Relevant bibliographies by topics / Information technology project management

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  1. Journal articles
  2. Dissertations / Theses
  3. Books
  4. Book chapters
  5. Conference papers
  6. Reports

Academic literature on the topic 'Information technology project management'

Author: Grafiati
Published: 4 June 2021
Last updated: 26 January 2023

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Journal articles on the topic "Information technology project management"

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Rojas, Maria Delia, Tanya McGill, and Arnold Depickere. "Project Management in Student Information Technology Projects." International Journal of Information and Communication Technology Education 2, no. 4 (October 2006): 24–38. http://dx.doi.org/10.4018/jicte.2006100103.

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Peslak, Alan R. "Information Technology Project Management and Project Success." International Journal of Information Technology Project Management 3, no. 3 (July 2012): 31–44. http://dx.doi.org/10.4018/jitpm.2012070103.

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One of the most important issues for organizations and information technology professionals is the success of information technology (IT) projects. This study reviews a survey of financial executives and examines their views on aspects of project management and project success. First, it was found that overall systems development projects are viewed as being successful by organizations. Next, a series of analyses were performed to assess several variables’ impact on IT project success. Skilled project measurement was found to result in higher IT project success. Restrictions on IT application development were found to correlate to lower IT project success. The most important project consideration did not affect project success. Finally, a significant positive relationship was found between the IT project success and overall IT returns. The implications, limitations, and conclusions of these findings are discussed. The study can be used as a basis for further exploration on project management success, influencing variables, and motivators. The findings can also be used to guide management teams in project management decisions to maximize returns to their organizations. The paper studies a large secondary data sample set, which empirically reviews corporations’ experiences with project management. In addition, it explores variables influencing overall project management success perception.
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Akhmetov, Fril, Kamil Islamov, and Sergey Sovkov. "Building management using information modeling technology." E3S Web of Conferences 258 (2021): 09047. http://dx.doi.org/10.1051/e3sconf/202125809047.

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The article presents an BIM implementation analysis in a context of Project management in the construction. Most efficient construction management process could be designed on most of PM branches, such as Project Supply Management, quality management in the project, Project Cost and Cost Management, Project Timing Management. The article presents the impact of GOST R 54869―201 “PROJECT MANAGEMENT REQUIREMENTS” on one of the most complicated environments, including BIM in construction. In Russia, much is said about supporting construction site project management; there are federal and regional programs of implementing BIM. There is also an understanding of what kind of construction design projects it is and why it is needed. There are many definitions of BIM design project detail level. Each region country has its own limitations and conditions for implementing BIM for construction project management. Another important aspect of implementing BIM opportunities in the regions is their isolation in the presented region and development will cause demand for local investments.
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Chulkov, Dmitriy V., and Mayur S. Desai. "Information technology project failures." Information Management & Computer Security 13, no. 2 (April 1, 2005): 135–43. http://dx.doi.org/10.1108/09685220510589316.

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PurposeThis paper seeks to apply results from the study of bandit processes to cases of information technology (IT) project failures.Design/methodology/approachThis paper examines three published case studies, and discusses whether managerial actions are in accordance with the predictions of bandit process studies.FindingsBandits are a class of decision‐making problems that involve choosing one action from a set. In terms of project management, the firm selects from several alternative IT projects, each with its own distribution of risks and rewards. The firm investigates technologies one by one, and keeps only the best‐performing technology. The bandit perspective implies that managers choosing a risky IT project with high potential reward before safer ones are behaving optimally. It is in the firm's interest to resolve the uncertainty about the innovative project first. In case of failure, the firm can later choose safer technology. A high proportion of risky projects adopted leads to a high number of project failures.Practical implicationsThe bandit approach supports studies that advocate evaluating decision makers on the optimality of their decision process, rather than specific outcomes.Originality/valueThis paper demonstrates how insights from the bandit problem are relevant to studies of IT project failures. Whilst choosing high‐risk, high‐reward projects may be in a firm's interest, some observed project failures are optimal choices that do not work out.
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Liikamaa, Kirsi, Tero Vartiainen, Maritta Pirhonen, and Heli Aramo-Immonen. "Replacing Project Managers in Information Technology Projects." International Journal of Human Capital and Information Technology Professionals 6, no. 3 (July 2015): 1–19. http://dx.doi.org/10.4018/ijhcitp.2015070101.

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According to anecdotal evidence, project managers working on information technology (IT) projects are occasionally replaced, although the literature on information systems (IS) and project management (PM) makes little mention of it. With a view to narrowing this knowledge gap the authors examined the reasons behind the practice. The authors took an interpretive approach to the data gathering and analysis, and collected descriptions about replacing project managers (RPM) from interviews and questionnaires (n=43). The concept of contradiction served as a lens through which to identify the underlying reasons. Contradiction refers to statements asserting or expressing the opposite of another statement. The authors identified four contradictions explaining why RPM occurs in IT projects. These contradictions show that RPM appears to be a simplistic solution when there are more fundamental issues to consider. The implications extend to education, practice, and research in the context of IT project management.
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Abdul-Samad, Zulkiflee, and Patrick Pragasam Kulandaisamy. "Cost Management for Information and Communication Technology Projects." Journal of Engineering, Project, and Production Management 12, no. 2 (May 1, 2022): 166–78. http://dx.doi.org/10.32738/jeppm-2022-0015.

