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Projects are becoming increasingly more complex at work. This applies to the information technology (IT) field as well. In this technology manager notebook article, we provide a brief review and comparison of management principles from the latest editions of two commonly referenced frameworks in the field of IT: the IT Infrastructure Library and Project Management Book of Knowledge. This is followed by sharing some practical observations and considerations to better manage projects from an IT project management perspective. IEEE

Agile approaches help software development project teams to better meet user needs and ensure flexibility in uncertain environments. But using agile approaches invites changes to the project and increases interactions between team members, which both cause interruptions in the workplace. While interruptions can help in task completion and increase process flexibility, they can also hinder employee productivity. We conducted an exploratory study of four agile software development teams. Our analysis identified (1) programming-related work impediments, (2) interaction-related interruptions, and (3) interruptions imposed by the external environment, which were managed by improved information retrieval and reduced team dependencies.

The article discusses the concept of IT project management, its implementation space and the advantages of cloud solutions for managing IT projects. A ranking of five popular cloud solutions for project management has been created.

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.

Выполнен обзор и сравнительный анализ понятийно-терминологического аппарата и руководящих документов в области управления ИТ-проектами. Рассмотрены особенности применения основных положений теории контрактов и теории стейкхолдеров в практике гибкого управления ИТ-проектами. Предложен подход к гибридизации методов мягких вычислений при создании интеллектуальной системы управления ИТ-проектами. Обоснованы перспективы применения аппарата нечетко-интервальных вычислений и алгоритмов искусственных нейронных сетей для анализа ожиданий заинтересованных сторон, формирования цифрового профиля ИТ-проекта и поддержки принятия управленческих решений в условиях экономической неопределенности и информационной асимметрии. Определены области эффективного применения предложенной гибридной интеллектуальной системы для устранения проблемных ситуаций при управлении ИТ-проектами. A review and comparative analysis of the conceptual and terminological apparatus and guidance documents in the field of IT project management was carried out. The features of applying the main provisions of the theory of contracts and the theory of stakeholders in the practice of agile IT project management are considered. An approach to the hybridization of soft computing methods is proposed when creating an intelligent IT project management system. The prospects for the use of fuzzy-interval computing apparatus and artificial neural network algorithms for analyzing the expectations of stakeholders, forming a digital profile of an IT project and supporting management decision making in the face of economic uncertainty and information asymmetry are substantiated. Areas of effective application of the proposed hybrid intelligent system to eliminate problem situations in the management of IT projects are identified.

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.

This article discusses examples and results of using smart education and Design Thinking methods in teaching students enrolled in a university business school. Using these methods together in the classroom involves teamwork and collective participation in creative processes and decision-making. The article considers the case of the IT project management discipline of the bachelor’s program in business school. Typically, undergraduate students have no experience in creating IT products. Using the considered approach allows them to create a prototype of an IT product using a problem-based learning approach in training and rapid prototyping using modern software tools.

This article describes how the traditional teaching and learning activities over the years have been challenged to be agile - easily adaptable to changing classroom conditions. Despite this new phenomenon, there is a perceived paucity of agile-in-teaching research. Available studies neither focus on the use of agile principles beyond delivering software developmental courses. Research in this area has not provided longitudinal insights into the evolution of agile implementation in teaching and learning. Further, they lack a comprehensive evaluation of teaching and learning activities using agile principles. This article responds using an account of how agile principles guided the delivery of an IT Project Management course to three different student cohorts over three academic years. An evaluation of these activities demonstrates skillful adaptation of the principles to achieve learning outcomes. Implications of agile-in-the-classroom research are discussed.

Investigation into the causes for low IT project success rates has dominated both the IT project management literature and the focus of IT project management professionals for decades. Many factors, including a variety of hard skills and soft skills, have been proposed to have an effect on IT project success. This study presented 142 such factors, collected from the IT project management literature over the past 25 years, to members of the Project Management Institute in an effort to ascertain which of these factors had the most impact on IT project success in their respective organizations. Factors were classified into 5 groups: Communication Group, Project Manager/Team Group, Project Group, Organization Group and User Group. Results indicated that 71.8% of respondents agreed that Ability to Communicate at Multiple Levels from the Project Manager/Team Group was the most important factor critical to IT project success of the 142 factors under consideration.

The article deals with the problematic aspects of the IT projects’ management and the systematized methodologies and modelling tools of the IT projects’ risk managements. It is proved that the problems of management requirements and team collaboration are critical and require the use of simulation models at all stages of the development in order to reduce the project risks. The author proves the feasibility of using the agent-dynamic modelling approach at different levels of the hierarchy to improve the implementation of the IT projects.

Artykuł prezentuje ocenę narzędzi do wspomagania zarządzania projektem informatycznym. Badania przeprowadzono za pomocą metody sondażu diagnostycznego na temat oceny wdrażania narzędzi do wspomagania zarządzania projektem informatycznym.

A szerző áttekintést nyújt az informatikai projektmenedzsment eszközökről és módszerekről a Magyar Nemzetbiztonsági Szakszolgálat gyakorlatában.

In the maturing IT project management space, there are still many debates about the skills needed to achieve success. This article presents a review and synthesis of project management literature that highlights the potential conflict in goals and the measurement of “success” from three perspectives: project outcomes, project management processes, and the project manager's influence. Our review indicates that each perspective of success, defined by various stakeholders at various points in time, shifts the focus onto different skills and knowledge. Drawing upon this tri-focal lens, we propose a shift in focus on success to the intersection, or “sweet spot of project manager efficacy.”

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.

