Dissertations / Theses: '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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Von, Schleh Gregory Michael. "The Core Competencies Necessary for Global Information Technology Project Management." ScholarWorks, 2017. https://scholarworks.waldenu.edu/dissertations/4689.

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Global information technology (IT) project management organizations can create more value in their operations by presenting the core competencies possessed by global IT project managers (PMs) who are successful in their respective projects. The purpose of this multiple case study was to explore the core competencies and business strategies that IT PMs use to meet global IT project deadlines and budgets. This study involved 5 IT PMs from the Pacific Northwest (United States and Canada) who increased the quality of outsourced IT projects from 4 different companies. The data collection method included in-person semistructured interviews of participants and review of existing company data. Thematic analysis of data included the use of member checking to ensure that the results of this study accurately reflected the experiences of the participants. The conceptual framework that guided the research was organizational learning theory. Two major themes were uncovered during data analysis; the first was global IT project management barriers and reasons for failure, and the second was competencies and strategies for successful global IT project management. Additionally, 4 subthemes were identified: lack of communication and quality, issues with culture and time, mindful of cost and coordination, and cultural awareness and communication. This study shows how successful IT projects benefit organizations and society with better products and services at lower costs. The findings may assist IT PMs in applying core competencies and business strategies to manage global IT projects to meet project deadlines and proposed budgets, which may, in turn, help companies contribute to corporate social responsibility efforts through improvements in ethical standards and international norms.

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Mack-Cain, Nina Michele. "Exploring Strategies for Early Identification of Risks in Information Technology Projects." ScholarWorks, 2017. https://scholarworks.waldenu.edu/dissertations/4651.

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Project managers must ensure risk management and business justification for their projects. Approximately, 53% of IT projects failed due to project managers not identifying risks early in the projects' lifecycle. The purpose of this single case study was to explore strategies IT project managers utilize to identify risks early in the project's lifecycle. The study population consisted of 5 lead IT project managers from a telecom company located in the Midwest region of the United States who had managed IT projects. The conceptual framework that grounded this study was the general systems theory. The data collection process involved semistructured interviews, a review of public documents, and member checking interviews to verify the authenticity of the participants' information. The data analysis process included the methodological triangulation, through interviewing and reviewing documents as well as using Yin's 5-step process for analyzing data to identify codes and themes. After the data analysis, the themes that emerged were self-development tools and risk identification (inputs, project tools and techniques, and output). The findings indicated it is crucial that the project team and all stakeholders who have an interest in the project continuously address risk management throughout the project's lifecycle. The implications for positive social change may help individuals understand risks better, interpret situations, and prevention of risk, which are essential to encourage economic inclusion, social protection, and environmental building.

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Foote, Alan Richard. "Exploring Knowledge Management Models on Information Technology Projects." ScholarWorks, 2016. https://scholarworks.waldenu.edu/dissertations/2028.

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One way an organization manages the knowledge of its people is in information technology (IT) projects. Organizations develop IT projects for many socially responsible reasons, including improved health care services and better community services. IT projects do not always achieve the goals of the organization when the knowledge of the stakeholders is not managed for these objectives. For this study the purpose was to address the use of knowledge management (KM) in project management (PM) to improve the success of IT projects in achieving the organizational goals. The research questions were based on KM including its tools and techniques to improve the success rate for IT projects. The conceptual framework included the project knowledge management (PKM) model, which helped identify the knowledge sharing in IT software projects for a local insurance company in Baltimore, Maryland. Interview data were collected from 26 IT project stakeholders about KM in PM. Analysis revealed 4 themes of managing knowledge in the requirement process, code development process, testing process, and the helpdesk process for the success of the IT project. Each of the 4 processes used different KM repositories and face-to-face tools. Improving the rate of successful IT projects benefits organizations and society with better products and services for lower costs. This study may affect social change by providing information for managers of other organizations about achieving success of their IT projects.

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Mackey, Vanessa Lajuan Ruth. "Communication Constructs That Influence Information Technology Project Failure." ScholarWorks, 2015. https://scholarworks.waldenu.edu/dissertations/395.

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Ineffective communication behavioral constructs in the workplace that lead to information technology (IT) project failure and in some cases organization failure are increasingly becoming a management concern. Despite this trend, there is little research on the communication behavioral constructs that contribute to IT project failure rates. The purpose of this phenomenological study was to explore the lived experiences of business analysts, programmers, and programmer analysts pertaining to the behavioral constructs associated with effective and ineffective communication. The research questions addressed these behaviors from a conceptual framework based on communication theory, organizational information processing theory, and critical social theory. This framework guided data collection using electronic interviews of a snowball sample of social media participants. Data were coded using open and axial techniques, analyzed for themes and patterns, and member checked to bolster trustworthiness. Findings included 10 communication behavioral constructs that influence communication in IT software development teams. Included in the findings were potential options for improving communication among end users, management, programmers, and other employees. Recommendations to improve communication among stakeholders included involvement of the correct stakeholders, clear project requirements, frequent communication, active listening, and feedback. Other recommendations were stakeholder education and training, and knowledge of goals and processes. Implications for positive social change could be realized by using the findings to improve the way communication is addressed, shared, and implemented to reduce IT project failure for stakeholders.