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Information and communication technology (ICT) is an important sector that contributes to the development of a country. However, the success of this sector depends on the success of the ICT projects. Hence, ICT projects must be managed efficiently and effectively to ensure that they are successfully implemented. The literature review reveals that most of the ICT projects around the globe are in a challenged state, especially in terms of cost. This quantitative research aims to explore the cost influencing factors of the ICT projects in Malaysia and to build a cost influencing factors framework as a knowledge base for project managers. A 5-point Likert scale survey was conducted using the purposive sampling and the snowball sampling method to solicit responses from a large population of ICT project managers. The responses of 194 ICT project managers in Malaysia were analyzed, and the top 15 cost influencing factors were identified at different phases of a project. This result was used to build a cost influencing factors framework as a knowledge base for ICT project management.
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Natovich, Joseph, Zeev Derzy, and Rachel Natovich. "Positive Psychology in Information Technology Project Management." International Journal of Information Technology Project Management 4, no. 4 (October 2013): 35–50. http://dx.doi.org/10.4018/ijitpm.2013100102.

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This paper is an initial study on the impact of positive psychology on IT project management. Prior studies have found that High Psychological Positive Capital (PsyCap) of individuals is positively correlated with their work satisfaction and higher performance. PsyCap comprises individual's positive capacities of optimism, hope, resilience and efficacy. Drawing from Beck's cognitive theory, the authors hypothesized that High PsyCap PMs, when required to report bad news to a client, are inclined to consider the project-oriented reasons rather than the personal-oriented ones. As a result, they are more willing to report bad news compared to Low PsyCap PMs. A questionnaire consisting of four cases of bad news in IT projects, together with PsyCap tests, was distributed to professional communities on the internet. Data was collected from 42 respondents. The results of the statistical analysis have shown some support for our hypotheses. The research encourages more research on PsyCap contribution on various aspects of project performance and success. Such research may also have practical implications for PM recruiting and training.
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Haried, Peter, and Chun-Lung Huang. "Managing International Information Technology Project Relationships." International Journal of Information Technology Project Management 5, no. 2 (April 2014): 1–13. http://dx.doi.org/10.4018/ijitpm.2014040101.

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Many organizations in recent years have adopted an offshore model to deliver most or part of their information technology needs. While offshoring can be associated with significant cost savings and implementation benefits, it can also be a challenge to effectively manage the international client-vendor relationship. Thus, it is argued that the effective management, coordination and structuring of the international client-vendor relationship is critical to project management success. In this paper an agency perspective is applied to examine the management of international client-vendor relationships in offshore information technology (IT) projects. This paper synthesizes key relational findings from eight offshore IT projects consisting of 29 client interviews. The authors' findings suggest that the relational tenets of agency theory (shirking, privately held information, task programmability and monitoring) play key roles in successfully managing international project relationships. Based on the findings, propositions are presented to guide future offshore IT project research and organizations to successfully manage and structure their client-vendor relationships.
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Irfandhi, Kornelius. "Risk Management in Information Technology Project: An Empirical Study." ComTech: Computer, Mathematics and Engineering Applications 7, no. 3 (September 30, 2016): 191. http://dx.doi.org/10.21512/comtech.v7i3.2498.

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The companies are facing some risks due to changes in a dynamic environment. If risks are not managed properly, it will have some negative impacts on the companies at the present and the future. One important function of the Information Technology (IT) governance is risk management. Risk management in IT project aims to provide a safe environment for IT projects undertaken. Risk management becomes an important process for the success of IT projects. This article discussed the risk of IT project and whether there was a relationship between risk management and the success of the project. The method used was performing a literature review of several scientific articles which published between 2010 and 2014. The results of this study are the presence of risk management and risk manager influence the success of the project. Risk analysis and risk monitoring and control also have a relationship with the subjective performance of IT projects. If risk management is applied properly, the chance of the success of the projects undertaken can be increased.
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Reyck, Bert De, Yael Grushka-Cockayne, Martin Lockett, Sergio Ricardo Calderini, Marcio Moura, and Andrew Sloper. "The impact of project portfolio management on information technology projects." International Journal of Project Management 23, no. 7 (October 2005): 524–37. http://dx.doi.org/10.1016/j.ijproman.2005.02.003.

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Dissertations / Theses on the topic "Information technology project management"

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Guiney, Andrew, and aguiney@smsmt com. "Information Technology Project Management Team Building for Project Success." RMIT University. Graduate School of Business, 2009. http://adt.lib.rmit.edu.au/adt/public/adt-VIT20100122.121228.

