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The development of artificial intelligence (AI) is revolutionizing various industries, including IT project management. The object of research is the principle of augmented competence, which is a new approach that uses AI to strengthen and expand the capabilities of IT project teams. The essence of this principle lies in the complementary interaction of AI and the competence of project teams. Instead of replacing project managers, AI complements their competencies (knowledge, skills and experience). One of the hot spots is the application of AI in the process of automating routine tasks, analyzing large volumes of data and providing recommendations and predictions, freeing up time for team members to focus on more complex and creative tasks. The possibility of automating tasks and providing new knowledge, which will significantly improve the efficiency and productivity of the team, has been obtained through the use of the principle of augmented competence. As a result, data-driven recommendations and predictions enable teams to make more informed and effective decisions. Access to new knowledge and insights stimulates innovation and leads to new ideas and solutions, helps identify and mitigate potential risks, which can lead to more successful projects. Applying this principle to IT project management audits will automate software testing with AI, which replaces testers so they can focus on more complex types of testing such as exploratory testing, performs customer data analysis with AI, and enables companies to better understand your customers and their needs, which can lead to better marketing campaigns and products. It is important to note that this principle does not involve replacing project managers with AI. Instead, AI is used as a tool to empower human teams and help them achieve better results. As AI technologies continue to evolve, the principle of augmented competence is likely to play an even more important role in IT project management. AI can help teams overcome complex challenges, make better decisions, and succeed in a more dynamic and competitive environment. [ABSTRACT FROM AUTHOR]

Purpose: The purpose of this study is to examine tacit knowledge sharing within information systems development (ISD) projects by exploring the combination of social interdependence theory and regulatory focus theory (RFT). Design/methodology/approach: A survey was conducted on 198 ISD professionals to investigate the effect of social interdependence on tacit knowledge sharing. The survey data were analyzed using partial least squares structural equation modeling (PLS-SEM), and the results were discussed. Findings: This study reveals that team members tend to share tacit knowledge in a way characterized by cooperative interdependence, and different patterns of social interdependence have an impact on tacit knowledge sharing. The RFT explains the disparities in attitude toward tacit knowledge sharing. Specifically, individuals with a prevention-focused orientation positively moderate the impact of competitive interdependence on tacit knowledge sharing, while those with a promotion-focused orientation have a negative moderating effect on the effect of competitive interdependence on tacit knowledge sharing. Moreover, promotion-focused individuals negatively moderate the effect of cooperative interdependence on tacit knowledge sharing. Originality/value: The study identifies important aspects of social interdependence in ISD projects that affect the management of tacit knowledge. Furthermore, the study shows that the influence of cooperative and competitive interdependence on tacit knowledge sharing is moderated by the regulatory focus of an individual, providing new insights into ISD knowledge management. [ABSTRACT FROM AUTHOR]

Many of the challenges in management of IT projects belong to a class of problems for which a higher-order approach to a solution already exists in the form of a MIS theory. Management Information Systems (MIS) theories can be used as guidance for answering many of the important questions that occur for IT project managers. Despite this, many IT project managers underuse such theories in their management of projects. In this paper, we identify and explain the underlying reasons for the underuse of MIS theories by project managers in their management of IT projects. The underlying reasons that we identified include: (a) confusion around personal (specific-implicit) theory and scientific (general-explicit) MIS theory, (b) misunderstandings about the position of MIS theories among scientific theories, (c) the difficulty of gathering evidence and facts about the outcomes of using MIS theories in IT projects, (d) difficulties managers experience in choosing the right type of MIS theory for a particular challenge in an IT project, and (e) the ability or otherwise of current MIS theories to respond to evolving challenges of managing IT projects. The main audience of our paper is IT project managers and IT and MIS researchers. [ABSTRACT FROM AUTHOR]

Researchers have acknowledged the usefulness of metaphors to understand organizational phenomena. More than fancy linguistic ornaments, metaphors can provide a rich understanding of the situation under investigation; demonstrate how individuals think, feel and behave; and be used as a diagnostic tool to help analyse organizational problems. Notwithstanding the importance of metaphor analysis, how system thinking principles can be applied to understand the elicited nature of metaphor in the context of information technology (IT) project management practices remains to be explored in greater detail. Drawing on the field of applied linguistics, coupled with complexity theory, a complex systems metaphor perspective is put forward as a fresh lens to understand IT project management practices. This perspective is illustrated through a discourse analysis of a large IT project in the National Health Service (NHS) in England. [ABSTRACT FROM AUTHOR]

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.