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The article presents the results of research conducted in an international enterprise responsible for IT project implementation. The carried out analysis of the case study with the use of surveys and data synthesis allowed the major factors causing problems connected with project management to be identified. The identified factors were aggregated and then, by using four key variables, a rhomboidal model adaptation was proposed to facilitate the choice of the best method of project management. The proposed solution may aid Project Managers choosing the most appropriate method of project management as well as measuring and monitoring risk indicators.

University-industry R&D collaborations are increasing and being encouraged by governments as a mean of enhancing wealth creation. Those help industries to foster innovation and its level of competitiveness and universities to improve their academic results as well as their sources of funding. While there are available several IT project management tools, the specific context of university-industry R&D funded collaboration demands specific needs to effectively help on the management activities of both partners. Therefore, this study collects the functionalities and requirements of an IT tool to support the management of university-industry R&D through a case study research strategy. The case study selected was based on a large publicly funded R&D collaborative program that covers 30 R&D projects carried out by the University of Minho and Bosch Car Multimedia, named as Innovative Car HMI. The program embraced an investment of 54.7 M€ and involved around 500 people during three years (2015-2018). Based on the Innovative Car HMI adopted governance model and the functionalities of the existent IT project management tools, it was possible to identify the functionalities and requirements to develop a new software tool to support this typology of university-industry collaborations.

Delay exposes poor performance of Information Technology (IT) projects in an organization. In order to prevent this jeopardizing factor happened; investigation should be conducted using maturity level measurement to identify detailed project managers' ability. This research applies Kerzner's Project Management Maturity Measurement (K-PMMM) as the method to investigate a case study in XYZ as a Project Based Organization,. By using questionnaire and interview techniques, this research demonstrates assessment in Level 1 and Level 2 with overlap adoption. Out of six, there are four project managers do not pass the Level 1 while two (out of five) areas do not fulfill Level 2. This research promotes various recommendations for XYZ to improve its IT project management based on the detailed results. Hence, XYZ can implement improvement strategies to amplify its quality in IT project management.

The valuation of ordered IT project is an important part of IT project management, and valuation theory and practice is at the exploratory stage. The total valuation is one significant theory to achieve scientific valuation of ordered IT project, and it includes IT project life cycle valuation, entire-cost valuation and total factor valuation. According to the life cycle theory, valuation characteristics, cost composition and valuation demand of ordered IT project, the IT project life cycle valuation, entire-cost valuation and total factor valuation are researched and their meaning and content are raised.

Project management success is often elusive, particularly in a complex, systems of systems environment (SOSE). In the information technology (IT) industry, failure rates are approaching 70 percent. Many reasons are cited for this high failure rate, including the shortage of skilled staff, constant changes in technology, too many known IT application constraints, inadequately defined requirements, and poor project management skills among others. This paper proposes a main cause of failure as complexity caused by discontinuities among project objectives and the worldviews, tools and ideas in standard practice in IT project management. This paper will also assert that many IT projects, by their very nature, are complex in design. An understanding of complexity and a change in thinking about IT project management in the modern engineering organization may be indicated. The conclusion of this paper will summarize future research necessary to close this gap.