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More than ninety per cent of projects are run by project teams and the stronger the team the more likely the project will succeed. Team building activities are performed to both increase team performance and to enhance the likelihood of project success. For the purpose of this study, information technology (IT) business projects were chosen as IT is a major driving force in business today and there is widespread dissatisfaction with the performance of IT business projects. In analysing the causes of dissatisfaction, increasingly researchers are recognising that technology is a secondary issue behind the human side of project team management. Business projects were chosen because increasingly IT is being used in the business environment to solve problems in the post-industrial era characterised by the service industry, while the manufacturing industry, from which much of the project literature has emerged, reduces. The importance of the project team in developing IT business projects is well recognised and managers are concerned about their ability to transform an ad-hoc collection of people assigned to a particular project into a coherent, integrated project team. In most cases the activities recommended to build a successful IT business project team have been theoretically based, rather than empirically founded. The goal of this research was to investigate the team building activities used on successful projects. To achieve this goal, the research defines the key measures of project success and establishes their relative importance; determines the most important team building activities for project success with experienced project managers; enhances the understanding of implementation of team building activities on successful projects; and provides suggestions on how to increase the likelihood of project success through focusing on team building activities. The research used the analytic hierarchy process (AHP) to develop a hierarchical model linking project success measures with team building activities. Confirmation of the AHP results and additional understanding of team building activities implementation was achieved by interviewing experienced project managers. The research found that customer satisfaction, although seldom used, was significantly more important as a project success measure than the three measures most often used - time, budget and scope. As identified by project managers, the most important team building activities for achieving customer satisfaction are team leadership; ensuring senior management support; staffing the team properly; planning the project with the team and empowering team members; building commitment among team members; developing strong communication channels and developing appropriate organisational interfaces. The research found successful projects focused on relationships in addition to the task focus of many project methodologies. The research findings on team building activities will enable project leaders on IT business projects to develop empowered project teams with stronger affiliations and support throughout the organisation. By empowering project teams to create effective internal and external relationships there will be fewer project failures, increased customer satisfaction and improved achievement of project success.
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Winter, Mervyn. "Investigation into project management failure within information technology systems projects." Thesis, Stellenbosch : Stellenbosch University, 2006. http://hdl.handle.net/10019.1/20837.

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Thesis (MBA)--Stellenbosch University, 2006.
ENGLISH ABSTRACT: Information technology systems are an integral part of many sectors of business and the application of information technology in new sectors of business is increasing continually. Businesses believe that by applying information technology systems in their business processes they will ultimately improve on the profits through increased operational efficiency, reduction of costs and improved ability to make informed decisions. However implementing an information technology system is usually a complex affair involving the technology supplier, client organisation and other stakeholders. The common method of implementing information technology systems is to set up a project in an attempt to manage the cross organisational and cross departmental issues as best as possible. Industry reports that the success of information technology project implementation is low. This study project has analysed 16 sources of literature pertaining to failures in information technology projects, in order to ascertain how the various authors define a project failure and whether project management failure is a major contributor to these failures. Also to examine areas within project management which are deemed to make the most significant contribution to project failure. The study concludes that most of the authors examined define project failure in terms of project management criteria, being cost, time and function (quality). Furthermore it concludes that project management failure is a significant factor in information technology project failure and that the facets of project management failure encountered with information systems implementation projects are not that different from other forms of projects. The main contributing factors being lack of executive support, lack of business case or user requirements, lack of project management expertise, lack of planning, lack of user involvement and changing requirements. The study recommends that organisations need to be aware of the cross functional and cross organisational requirements of information technology project management and that all levels of management in stakeholder organisations need to have the relevant knowledge and experience to deal with these requirements.
AFRIKAANSE OPSOMMING: Inliglings legnologie slelsels inlegrale uil menigle besigheids seklore en die loepassing daarvan (ITS) in nuwe seklore voorldurend Besighede mel loepassing van ITS in hulle besigheids prosesse dil aanleiding sou gee 101 die graei doellreffenheid, die afname in bedryfskosle en ook verbelerde besluitneming . Die daarslelling van 'n ITS is gewoonlik 'n baie moeilike proses wal onder andere insluil die verskaller van legnologie, die klienlorganisasie asook ander deelnemers. Die algemene melode van implemenlering van ITS kan geskied deurmiddel van 'n projek in die poging om kruisorganisasie en kruisdeparlemenlele funksies/werkings Ie beharlig. Terugvoering van bedryf dui aan dal die implemenlerings sukses van inligling legnologie projekle eintiik baie laag is. Hierdie sludie hel in lolaal lileraluur mel belrekking 101 inliglings legnologie projekle, ontieed om sodoende Ie bepaal hoe verskeie skrywers 'n projek mislukking definieer en of die mislukking projek besluur enigsins 'n bydraende faklor kon wees. Asook die ondersoek van areas binne die beslek van projek besluur wal wei 'n noemenswaardige inwerking kon he 101 die mislukking van projekle. iv Opsemming Inligtings tegnologie stelsels (ITS) maak 'n integrale deel uit van menigte sektore toepassing sektore is voortdurend aan die groei. 8esighede glo met die toepassing prose sse dit tot greei van wins. Laasgenoemde as gevolg van verhoogde bedryfs doeltreffenheid, bedryfskoste verbeterde vermoens vir insiggewende besluitneming. daarstelling wat insluit verskaffer tegnologie, klientorganisasie metode implementering kruisdepartementele te behartig . dat implementerings in li gting tegnologie projekte studie het totaal 16 literatuur bronne, met betrekking tot die faal/mislukking van inligtings tegnologie projekte, te van bestuur faktor bestek bestuur wat tot projekte. As gevolg van die navorsing kom hierdie studie tot die slotsom dat skrywers projek-mislukking definieer in terme van projek bestuur kriteria wat 5005 volg lui; koste, tyd en funksie (gehalte). Verder is ook gese dat projek bestuur mislukking 'n groot bydraende faktor uitmaak aangaande inligtings tegnologie projek- mislukking en dat faseUe van projek bestuur mislukking gesien met inligtings stelsel implementering projekte, nie te vee I verskil van ander vorms van projekte nie. Die hoof bydraende faktore kan toegeskryf word aan die gebrek van uitvoerende bestuur ondersteuning, gebrek aan besigheids saak of verbruikers vereistes, gebrek aan projek bestuur kennis, gebrek aan beplanning, gebrek aan deelname van verbruikers asook die voortdurende verandering van vereistes. Hierdie studie beveel aan dat organisasies bewus moet raak van die kruiswerking/kruisfunksionering en kruisorganisie vereistes van inligtings tegnologie projek bestuur en dat aile bestuurs vlakke van deelnemende organisasies ook genoegsaam toepaslike kenn is en ondervinding moet he om sodoende die vereistes te behartig .
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Barnes, Joan. "Strategic Alignment of Information Technology Projects and Project Success." ScholarWorks, 2017. https://scholarworks.waldenu.edu/dissertations/3974.