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Kasi, Vijay. "Escalation of Commitment in Information Technology Projects: A Goal Setting Theory Perspective." unrestricted, 2007. http://etd.gsu.edu/theses/available/etd-12032007-190226/.

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Thesis (Ph. D.)--Georgia State University, 2007.
Title from file title page. Mark Keil, committee chair; Henry Moon, Arun Rai, Detmar Straub, committee members. Electronic text (190 p. : ill. (some col.)) : digital, PDF file. Description based on contents viewed Feb. 22, 2008. Includes bibliographical references (p. 156-168).

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Scheuchner, Gerald. "Strategies to Promote IT Project Success." ScholarWorks, 2017. https://scholarworks.waldenu.edu/dissertations/4681.

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Many project managers and business leaders lack effective strategies to manage information technology (IT) projects, which may inhibit business leaders from successfully implementing IT changes. The purpose of this multiple case study was to explore strategies that IT leaders use to successfully implement IT projects. The target population consisted of IT leaders in IT organizations located in the Saint Louis Metro East area. The conceptual framework consisted of the general systems theory and the coordination theory. Data collection included organizational documents and semistructured interviews with 6 qualified participants. Data analysis included coding and thematic analysis, member checking, and methodological triangulation. The 4 themes emerging from the data analysis included (a) effective communication, (b) project planning, (c) project execution management, and (d) project closure. The themes highlighted practical strategies to effectively manage the implementation of IT projects. Findings may enhance the organization's position and provide additional employment opportunities in the community.

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Williams, Andrew Stephen. "Effective Stakeholder Management Strategies for Information Technology Projects." ScholarWorks, 2017. https://scholarworks.waldenu.edu/dissertations/4580.

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Information Technology (IT) projects have become critical to business strategy. However, one major issue is that, historically, IT projects have high failure rates, with scholars asserting that ineffective stakeholder management strategies were a major factor for project failure. The purpose of this multiple case study was to explore strategies IT executives use for managing IT project stakeholders by exploring the experiences of 2 CIOs and 4 IT directors in two multinational companies, based in Switzerland. Stakeholder theory was the conceptual framework for this study. Data were collected through semistructured interviews and company documentation, and analyzed using Yin's 5-step data analysis process to identify and code themes. Five main themes emerged from the data analysis: organizational culture, organizational maturity, leadership, competencies, and post-implementation reviews. The results of this study revealed the importance for leaders to articulate business strategies enabling stakeholders to have a common perspective on project objectives, and to act as a foundation upon which IT executives can create effective stakeholder management strategies. Results indicated that the deployment of effective stakeholder management strategies was dependent on several factors, including organizational culture, leadership style, competencies, and organizational maturity. Findings may contribute to positive social change by encouraging effective stakeholder management to improve knowledge sharing, individual and team motivation, management across cultural boundaries, and stimulate a culture of social responsibility and sustainability.

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Mynyk, John. "Information technology programming standards and annual project maintenance costs." Thesis, University of Phoenix, 2014. http://pqdtopen.proquest.com/#viewpdf?dispub=3578624.

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Organizations that depend on the use of IT in their business models must maintain their systems and keep their systems current to survive (Filipek, 2008; Kulkarni, Kumar, Mookerjee, & Sethi, 2009; Unterkalmsteiner et al., 2012). As most IT departments allocate as much as 80% of their budget to maintain stability while leaving only the other 20% to allow improvements (Telea et al., 2010), high cost of stability may be a reason many IT organizations cannot afford efficient staffing and even jeopardize the existence of the organization (Filipek, 2008; Talib, Abdullah, Atan, & Murad, 2010). The purpose of this exploratory mixed methods study was to discover the IT programming standards used in IT departments that predict a decrease in project maintenance costs. This study employed an exploratory mixed methods data collection and analysis to develop and test a collection of universal programming standards. The qualitative portion of the study resulted in a list of IT programming standards from the Fortune 20 companies of 2011. Surveyed from IT departments in the Fortune 500 companies of 2011, the quantitative portion of this study correlate the degree of enforcement of each IT programming standard to a decrease in average project maintenance costs using a backward stepwise regression. Using a 95% confidence interval and a 5% margin of error (α = .05), the backward stepwise regression discarded 18 of the 22 IT programming standards. The remaining correlations give evidence that a) the more the department enforces waiting for feedback the higher the maintenance costs, b) the more the department enforces having the architectural team develop coding guidelines the lower the maintenance costs, and c) the more the IT department enforces the following of change management procedures, the higher the maintenance costs.

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Ram, Mohan Prabhakara. "Trigeiawriter: A content management system." CSUSB ScholarWorks, 2011. https://scholarworks.lib.csusb.edu/etd-project/3331.

