Search

This article investigates the applicability and compatibility of project closeout processes defined in traditional project management frameworks in cases of agile-developed IT projects. Based on a literature review analysis of three project management frameworks, the hypothesis is formed that traditional project closeout processes are critical in agile developed IT projects. The developed hypothesis suggests an unclear indication of how to trigger a project closeout, the inapplicability of scope fulfillment for closeout trigger, and critical transitions between closed projects and ongoing agile software improvement and maintenance. All three parts of the hypothesis are then individually evaluated by an online survey with 85 participants. As a result of this survey, all three hypotheses are falsified. For most project management practitioners in agile projects, closeout processes are not critical, scope fulfillment is still the most relevant closeout trigger, and the transition to a continues-improvement and maintenance process is seen as principally uncritical.

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.

Planning a global IT project stands for facing two issues, complexity and visibility. So agile methods can be key of success, due to their ability to fast reacting when impacting events come up.

IT projects are characterized by high complexity, implementation of the latest technological solutions and specialized competence of contractors and high costs. The key element in IT project management is to have employees with appropriate substantive competencies (programmers, designers, analysts, etc.). Before starting an IT project, the IT project manager must answer the following questions: Do I have the right set of team competences to start the project? If the team lacks competence, then in what area and to what extent? The article proposes a model of employee competence configuration and a procedure for their verification in the context of IT project management. Also presented is the method of model implementation and numerous computational examples verifying its usefulness and effectiveness of implementation.

Maturity models define sets of levels or phases describing the development of observed object in a unique and hierarchically structured way. The existence of CMMI model leads to the development of other models and, consequently, to the development of maturity assessment systems. Maturity is attributed with a certain “maturity level” and relates to progressive improvement in performances. This paper discusses maturity assessment using the basic principles of PERT method, i.e., optimistic, pessimistic and most likely maturity assessment of an organization, directly implying that IT, project, and organizational maturity components, as well as demographic characteristics, significantly influence performance management in IT projects on the territory of the Republic of Serbia. IT, project, and organizational performances’ assessment enables implementation of the maturity measurement system in order to create an appropriate project management knowledge framework. This paper presents theoretical and practical implications.

With the growing recognition of the importance of Project Management (PM), new solutions are still researched to improve PM practices in environments where there is a restriction on the project types. PM is becoming more widespread in business and academia but without enough information about the course of actions to be taken to archive success. This is principally true in the IT sector where the impact of new technologies is felt faster than in any other areas. This present study reviews the actual state of IT project management based on an online survey that we conducted with worldwide companies. Our aim is to provide insights and recommendations on how to increase the projects’ success rate based on the results of the survey analysis.

Part 4: Engineering of Enterprise Software Products; International audience; Task execution duration depends on the employee who performs the task. Specifically in IT projects, an experienced employee can perform assigned tasks several times faster than a novice worker can. Preparing the schedule, project manager should take into account individuals’ productivity determined by analyzing historical data of tasks implementation. Consequently, measured productivity is used in preparing the schedule in an optimal manner (minimizing the time needed to complete project tasks by a team of workers with different skills). As an extension of previous studies the authors formulate a linear programming problem including the possible cooperation of employees with tasks execution. The result of the conducted research is a complete package supporting project managers in determining productivity and scheduling.

Technical and organizational complexity of outsourced information systems development (ISD) projects calls for increased attention to communication, governance and control. Contract management and client-vendor relationships are both well studied but rarely analyzed together. Earlier studies suggest combining formal (i.e., agreed upon upfront and contractually specified) and informal (i.e., voluntary and emerging during the project) communication mechanisms for best results.

This paper proposes an extended fitness-utility model for management artifacts in IS DSR – such as artifacts for IT management or IT project management. It connects the elements of Gill and Hevner’s fitness-utility model to different phases of an artifact lifecycle and different types of artifact relevance. It is shown that, due to the nature of management artifacts compared to IT artifacts, management artifacts are to be evaluated in terms of conceptual – and not instrumental – relevance and highlighted that different aspects of fitness are important for abstract and instantiated artifacts to sustain long-term utility. Based on these findings, a first version of an extended fitness-utility model is proposed. It is substantiated based on selected findings from empirical research about important factors for adoption of IS/IT management artifacts of practice. IS researchers who want to design IS/IT management or IT project management artifacts can use the extended fitness-utility model to explicitly consider relevant aspects of fitness already during design-time of their artifacts.