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Alignment of information technology (IT) projects remains a concern for business executives and negatively impacts IT investments through failed projects. Drawing from the theory of systems thinking and the concept of holism, the purpose of this correlational study was to provide executive leaders with information about influences associated with the independent variables of project alignment and performance outputs, and the dependent variable, project success rates. Accordingly, the research question addressed the relationship between the 2-predictor variables and the outcome variable. Data collection involved a nonprobability, purposive sample of 49 credentialed project managers from Arizona who completed an online survey. Results from multiple linear regression analysis indicated statistically significant relationships between the predictor variables (F (2, 46) = 111.08, p < .001). The regression model predicted 82% of the variation resulted from the independent variables. The study's findings provide corporate leaders with a better understanding of project alignment, performance outputs, and project success rates from the operations perspective of project management professionals who contribute to the organization's competitive advantage through the implementation of strategic IT projects. The positive social change implications of this study include increased organization benefits, such as substantiated IT investments and higher profits. Increased project success rates substantiate IT investments through improved customer satisfaction and financial performance. Improved financial performance leads to higher profits, which leads to higher wages. Higher wages contributes positively to society-at-large through an enhanced quality of life.
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Sehele, Abdulallah A. A. "Success factors in information technology projects." Thesis, University of Bradford, 2015. http://hdl.handle.net/10454/14420.

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Concern for project failures and successes have posed a controversial and much debated topic amongst scholars and practitioners alike. IT projects are no exceptions and they too suffer from a high rate of failure. This research aims to explore the reasons why certain IT projects succeed). Besides its academic importance, the research intends to assess the implications for successful implementation of current and future IT projects. The review of the extant literature reveals the enormity of the challenges involved in minimising or avoiding project failures. Present work is contextualizing these issues in a large national organisation with branches throughout the KSA. The Saudi Arabia constitutes the case study for this research. Qualitative methodology was adopted to generate and collect adequate and relevant data. Main instruments were; Semi-structured interviews involving senior managers in five geographical areas who were involved in the management of the IT projects and selected project documents. Thematic analysis was used and led to emergence of seven main ‘themes’, 19 major ‘issues’, and the construction of the first time generic model for success of IT projects. The core issues identified in the model are: Quality, Time and Cost at three levels; individual, organisation and environment with specific order of importance. The implications of the findings for the theory and practice have been identified. It is also recommended that there is a need for further research into individual and contextual factors that influence both managers as well as the circumstances under which IT projects are implemented.
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Thite, Mohan, and m. thite@griffith edu au. "Relationship between leadership and information technology project success." Swinburne University of Technology, 1997. http://adt.lib.swin.edu.au./public/adt-VSWT20050324.162753.

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This research explores the nature and importance of leadership in technical projects. It contends that there is a need to develop a leadership model incorporating the unique personality and occupational characteristics of technical professionals and their project environment. Increasing attention is now being paid to the non-technical aspects, such as leadership, in the execution of technical projects; but there is a dearth of empirical research justifying their importance as critical success factors. Using Bass and Avolio�s (1990) model and its measurement instrument, this study tested the suitability of transformational leadership, considered a cornerstone of post-industrial school of leadership, in the successful execution of information systems projects. In addition, a separate technical leadership scale, derived from the meta analysis of the technical leadership literature, was also tested, compared and contrasted with Bass and Avolio�s model. The conceptual framework postulated that a combination of transformational and technical leadership styles augment transactional leadership leading to high project success with the additional support of other contingency factors, such as clarity of project mission, top management support and availability of technical resources. The population for the research was information systems projects in Australian organisations. The participating organisations were part of the top 100 computer using organisations, top 50 software companies and members of the Australian Information Industry Association (AIIA). Of the 111 organisations which were invited and found suitable, 36 participated in the research, yielding a response rate of 32%. Each participating organisation involved two project teams in the survey, one considered more successful and another less successful, on specified parameters. The sample consisted of the IT project managers (n = 70) and their subordinates (n = 228) who described the leadership behaviours of self/manager in terms of transformational, transactional, and technical leadership scales and their perceived effectiveness. In addition, senior IT managers (n = 18) were interviewed to obtain a three dimensional (superiors, self and subordinates) perspective of project leadership. The results were consistent with the hypothesis that managers of more successful projects exhibit transformational and technical leadership behaviours to a greater extent than managers of less successful projects. They also exhibited more of transactional contingent reward behaviour, thus, supporting the augmentation effect. Management-by-exception passive behaviour showed a strong but negative correlation with leadership outcome. As hypothesised, transformational and technical leadership scales were more strongly correlated with leadership outcome scales in more successful projects than in less successful projects. These results were in line with the previous findings on Bass and Avolio�s model. The more successful projects also exhibited stronger presence of the contingency factors considered in the study i.e., better clarity of project mission to team members, top management support and greater availability of technical resources. There was a broad agreement between the managers and their subordinates on leadership, outcome and contingency scales. The factor analysis of leadership scales resulted in one transformational scale (combination of intellectual stimulation and idealised influence), one technical scale (organisational catalyst), and three transactional scales (contingent reward, management-by-exception active and passive). The modified leadership scales were used to propose a technical leadership model, laying the foundation for a technical leadership theory. The results demonstrate the importance of leadership as a critical success factor in technical projects and provide valuable clues on a 'role model' for aspiring project managers which include the key elements of transformational and technical leadership. While there may be no one leadership style that is effective in all project situations, the study recommends an underlying yet flexible style characterised by organisational catalyst, intellectual stimulation, behavioural charisma and contingent reward behaviours for enhanced leadership effectiveness.
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Stewart, Rodney Anthony, and r. stewart@griffith edu au. "Lifecycle Management of Information Technology (IT) Projects in Construction." Griffith University. School of Engineering, 2003. http://www4.gu.edu.au:8080/adt-root/public/adt-QGU20030423.122317.