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The purpose of this project was to design and implement a Content Management System (CSM). TrigeiaWriter is a Content Management System for Trigeia.com, a web based magazine site. Since TrigeiaWriter is used for a web based magazine, it incorperates different roles for the users and these roles are authors, editors, and administrators.

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Meyer, Harold. "Critical success factors in implementing an IT project plan within a South African automotive assembly firm." Thesis, Nelson Mandela Metropolitan University, 2014. http://hdl.handle.net/10948/9173.

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Research shows that information technology (IT) projects have a poor success rate. Many IT projects exceed the allocated budget, take longer than the time allocated or do not meet the project requirements. The purpose of this study is to identify the critical success factors for implementing an IT project plan in automotive assembly firms in South Africa. The factors identified during the study cover the following topics: the project manager as a factor of success; project communication; knowledge management; the role of management; business strategy; project success measurements; and training and development. For the empirical study an online questionnaire was used as a data collection tool. The study consisted of 40 participants who are involved in the implementation of IT projects in automotive assembly firms with a minimum of 1 year experience. The questionnaire requested the biographical information of the participants and then asked the participants about their perception of the current project activity as well as their perceived importance of the project activities mentioned. The participants’ responses were structured according to a Likert-type scale. Participants had to indicate the extent to which they agreed with each statement in the questionnaire. The responses obtained from the survey were presented and analysed. The researcher observed in this study that aspects of the critical success factors were in place however there were areas which showed large variances. The researcher recommends that management of automotive assembly firms in South Africa should look into project communication and knowledge management. These factors showed large variances with regards to the current project activities and the perceived importance of the activities.

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Hayes, Diane S. "Intellectual Capital Management Among Project Managers in the Information Technology Domain." NSUWorks, 2001. http://nsuworks.nova.edu/gscis_etd/575.

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Intellectual capital - the intangible assets of skill, experience, productivity, information, knowledge, infrastructure, and relationships - can be used to provide a source of competitive advantage. When human, structural, and relational components are properly formalized, captured, and leveraged, a higher value asset can result, directly affecting a company's prosperity. It is advantageous for knowledge-based companies with assets consisting mainly of skill, ideas, and intellectual ability to adopt organizational learning and knowledge management as strategic initiatives and include the intangible assets of intellectual capital in performance measurements. This descriptive study utilized an electronic survey to collect information directly from a sample of project managers active in the information technology (In domain in order to identify the extent to which project managers participated in the management of intellectual capital. In addition, the level of importance these elements have on project success in the opinion of the same group of IT project managers was investigated. This was accomplished in order to identify the practical synergies of the practice of project management and the development of intellectual capital. Finally, a determination of whether or not an awareness of intellectual capital as a formal concept existed among project managers was pursued. Results showed that a majority of the IT project managers participating in the study claimed a basic awareness intellectual capital and reported participation in activities associated with the management of intellectual capital, but at varying frequency levels. Among participants, project managers currently involved in one or more information systems projects also validated that the elements identified as important contributors in the management of intellectual assets are considered important to their project's success. The research proposed expanded the current knowledge base by making explicit the connections of the concepts of intellectual capital management with project management practices and techniques. The study offered a set of recommendations for practicing project managers to use in order to focus on the successful intellectual asset management of an information technology project team, with the aggregate result being further value and wealth creation for the firm.

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Zhou, Bin S. M. Massachusetts Institute of Technology. "Enterprise information technology project portfolio selection through system dynamics simulations." Thesis, Massachusetts Institute of Technology, 2007. http://hdl.handle.net/1721.1/43107.

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Thesis (S.M.)--Massachusetts Institute of Technology, System Design and Management Program, 2007.
Includes bibliographical references (p. 166-169).
As companies are increasingly relying on information technologies (IT) to help maintain their existing and develop new competitive advantages, investing effectively in IT is becoming more and more important. One of the biggest challenges facing an enterprise IT organization is how to select a project portfolio that is best aligned with the business strategies and to deliver highest value using limited IT resources. In this research paper, I examined in detail a recently proposed IT governance framework, designed a System Dynamics model based on this framework, and developed a simulation application to investigate constructs, relationships and scenarios suggested by the framework. My research identified and examined several levers through which IT managers can achieve better alignment with business goals and more efficient use of IT resources. I examined alternative IT governance regimes (combinations of rules and policies for selecting among opportunities and retaining existing systems) in terms of their effects on efficiency, feature satisfaction, and cost of the resulting legacy asset base. By choosing the right combination of relatively straightforward selection and retention policies, IT managers can steer their legacy assets toward a desired efficiency or satisfaction goal in concert with company strategies.
by Bin Zhou.
S.M.

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Shereni, Tafadzwa. "Effective and efficient requirement traceability in the software development and Information Technology industry." Master's thesis, University of Cape Town, 2015. http://hdl.handle.net/11427/14129.

