for IT project managers, but for this to happen, they require the relevant project management sustainability knowledge.