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The last twenty years has seen a tremendous change in the way companies do business. Much of this change can be attributed to the so-called information revolution. The integrated interaction between Information Technology (IT) and business processes has changed from its initial function of automating clerical tasks (e.g. payroll, inventory) to providing pertinent information for operational, managerial and executive groups within the organisation. In more recent times, IT has enabled some organisations, including those in the construction industry, to transform or re-engineer their business processes in the face of the rapidly changing business environment. As international competition continues to intensify, significant numbers of construction organisations are investing large amounts of resources into IT as they seek to gain competitive advantage. IT is increasingly being implemented for strategic reasons, so as to enable improved efficiency, better control and enhanced productivity of internal processes. The failure of realising expected IT-induced benefits has led to a growing number of senior executives to question the value of IT investments. Thus, questions like the following are typical: Are we getting our money's worth from our IT investment? ; Are we spending too much or too little on IT? ; What IT projects make the best use of our resources? ; How can we improve the return on our IT investments? This Ph.D. research study was inspired by the perceived lack of a structured framework for the selection, implementation and performance evaluation of IT projects in construction. The development of such a generic framework that could capture the IT project lifecycle management process, and the associated guidelines and procedures for its effective implementation, is a young field of research, still struggling to define its place within the large family of academic disciplines. Being a young branch of science, it might be argued that IT in construction lacks a solid methodological foundation. An IT project lifecycle management process is an integrated approach that provides for the continuous identification, selection, implementation, monitoring and performance evaluation of IT projects. This structured process should provide a systematic method for construction organisations to minimise risks while maximising returns on IT investments. To effectively employ IT in construction, the IT project lifecycle management process should have elements of three essential phases: (1) IT project(s) selection; (2) strategic IT implementation and monitoring; and (3) IT performance evaluation. However, each phase should not be viewed as a separate step. Rather, each is conducted as part of a continuous, interdependent management effort. Information gained from one phase is used to support activities in each of the other two phases. With this in mind, this research study aimed to develop an appropriate framework and associated tools for each phase of the IT project lifecycle. The developed three frameworks are detailed individually in the following paragraphs. The developed IT project(s) selection framework utilised information economics theory to encompass the full spectrum of direct and indirect costs, tangible and intangible expected benefits and the intangible risks associated with IT project proposals, considered for funding by the organisation. To incorporate the uncertainty that normally surrounds quantifying costs, benefits and risks, the framework employed a simple but powerful fuzzy logic technique to integrate all the monetary and non-monetary factors into a form that enabled the ranking of proposals. A case study was undertaken with a large international project management and development organisation to demonstrate the framework's applicability. The case study illustrated the effectiveness of the proposed approach for ranking IT project proposals. Once a portfolio of IT projects is selected for funding by the organisation, it needs to be strategically implemented and monitored over its lifecycle. A strategic IT implementation and monitoring framework was developed to enhance the effectiveness and efficiency of this phase. The framework is premised on a hybrid analysis utilising the Analytical Hierarchy Process (AHP) and SWOT analysis. A case study was undertaken to demonstrate the applicability of the proposed framework in the strategic implementation and monitoring of a Project Management Information System (PMIS) by a large Australian construction-contracting organisation. The framework application proved to be successful in helping the organisation to develop appropriate strategies for the effective and efficient implementation of the PMIS. An IT performance evaluation framework and method was then developed for the final phase of the lifecycle. This framework was the primary focus of this Ph.D. research study and was structured using the Balanced Scorecard (BSC) principles adapted to the specific requirements of the construction industry. The framework was structured using a hierarchy of IT performance perspectives, indicators and measures. Five definable perspectives were conceptually developed through analysis and synthesis of the 'IT business value' evaluation literature. These are: operational, benefits, technology/system, strategic competitiveness and user orientation. Indicators and measures were extracted from the mainstream IT literature and construction management literature, as well as the emerging literature on information economics. The preliminary list of indicators was initially screened through consultation with construction professionals and conceptual cause-and-effect mapping. The screened list of project-tier indicators was further refined through questionnaire dissemination. The questionnaire was sent to 322 construction project participants from large construction-contracting and project management organisations located within Australia. The five framework perspectives were statistically validated through the principal component factor analysis with varimax rotation. Each perspective and indicator's relative weight was numerically established using the questionnaire survey results as input to the recently developed Performance Measurement Process Framework (PMPF). The reason that the performance measures were not justified through a quantitative analysis was due to their dynamic nature. Most performance measures change, and will continue to change, with new technology. The developed perspectives, indicators and measures were all compiled into a generic 'Construct IT' BSC that can serve as a template for application at other decision-making tiers of a construction organisation. The problem of combining performance measures, with varying metrics, into commensurable units (utiles) was achieved by applying utility theory. Finally, the developed 'Construct IT' BSC was utilised for a project-tier survey to test the interrelationship between framework indicators and perspectives. Using information collected from 82 project professionals, from large construction-contracting and project management organisations, correlation and independent sample t-tests (one-tailed) provided support for the 'Construct IT' BSC. Specifically, findings suggest that the 'Construct IT' BSC can be used as a tool for monitoring the IT-induced value creation process. In addition, it appears that the proposed 'Construct IT' BSC framework and associated performance evaluation method is both flexible in design and can be modified to suit the needs of individual organisations. These characteristics make the framework continuously relevant to the dynamic nature of IT projects. In summary, the proposed IT project lifecycle management process, and its associated frameworks, provides a holistic view of IT implementation in construction and offers significant contributions to current body of knowledge on IT in construction.
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Tuncer, Seniz. "Project Management And Use Of Information Technology For Project Communication Management In Turkish Electronic Sector." Master's thesis, METU, 2004. http://etd.lib.metu.edu.tr/upload/2/12604707/index.pdf.