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Requirements traceability has been identified as a quality factor and a characteristic a system should possess and include as a non-functional requirement. Requirements engineering processes should always include methods and tools of maintaining traces and relationships between requirements and product artefacts. To investigate the extent to which requirements traceability is used in software and information technology projects, a theoretical model of requirements traceability was presented in this research. Five organizations were investigated through semi-structured interviews and their requirements tracing practices were compared with the theoretical model. The extent to which organizations apply requirements traceability practices in their projects differs and as a result they were categorised as inactive, dormant and active users in this research. The advent of agile development methods is one of the major factors affecting requirements traceability practices. Among other recommended areas of further research, there is need for future research to look at how agile development and traditional methods can be implemented together in requirement tracing practices.

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Kordt, Eric. "The relationship between attributional style and information technology project perception." Thesis, Edith Cowan University, Research Online, Perth, Western Australia, 2008. https://ro.ecu.edu.au/theses/186.

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The purpose of this research is to investigate the relationship between attributional style and Information Technology (IT) project perception at varying job responsibility levels. To achieve this thirty participants were recruited from a large government department in the three distinct job responsibility levels of support worker (i.e. individual who undertakes activities under general direction), line manager (i.e. individual who undertakes activities under limited direction and typically performs role of team leader) and executive manager (i.e. individual who undertakes activities that involve a high a level of management skill under broad direction) and interviewed using a modified Work Attributional Style Questionnaire (WASQ) with emergent themes subsequently explored through four focus groups. Based on the research findings all job responsibility levels tend to exhibit an optimistic attributional style that characterises positive work adjustment and self-esteem. However, the attribution of failure to causes that will persist in future projects by all job responsibility levels alongside the attribution of failure to causes that have impacts beyond the project by line and executive managers have the potential to undermine this tendency to exhibit an optimistic attributional style. Reasons for the attribution of failure to causes that have impacts beyond the project include the adverse impact on perceived professionalism by peers following failure, continued inability to influence stakeholders and/or management, strategic impact of the project failure and the daunting complexity of the social and technical challenges at the macro level Whilst the tendency to exhibit an optimistic attributional style by all job responsibility levels is indicative of positive work adjustment and selfesteem, practitioners should be cognisant that individuals exhibiting an optimistic attributional style are less likely to take responsibility for IT project failure (i.e. attribute failure to situational and uncontrollable causes). This has the potential to adversely impact organisational learning. To increase the likelihood of individuals taking responsibility for IT project failure practitioners should seek to encourage individuals to freely admit to faults and acknowledge errors whilst seeking to preserve their self-worth.

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Volschenk, E. J. "A critical review of project management success factors in large SA ICT companies." Thesis, Stellenbosch : University of Stellenbosch, 2010. http://hdl.handle.net/10019.1/942.

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Thesis (MBA (Business Management))--University of Stellenbosch, 2010.
ENGLISH ABSTRACT: Despite the growth and adoption of project management expertise and techniques, the increase in organisational project-maturity and the emergence of the Web, project success remains a challenge. A key factor leading to the continued failure in IT projects is the lack of identification and appreciation for the key factors that influence the success of project management success. Therefore the researcher embarked on this study to determine the top five critical success factors of project management in the South African ICT environment. The researcher also determined during which phases of the project life cycle these critical success factors occur. In order to determine these objectives, qualitative research was conducted that included a study of literature, available material, views from experts as well as a content analysis from sample interviews. South African ICT companies do not directly focus on any critical success factors, but indirectly they do focus on certain areas that will increase the probability of project management success. The research identified the top five critical success factors as a comprehensive project management plan, well defined scope, skilled and experienced project managers, user / customer involvement and top management support. The research also identified that the focusing on the project planning and project execution and monitoring phases of the project life cycle are the most crucial for project management success. In addition the research identified that project managers who have a strong technical background understand the complexities of the product better and do tend to manage the deferent component of the projects more effectively.
AFRIKAANSE OPSOMMING: Ten spyte van die groei en toename in projekbestuurkundigheid en -tegnieke, die toename in organisatoriese projek volwassenheid en die uitbreiding van die Web, bly projeksukses ‘n uitdaging. Om die rede het die navorser die studie onderneem om die vyf top kritiese suksesfaktore van projekbestuur in die Suid-Afrikaanse ICT omgewing te bepaal. Om hierdie doelwit te bepaal is kwalitatiewe navorsing onderneem wat ‘n literatuurstudie, beskikbare materiaal, opinies van kundiges sowel as inhoudsanalise van onderhoude gevoer insluit. Suid-Afrikaanse ICT maatskappye fokus nie direk op enige kritiese suksesfaktore nie, maar indirek fokus hulle wel op sekere areas wat die waarskynlikheid van projekbestuur sukses sal laat toeneem. Die navorsing identifiseer die vyf kritiese suksesfaktore as ‘n samevattende projekbestuursplan, goed gedefinieerde omvang, kundige en ervare projekbestuurders, gebruiker/kliënt betrokkenheid en topbestuur ondersteuning. Die navorsing het ook identifiseer dat die fokus op projekbestuursbeplanning, en projekuitvoering en monitering fases van die projeklewensiklus die mees kritiese is vir projeksukses. Die navorsing het ook identifiseer dat projekbestuurders wat ‘n sterk tegniese agtergrond het die ingewikkeldheid van die eindproduk beter verstaan asook die verskillende komponente van die projek meer effektief bestuur.