Development research aims to produce online learning designs to enhance the active role of students in utilizing e-learning to support the learning process in project management courses. The research method used in the development of online learning design is the ADDIE Research model starting with conducting analysis and design to define the needs of students in online learning based on learning outcomes in courses, then developing with LMS Moodle, and implemented in IT Project Management courses. Learning design that has been developed in e-learning to support the learning process of IT project management is then validated by several experts, namely software development experts, and learning experts so as to produce a blended learning model. The results showed that online learning design needs were very high to support student activity in using e-learning and received positive responses from students in the use of e-learning to support face-to-face learning in the classroom.

Integrating digital into the DNA of their business model is an essential part of business success for companies across industries today. The digital transformation has become a critical management issue and requires new ways of managerial thinking. In this context, we address the specificity of digital projects compared to IT projects in general, to propose a specific project management method for digital projects while respecting the life cycle of IT projects. To do this, we adopt a methodology based on describing the digital projects characters as a type of IT projects, defining the existing methods and making a comparative study to propose a hybrid method that will be helpful for digital companies to conduct and succeed their digital projects.

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.

The rise of the internet has instilled a new dimension into project management. This chapter explores literature that evaluates virtual organization management and determines the extent new technologies contributed to task completion in dispersed locations. New channels of communication offer opportunities for participation, but there are still more challenges that project managers face in a virtual team setting than on-site teams. With global organization, talent spread across time zones and dispersed through various nations can be easily tapped by organizations. With advanced technology, companies are now effectively completing tasks and are growing new revenue in expanding markets in different parts of the world that were often merely islands with little interaction as they were limited to phone, fax, mail, or personal visits. However, the introduction of the virtual world of organizations demands that the leader and players be well trained and put forth the extra effort to overcome communication barriers.

This is a study to investigate the current status and future trends of IT project management in Saudi Arabia. The organization ability of transition from traditional software development methodology to agile methodologies is addressed as well. The study is based on online survey that was answered by 17 respondents who represent six big organizations from the private and the government sectors. The results are analyzed and discussed. The expected obstacles that organizations could face when changing to agile methodologies are discussed.

This paper reports on real world project based experience and learning with computer information science and technology projects and Penn State University campuses (Mont Alto & York). Working on the real world experiences improve the collaboration with industry and emphasizes on the team projects. This paper also deals with reasons for developing and implementing the real world project approach in IT project management, system analysis and design courses and Capstone project courses. It will also outline the modifications that were gained after the first experiences with this type of approach. Finally, we summarize the student’s perspectives and learning experiences, as well as faculty experiences with collaborating with industry. Keywords— Higher education, industry-university collaboration, team projects, project management , project based learning.

IT projects are notorious for not performing as planned, costing organizations vast amounts of time, effort, and money. Attempts to find a silver bullet, a methodology that can be used for all projects types, have failed. Some methodologies, for example the waterfall and the agile methodologies, have proven variably successful and have endured in practice despite not necessarily being optimal for a given project. We contend that more extreme methodologies are needed than what is currently practiced, but that these should apply to particular project types alone. Optimizing the methodology to the given project, we suggest, will yield better outcomes. Building on existing methodologies, we develop the notion of Degree of Linearity of the methodology as a continuum along which to rank order the methodologies, with waterfall being the most linear, agile methodologies being of medium linearity, and exploratory methodologies as the least linear. As organizations increasingly rely on innovation to compete, the more extreme project types will become increasingly important. Some of the most valuable projects must rely on methodologies that are more exploratory than IT projects traditionally have dared do. The proposed contingency model helps sort out these promising projects and helps ensure that their development will be as successful as the more traditional projects.

This article describes the current state of project management in the majority of normal commercial computer system development environments, from the inside. It looks back to see what sort of trouble we used to be in, and forward to see what trends are evident and where they might lead. It is based on my 20 years' experience in Hoskyns Group, on my colleagues, and on our clients as suppliers, developers and users of computer systems and tools. The opinions, of course, are my own, not necessarily those of Hoskyns Group. I discuss the IT environment and the sort of problems it has had in the past (and in many places still has). In the '80s, methodical approaches have improved this position. As we move into the '90s, closer links between computer-assisted systems engineering (CASE) techniques, and better estimating methods and project management tools, and the ways in which we use all of these, offer some hopes of still more improvements.

Since the 1970s academics and practitioners in the discipline of project management have sought answers to two inter-related questions: How is project success defined and measured? What are the influences on project success? To answer the first question people have studied project success criteria/key performance indicators. To answer the second, studies have focused on project critical success factors. Daniel (1961) introduced the concept of “success factors,” stating that “in most industries there are usually three to six factors that determine success; these key jobs must be done exceedingly well for a company to be successful” (p.116). Approaches to the management of information have been established using Daniel’s concept. For example, Rockart (1979) developed a Critical Success Factor (CSF) method for meeting the information needs of top executives. This method focused on understanding the objectives and goals of the company and the factors (CSFs) critical to their achievement, and establishing information systems to report on performance in these two areas. A key challenge has been to integrate the definitions and measures of success with CSFs, and in this respect work has been carried out to develop frameworks linking models of success criteria (the measures of success) with CSFs (see, for example, van Veen-Dirks & Wijn, 2002). The concept of CSFs has also been applied to project environments, with project CSFs being “those inputs to the management system that lead directly or indirectly to the success of the project” (Cooke- Davies, 2002, p. 185). Project management theory has also looked for a holistic answer to the questions of “How is project success defined and measured?” and “What are the influences on project success?”, through the development of models linking project success criteria and project CSFs (Westerveld, 2002; Bryde, 2003).

No abstract received.