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In this study, Project Management, especially Project Communication Management applications and use of information technology are scrutinized. The general situation of Turkish electronic sector is investigated. The project management applications and closeness to new technologies of companies that operates in Turkish electronic sector are analyzed. A research model is developed with a designed questionnaire, and the levels of project communication management applications and use of interactive communication technologies, and its effects on performance of organizations are evaluated for Turkish electronic sector by analyzing the collected data.
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McKay, Donald Stuart. "The Interactions Among Information Technology Organizational Learning, Project Learning, and Project Success." NSUWorks, 2012. http://nsuworks.nova.edu/gscis_etd/242.

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Knowledge gained from completed information technology (IT) projects was not often shared with emerging project teams. Learning lessons from other project teams was not pursued because people lack time, do not see value in learning, fear a potentially painful process, and had concerns that sharing knowledge will hurt their career. Leaders could change the situation; however organizational leaders have not seen value in project learning and have not made it a priority. Yet, if a relationship existed among IT project success variables (PSVs) organizational learning factors (OLFs) and project learning practices (PLPs) then IT leaders may take greater interest in managing knowledge. The goal of this research was to conduct a correlational study to determine the relationship among OLFs, PLPs, and PSVs within IT organizations. OLFs included those activities at the corporate level that enabled project teams to learn from other projects. PLPs included the activities to learn lessons from a maturing or completed project. PLPs also included activities within an emerging project to harness lessons from prior projects. PSVs described project success. The research question (RQ) asked; what was the relationship among the OLFs, PLPs, and PSVs? To answer the research question it was necessary to ask four support questions (SQ). First, what elements defined organizational learning, project learning, and project success? Second, how effective was use of organizational learning? Third, how effective was project learning? Fourth, how successful were IT projects? To answer the first SQ a content analysis was conducted followed by a review with a Delphi team. A survey was then developed based on the content analysis. Finally, a statistical analysis was conducted to answer the remaining SQs and the RQ. The content analysis and Delphi team review revealed 12 OLFs, 11 PLPs, and 9 PSVs. Answering the second and third support questions the study found that OLFs and PLPs could be used more effectively within IT organizations. However, IT leaders reported that a foundation for organizational and project learning existed. Answering the fourth SQ, IT leaders reported good project success though risk management could be improved. This study found that there was a positive and significant relationship among the OLFs, PLPs, and PSVs. The relationship among the OLFs, PLPs, and PSVs suggests that there is justification to research and develop IT competence in learning.
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Kutsch, Elmar. "The effect of risk mediators on project risk management and the project outcome of information technology projects." Thesis, University of Bath, 2005. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.420884.

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Gillespie, Seth J. "Correlational study of risk management and information technology project success." Thesis, Capella University, 2014. http://pqdtopen.proquest.com/#viewpdf?dispub=3610813.

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Many IT projects fail despite the best efforts to keep these projects within budget, schedule, and scope. Few studies have looked at the effect of project risk management tools and techniques on project success. The primary focus of this study was to examine the extent to which utilization of project risk management processes influence project success. A secondary focus of the study was to determine if utilization of project risk management processes correlates with project success more than project manager experience, certification, level of education, and project size, type, or duration. To meet the objectives of the study, a survey instrument was developed and piloted. The final instrument was administered to a group of IT project management practitioners to assess the utilization of specific project risk management tools and techniques on a recently completed project. The answers were combined with the participants' self-reported project success as measured by end-of-project budget, schedule, and scope success metrics. While the results of the study did not point to a specific project risk management tool or technique to predict an IT project's success, valuable insight was gained when stepping back and looking at overall factors that influence project success. When looking at these factors, the researcher found there was a statistical correlation that indicated the use of project risk management processes as a whole are a better predictor of IT project success than a project manager's experience, certification, level of education, and project size, type, or duration in the majority of success areas measured.