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Da, Silva Tiago Ferreira. "Risk identification and project approval: an importance-performance analysis of taxonomy-based risks in Information Technology projects." OpenSIUC, 2010. https://opensiuc.lib.siu.edu/theses/355.

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The dissemination of project management practices is consolidating project as a great mean of achieving an organization's strategic plan (PMI, 2008, p. 10). But there are no resources and funds available to all, and competition among alternative projects is increasing. Funding institutions, government agencies, and credit rating organizations started considering project risk in project evaluation, instead of only using financial metrics such as ROI (Return on Investment) or NPV (Net Present Value). In order to obtain resources needed to implement projects, and thus contribute to an organization's objectives, it is necessary to identify the risks that have greater influence on project approval. This study applied the Importance-Performance Analysis (Martilla & James, 1977) to identify the main risk identification deficiencies for Information Technology (IT) project managers who apply for resources or funding approval. The identification was made possible by measuring IT project managers' perceptions of (1) the level of importance, or positive influence, which different risk categories have in project approval; (2) the level of performance they believe to have in the identification of these risks, meaning prior detection and registering; and (3) the gap between the measured levels of importance and performance. A survey listing 28 risk categories belonging to a validated risk taxonomy and 5-point Likert scales with different levels of importance and performance were presented to IT project managers from the central Illinois area. A total of 38 professionals answered the survey instrument, and verification of exclusion criteria resulted in an adjusted sample of 32 subjects. Descriptive statistics were used to compare mean values for each category, determining the gap between importance and performance levels for every category. The risk categories that presented the top three scores for importance were Scope uncertainty, Legal/regulatory, and Financial. The risk categories that represented the three greatest deficiencies or gaps (importance versus performance) for IT project approval were Contractual, Complexity, and Scope uncertainty.

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Hickson, Ray C. "Project managers' perceptions of the primary factors contributing to success or failure of projects| A qualitative phenomenological study." Thesis, University of Phoenix, 2015. http://pqdtopen.proquest.com/#viewpdf?dispub=3708715.

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This qualitative interpretative phenomenological study increased the understanding of project managers’ perception and lived experiences of the primary issues contributing to the success or failure of projects. This study used method triangulation to analyze the experiences of 48 project managers. The study was conducted in three phases, including a pilot study, an open-ended questionnaire, and one-on-one interviews. The project managers’ lived experiences indicated that stakeholder communication; collaboration; and consensus on governance, leadership methods, definition of requirements, and success criteria during the project initiation stage are critical to achieving higher project success rates. The major themes that emerged from this study are the definition of project success, requirements and success criteria, stakeholder consensus and engagement, transparency, and project management methodologies. Additional research is suggested to determine if there is a relationship among experience, qualifications, certification, and project success or failure and to determine implementable solutions to improve project success rates.

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Abdubaliev, Ulukbek, and Aizhan Akysheva. "Storytelling Practices in Project Management : Exploratory study in new business process implementation in Information and Communication Technology projects." Thesis, Umeå universitet, Företagsekonomi, 2017. http://urn.kb.se/resolve?urn=urn:nbn:se:umu:diva-144298.

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Stories have always been present in the life of people as a part of their culture, it is a rather ancient narrative technique. The message delivered in a form of a story is specifically appealing to listeners, which makes it a powerful communication tool. The thesis explores storytelling practices in project management by answering the question: “How project managers use storytelling in new business process implementation in ICT projects?” The choice of the topic was driven by the gap in the literature and the choice of context was chosen by the level of maturity of project management in ICT industry. Within the framework of interpretivist research paradigm, the data was collected by interviewing ten project managers of new business process implementation in ICT projects. The thesis findings suggest that storytelling in implementation of new business processes in ICT projects is used in formal and informal forums in written and verbal format. Project managers use storytelling to pursue several goals: making sense of ICT projects, human resource management, promoting adaptation to new business processes, knowledge management and attracting new customers and investments into ICT projects. Storytelling in ICT projects is also limited by storytelling conditions, such as organizational culture, extent of change, governance structure. Storytelling in projects is subject to challenges, such as logistics and timeliness of practices. From the practical point of view, the thesis explores storytelling as an effective communication tool that can be used for multiple goals in project management. It allows adding storytelling to the requirement list of new soft competences of project managers. The thesis has bridged a literature gap between storytelling and project management, which opens new theoretical perspective of interpreting the reality in projects and creates space for further research.

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Hadley, Barry J. "Matchmaker plus: Information management tool at a classroom level." CSUSB ScholarWorks, 1995. https://scholarworks.lib.csusb.edu/etd-project/1066.