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Books on the topic "Information technology project management"

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Schwalbe, Kathy. Information technology project management. 3rd ed. Cambridge, Mass: Thomson/Course Technology, 2004.

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Schwalbe, Kathy. Information technology project management. Cambridge, Ma: Course Technology, 2000.

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Schwalbe, Kathy. Information technology project management. 4th ed. Boston, Mass: Thomson Course Technology, 2006.

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Schwalbe, Kathy. Information technology project management. 5th ed. Boston, Mass: Thomson/Course Technology, 2007.

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Marchewka, Jack T. Information technology project management. 3rd ed. Hoboken, NJ: John Wiley, 2010.

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Lientz, Bennet P. Information Technology Project Management. London: Macmillan Education UK, 2011. http://dx.doi.org/10.1007/978-0-230-34500-3.

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Schwalbe, Kathy. Information technology project management. 7th ed. Australia: Course Technology, Cengage Learning, 2014.

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Information technology project management. New York: Palgrave Macmillan, 2011.

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Schwalbe, Kathy. Information technology Project Management. 6th ed. Boston, MA: Course Technology/Cengage Learning, 2010.

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C, Tinnirello Paul, ed. Project management. Boca Raton: Auerbach, 2000.

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Book chapters on the topic "Information technology project management"

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Day, David W. J. "Information Technology." In Project Management and Control, 134–52. London: Macmillan Education UK, 1994. http://dx.doi.org/10.1007/978-1-349-12097-0_10.

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Lientz, Bennet P. "Measuring projects and project management." In Information Technology Project Management, 274–92. London: Macmillan Education UK, 2011. http://dx.doi.org/10.1007/978-0-230-34500-3_15.

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Lientz, Bennet P. "Technology projects." In Information Technology Project Management, 354–68. London: Macmillan Education UK, 2011. http://dx.doi.org/10.1007/978-0-230-34500-3_19.

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Lientz, Bennet P. "Managing multiple projects and the project portfolio." In Information Technology Project Management, 57–80. London: Macmillan Education UK, 2011. http://dx.doi.org/10.1007/978-0-230-34500-3_4.

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Lientz, Bennet P. "Project communications management." In Information Technology Project Management, 203–22. London: Macmillan Education UK, 2011. http://dx.doi.org/10.1007/978-0-230-34500-3_11.

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Lientz, Bennet P. "Project risk management." In Information Technology Project Management, 223–39. London: Macmillan Education UK, 2011. http://dx.doi.org/10.1007/978-0-230-34500-3_12.

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Lientz, Bennet P. "Project quality management." In Information Technology Project Management, 240–56. London: Macmillan Education UK, 2011. http://dx.doi.org/10.1007/978-0-230-34500-3_13.

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Lientz, Bennet P. "Project procurement management." In Information Technology Project Management, 257–73. London: Macmillan Education UK, 2011. http://dx.doi.org/10.1007/978-0-230-34500-3_14.

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Lientz, Bennet P. "Project management methodologies." In Information Technology Project Management, 20–38. London: Macmillan Education UK, 2011. http://dx.doi.org/10.1007/978-0-230-34500-3_2.

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Castillo, Francisco. "Agile-Scrum Project Management." In Managing Information Technology, 199–210. Cham: Springer International Publishing, 2016. http://dx.doi.org/10.1007/978-3-319-38891-5_8.

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Conference papers on the topic "Information technology project management"

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Fonseca, Fagno, Patrick Letouze, Rubens Pompeu, Leandro Garcia, Selma Regina, and George Franca. "Barriers in Information Technology Project Management." In 2017 IEEE Technology & Engineering Management Conference (TEMSCON). IEEE, 2017. http://dx.doi.org/10.1109/temscon.2017.7998403.

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Rumantir, Grace Widjaja. "Information Technology Project Management Curriculum Practice." In 6th IEEE/ACIS International Conference on Computer and Information Science (ICIS 2007). IEEE, 2007. http://dx.doi.org/10.1109/icis.2007.116.

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Patel, Kirit. "Information technology in using project management methodologies." In Technology. IEEE, 2009. http://dx.doi.org/10.1109/picmet.2009.5262000.

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Arumugam, Vidya, Priyanka Singh, Kajal Padhiyar, Riya Manek, and Shahzia Sayyad. "Academic Project Information Management System." In 2021 Asian Conference on Innovation in Technology (ASIANCON). IEEE, 2021. http://dx.doi.org/10.1109/asiancon51346.2021.9544565.

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Arumugam, Vidya, Priyanka Singh, Kajal Padhiyar, Riya Manek, and Shahzia Sayyad. "Academic Project Information Management System." In 2021 Asian Conference on Innovation in Technology (ASIANCON). IEEE, 2021. http://dx.doi.org/10.1109/asiancon51346.2021.9544565.

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Thamhain, H. J. "Project management minitrack focus: leveraging information technology." In 36th Annual Hawaii International Conference on System Sciences, 2003. Proceedings of the. IEEE, 2003. http://dx.doi.org/10.1109/hicss.2003.1174636.

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Lijun, Shen, and Chua David K.H. "Application of Building Information Modeling (BIM) and Information Technology (IT) for Project Collaboration." In International Conference on Engineering, Project, and Production Management. Association of Engineering, Project, and Production Management, 2011. http://dx.doi.org/10.32738/ceppm.201109.0008.