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This project will show how a computer-based information management system can be used by elementary school teachers. Using a desktop database manager software, FileMaker Pro, this project will describe how technology can help a classroom teacher manage information through an application model.

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Lee, Jae Ho, and n/a. "Modeling Computer Integated Construction Site Management." Griffith University. School of Engineering, 2004. http://www4.gu.edu.au:8080/adt-root/public/adt-QGU20040322.132814.

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Construction is one of the most information-dependent industries compared to other sectors. Computers have been used to improve the efficiency of management in most businesses including the construction industry. Treating information efficiently is the key to maintaining an edge over competitors and for success in business. However, in order to succeed, companies must choose a management system that is most suited to their operations. The difficulty about computerization in civil engineering is that the construction industry does not have trained IT experts with Civil engineering or Management background. Although there are many computer applications for project management, almost all the applications required some form of manual modification for updating information. In a construction project, time and accurate information is vitally important in order to accomplish scheduled completion. A small change in plan costs money and time in both the traditional methods as well as current IT applications. The main reason is that there is no direct link between the head office and the regional site office and there is no quick link between site office and site engineers who are out in the field for most of the time. This study proposes the design of an information transfer system to improve construction site management. A Web-based Construction Site Management system called WCSM will be developed. WCSM incorporates some major features including: Integration of Web technology and mobile computing into construction site management and automatic project schedule updates. The performance of WCSM is evaluated through virtual simulations, and comparisons with other relevant applications are reported. These evaluations showed that WCSM required significantly less time, for initial project set up and modifications during project implementation, when compared to MS Project and Micro Planner.

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MuÃŒ?ller, Ralf. "Communications of information technology project sponsors and managers in buyer-seller relationships." Thesis, Henley Business School, 2003. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.274882.

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Khanfar, Ahmad A. "Forecasting failure of information technology projects using an adaptive neuro-fuzzy inference system." Thesis, Edith Cowan University, Research Online, Perth, Western Australia, 2019. https://ro.ecu.edu.au/theses/2262.

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The role of information technology (IT) applications has become critical for organisations in various sectors such as education, health, finance, logistics, manufacturing and project management. IT applications provide many advantages at strategic, management and operational levels, and the investment in IT applications is therefore growing; however, the failure rate of IT projects is still high, despite the development of theories, methodologies and frameworks for IT project management in recent decades. The consequences of failure of an IT project can be devastating, and can threaten the existence of an organisation. There are many different factors that impact on the performance of a project; these factors are varied and interrelated, and can impact project performance throughout the different phases of the project life cycle. The aims of this research are to (i) identify the critical failure factors (CFFs) of IT projects; (ii) categorise these CFFs; (iii) identify the relationships between CFFs; and (iv) develop a model using an adaptive neuro-fuzzy inference system (ANFIS) to forecast the failure of IT projects in the early stages. The primary data collection tool is a questionnaire, and the analysis is carried out with the ANFIS technique. ANFIS is a hybrid model that combines an artificial neural network (ANN) with learning algorithms and techniques, and uses fuzzy logic to extract fuzzy rules based on prior knowledge of past data. In this research, we develop 266 rules and then test the performance of the developed model using training data and checking data. In this way, the role structure of the ANFIS model is obtained, which can be used to forecast the failure of IT projects. The findings suggest that there are many failure factors that can impact negatively on the performance of IT projects. These factors can be categorised into organisational, project management, planning, project manager, project team, user/customer, technological and technical, and legal factors. The results show that CFFs related to the project team, planning and organisation have the highest impact on the failure of IT projects. The ANFIS model constructed here can help IT project managers to effectively address the risk associated with projects in the early phases and to forecast the failure percentage of IT projects. This research can enable managers and decision makers to predict failure early in the project, allowing them to take suitable decisions, and can provide policy makers with an innovative approach to enhance decision-making processes

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Cabral, John Stephen. "Project Risk Management Strategies for IT Project Managers." ScholarWorks, 2017. https://scholarworks.waldenu.edu/dissertations/3663.

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Utilizing information technology (IT) to enable new organizational capabilities to achieve near-term objectives and long-term sustainability is a top priority for many business leaders seeking to maintain or increase market share. However, organizational leaders face significant challenges to their strategy execution because the percentage of challenged IT projects has remained relatively static for decades. The purpose of this qualitative case study was to explore risk management strategies used by 7 purposely selected IT project managers (PMs) from a pharmaceutical company located in the northeastern United States who have effectively managed IT project performance by using risk management strategies, leading to the successful delivery of an IT project. The conceptual framework that guided the research was actor-network theory. The data collection included semistructured interviews and the collection of internal organizational risk registers and other project risk management documentation. An inductive content analysis followed the procedures outlined in Malterud's systematic text condensation strategy, yielding the following major strategies to increase IT project performance: performing knowledge management, promoting a positive risk culture, utilizing an existing risk management framework, and performing risk-related communication. The implications for positive social change include the potential to help IT PMs deliver the expected business value on time and within budget, which, in turn, may enable pharmaceutical companies to improve the quality of life of afflicted individuals and populations in need of safe, economical, and innovative therapies.