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Straub, Jeremy, Scott Kerlin, and David Whalen. "Teaching software project management using project based learning (PBL) and group projects." In 2017 IEEE International Conference on Electro Information Technology (EIT). IEEE, 2017. http://dx.doi.org/10.1109/eit.2017.8053323.

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Saines, J. M., and A. Goulding. "Information Management for the Genesis Development Project." In Offshore Technology Conference. Offshore Technology Conference, 1999. http://dx.doi.org/10.4043/10801-ms.

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"Project management workshop." In 2010 IEEE International Conference on Electro/Information Technology (EIT 2010). IEEE, 2010. http://dx.doi.org/10.1109/eit.2010.5612192.

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Reports on the topic "Information technology project management"

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Guo, Xingzhou, Chi Tian, Jinwu Xiao, Yunfeng Chen, and Jiansong Zhang. Life Cycle Integration of Building Information Modeling in Infrastructure Projects. Purdue University, 2022. http://dx.doi.org/10.5703/1288284317356.

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Building Information Modeling (BIM) can provide solutions to many challenges of asset management, such as missing data, incompatible software, and an unclear business process. However, current implementation of BIM in infrastructure projects has only considers limited factors, such as technology application and digital information delivery, while issues of system compatibility and information needs are still missing. Different aspects of a business are interdependent and an incompatible development of various factors might result in different levels of BIM implementation or even project failure. Comprehensive research is needed to explore the key factors and challenges of BIM implementation in infrastructure projects. This study conducted interviews and surveys with key stakeholders of infrastructure projects to explore the challenges and potential solutions of BIM implementation. Interviews were conducted with 37 professionals and surveys were conducted with 102 professional stakeholders, including owners, designers, contractors, and software vendors. Four main factors, challenges, and potential solutions were identified from content analysis of the interviews and further validated by the surveys. These factors include process factor (when), technology factor (how), people factor (who), and information factor (what). Corresponding solutions are proposed to refine the current workflow and practices.
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El-Rayes, Khaled, and Ernest-John Ignacio. Evaluating the Benefits of Implementing Mobile Road Weather Information Sensors. Illinois Center for Transportation, February 2022. http://dx.doi.org/10.36501/0197-9191/22-004.

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State departments of transportation (DOTs) have traditionally utilized fixed road weather information sensors (RWIS) to improve road safety during inclement weather; enhance the management of labor, equipment, and materials for winter road maintenance; and reduce adverse environmental impacts from road maintenance activities. Despite the benefits of these fixed RWIS sites, their coverage and effectiveness are limited because of their stationary locations. To overcome these limitations, recent advances in mobile road weather information sensing technology and cellular communications have enabled the development of mobile RWIS that can be deployed on vehicles to expand the limited coverage of fixed RWIS networks. Combining mobile RWIS, fixed RWIS networks, automatic vehicle location, and maintenance decision support systems (MDSS) provide DOTs with accurate georeferenced road and weather information that can be used by DOTs to optimize winter road maintenance operations and deicer applications. This report presents the findings of a research project funded by the Illinois Department of Transportation to investigate the effectiveness of mobile RWIS and MDSS in improving winter maintenance operations. This project had the following three objectives. First, conduct a literature review to gather and analyze current practices and latest research studies on mobile RWIS and their use for collecting real-time winter roadway conditions to optimize winter maintenance operations. Second, perform interviews with other state DOTs to gather and analyze their experiences and best management practices for the deployment and use of mobile RWIS and MDSS. Third, develop recommendations for a pilot study to evaluate the deployment and performance of mobile RWIS and MDSS in order to determine their effectiveness, implementation requirements, software/technology needs, operational challenges, and life-cycle costs.
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Bartoszek, Thomas, Barry Gay, John Huddleston, James Mitchell, Alejandra Rodriguez, Vicky Sain, Christopher Scrabis, and Kathryn Truex. Information Technology Management: Management of Information Technology Resources Within DoD. Fort Belvoir, VA: Defense Technical Information Center, January 2005. http://dx.doi.org/10.21236/ada432557.

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Kraynova, O. S. Management of information technology enterprises. Ljournal, 2011. http://dx.doi.org/10.18411/kray-2011-mong-00071.

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Pratt, Jerry, Jeffrey M. Bradshaw, James Allen, Lucian Galescu, and Niranjan Suri. Naval Automation and Information Management Technology. Fort Belvoir, VA: Defense Technical Information Center, January 2006. http://dx.doi.org/10.21236/ada444049.

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Rhodes, Tracy. Recorded Information Management Records Move Project. Office of Scientific and Technical Information (OSTI), September 2016. http://dx.doi.org/10.2172/1562224.

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Severud, K. J. Project management plan for Contract Management Information System (CONTRACT). Office of Scientific and Technical Information (OSTI), January 1995. http://dx.doi.org/10.2172/10118756.

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Stoneburner, Gary, Alice Goguen, and Alexis Feringa. Risk management guide for information technology systems :. Gaithersburg, MD: National Institute of Standards and Technology, 2002. http://dx.doi.org/10.6028/nist.sp.800-30.

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Pollock, Neal. Knowledge Management and Information Technology (Know-IT Encyclopedia). Fort Belvoir, VA: Defense Technical Information Center, September 2002. http://dx.doi.org/10.21236/ada407692.

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Allen, James D. Information Technology Program Management: Is There a Difference? Fort Belvoir, VA: Defense Technical Information Center, June 2014. http://dx.doi.org/10.21236/ada607694.

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