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Ostreus, Amelie, and Jenny Brandt. "Agile project management: Scrum in large project - how is the internal communication affected?" Thesis, Malmö universitet, Fakulteten för teknik och samhälle (TS), 2020. http://urn.kb.se/resolve?urn=urn:nbn:se:mau:diva-20153.

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Idag använder de flesta mjukvaruföretag agil utveckling och en av de vanligaste agila metoderna är Scrum. Under de senaste åren har det blivit vanligt att använda Scrum i större projekt trots dess anpassning för mindre projekt. Följaktligen har olika ramverk utvecklats för att skala Scrum till mer än ett team och för att stödja metoden i större projekt. Det finns flera kommunikativa utmaningar i denna transformationen som har resulterat i en förändring i det smidiga arbetet som påverkar teamets sätt att kommunicera och samverka. Detta ställer nya krav på samarbete och samordningen mellan de olika team som arbetar med samma projekt. I denna studie har målet varit att med hjälp av en kvalitativ ansats undersöka hur kommunikationen påverkas av det faktum att något som ursprungligen var anpassat för mindre projekt, nu ska användas för stora projekt där många parter är involverade och beroende av varandras arbete. Slutsatserna har dragit utifrån kombinationen av en teoretisk referensram och sex intervjuer med Scrum masters och teammedlemmar. Studien visar på att en stor kommunikativ utmaning är att ha en fortlöpande kommunikation mellan teamen och att uppnå en samverkan trots den distanseringen som följer vid skalning. Strategier för hur skalningen av Scrum ska ske på bästa sätt skiljer sig åt, men det finns en enighet om att strukturer, ett gemensamt “språk” och vision krävs för att samarbetet mellan teamen skall fungera effektivt och för att den interna kommunikationen ska bli lyckad.
Today, most software companies use agile development and one of the most common agile methods is Scrum. In recent years, it has become common to use Scrum in larger projects despite its adaptation for smaller projects. Consequently, different frameworks have been developed for scaling Scrum to more than one team and to support the method in larger projects. There are several communicative challenges to this transformation and the transformation has resulted in a change in the agile work that affects the team's way of communicating and interacting. Which puts new demands on collaboration and coordination between the different teams working on the same project. The aim in this study has been to investigate how communication is affected by the fact that something that was originally adapted for smaller projects should now be used for large projects where many different parties are involved and dependent on each other´s work using a qualitative approach. The conclusions have been based on the combination of a theoretical framework and six interviews with Scrum Masters and team members. The study shows that a major communicative challenge is to have continuous communication between the teams and to achieve a collaboration despite the distancing that comes with scaling. Strategies for how to scale Scrum separates, but there is a consensus that structures, a common “language” and vision are required for an effective collaboration between the teams and for internal communication to be successful.

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Delobe, Timothy Charles. "Project dynamics : an analysis of the purpose and value of system dynamics applied to information technology project management." Full-text of dissertation on the Internet (582.22 KB), 2010. http://www.lib.jmu.edu/general/etd/2010/masters/delobetc/delobetc_masters_04-20-2010_02.pdf.

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West, Mario. "Strategies to Manage Enterprise Information Technology Projects." ScholarWorks, 2017. https://scholarworks.waldenu.edu/dissertations/4578.

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Since 2005, most midsize company information technology (IT) projects had a 62.4% failure rate because of wrong project team communication skills or cost overruns. IT leaders expect negative IT project outcomes will cost over $2 billion by 2020. Using the actor-network theory, the purpose of this single case study was to explore strategies used by IT leaders from a midsize IT company in Washington, D.C. to plan and execute projects under budget and on time. Using purposeful sampling, 5 IT leaders were selected for this study because of their experience in implementing successful strategies for projects. Data were collected using face-to-face semistructured interviews, company documentation, and internal organizational risk reports. Yin's 5-step process was used for data analysis to compile, disassemble, reassemble, interpret, and conclude the data. The interpretation of data, subjected to methodological triangulation and member checking to strengthen the dependability and credibility of the findings, yielded 3 themes of IT leader communication skills: IT leader strategy, IT leader knowledge, and implementation of cost savings. The findings indicated that IT leaders serve as the key actors in the IT project network, and leader communication skills are essential for implementing strategies for IT project completion and cost savings. With this knowledge, IT leaders can implement strategies to plan and execute projects under budget and on time. The implications for a positive social change includes the potential for IT leaders to reduce project production waste and contribute to economic expansion.

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Patrellis, Yiota. "An analysis of the factors that influence effectiveness in information technology student project teams." Thesis, Port Elizabeth Technikon, 2003. http://hdl.handle.net/10948/199.

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More and more organizations are making use of teamwork. Effective teams are also important from an Information Technology (IT) perspective, since teamwork forms an integral part of all software development activities. It is therefore extremely important that IT students are able to work together as an effective team. These statements lead to the following questions – How can IT student project teams be effective and what obstacles need to be overcome in order to ensure effectiveness? This dissertation reports on an exploratory study of second and third year IT project teams and exposes factors that lead to ineffectiveness. Firstly, the problems experienced by the groups seem to have the largest detrimental effect on effective team functioning. Secondly, the project mark is also affected by the priority issue that is associated with the particular task. Thirdly, the issues of time management, communication, conflict management, compromise, social loafing and group cohesion also play an important role in team effectiveness. This dissertation sets out to prove that the key to "effectiveness" lies in empowering the student to deal with all possible dilemmas that may be faced when working in teams in the tertiary team situation. The benefits of these actions will hopefully lead to the realization of “effectiveness” in the tertiary team situation and ultimately, in the student’s work environment.

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Lowrance, Sheri. "PMO lite for not-for-profit organization." [Denver, Colo.] : Regis University, 2009. http://adr.coalliance.org/codr/fez/view/codr:147.

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Van, Antwerp Herbert James. "A proposed project risk management framework in the information technology environment / Herbert James van Antwerp." Thesis, North-West University, 2010. http://hdl.handle.net/10394/4455.

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Information Technology (IT) projects that resulted from the accelerated technological pace of change, will enable a path of growth and long term return on investment (ROI) for organisations. However, embarking on such large scale investments leave little opportunity to turn back, and sound project management principles will be required to effectively manage unforeseen issues during the project life cycle, and if these fail, the organisations will be constantly functioning in crisis mode. The absence of risk control and risk management can be destructive towards overall business performance. Management skills are therefore of paramount importance to reduce direct cost of projects and to handle increased challenges derived from improvements on existing IT infrastructures. The need for a robust risk management framework exists although many industry standard methodologies are available to assist management in the ongoing task of project delivery. The main objective of the study was to propose a general reference framework that describes an optimal project risk management process plan for IT projects from various industry types in South Africa. The literature study focused on identifying key factors and components within the project risk management academic field. This framework can also be useful to organisations in developing and expanding existing project risk management processes to facilitate the preparation and practical implementation in order to give assurance to stakeholders that all potentially momentous risks are identified and properly managed. Shareholders require transparency and high standards of corporate governance that must therefore function in an environment that cultivate open communication channels. Shareholder value will be delivered by means of information that is applied through effective knowledge management initiatives and constantly monitored by measurable strategic objectives. The second part of the study entails an empirical investigation that identified the [1] general project management issues within organisations; [2] perceptions on risk management practices; [3] key factors within project risk management; [4] and methodologies/frameworks that are applied in practice. The results indicated that it simply will not suffice with only managing some stages of a project cycle. Information audits form an integral part in maximising Information Systems (IS) that must be aligned with the overall organisational strategy. Strategy, performance and sustainability are inseparable assets of any organisation. IT governance perceived by organisations as important, can improve its competitive value with effective risk practises like risk methodology and data management. Knowledge management will lead management towards better competitive positions as well as increasing the overall organisational performance levels. Risks identified must be well documented, and the implementation of risk support systems will enable business management to anticipate future conditions and plan ahead. Management tools like Prince2 and PMBOK can guide the project management process. None of them, however, ensure project success and the project team must decide on the combination of each tool to implement according to individual organisational needs. The study further indicated that an organisation must cultivate an open communication channel for identifying and escalating risk and issues. Risk management can be seen as a scientific soul mate to project management with communication lying at the heart of effective risk management. Effective communication will establish critical links between shareholders' needs; information distribution; performance reporting; and management of issues towards shareholders. Governance, as the binding glue for organisations, has been one of the fastest growing elements of risk management. Performance measurement is paramount to IT governance and must be set and monitored by measurable objectives. COBIT as a comprehensive framework for IT management, promotes an excellent reference model to advance IT governance. King III, as non-legislated code towards JSE Securities Exchange, states that a company should have a risk assessment framework in place to enable management to pro-actively and continuously address risks. Basel II has reached the plateau but its effectiveness purely rests on the management of financial institutions to extend beyond the regulation alone. Various ISO standards can be used in conjunction with these management tools like the ISO 31000 risk management standard to guide management in the effective implementation of risk practices. The empirical research indicated that knowledge management will lead organisations towards better competitive positions as well as increasing the organisation's overall performance levels. It further indicated that IT governance can improve an organisation's competitive value with effective risk management practices. The study revealed that top management involvement is vital with each IT project intervention along with the required sponsor support. Project risk management is not only the project teams' responsibility, but the organisation as a whole. The strategy of an organisation must cultivate an open communication channel within projects; clearly assign roles and accountability; enforce a repository support system to monitor and evaluate risks; and to drive risk awareness throughout the organisation.
Thesis (M.B.A.)--North-West University, Potchefstroom Campus, 2011.

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Burns, Jacqueline. "Critical Skills for Supervisors of Information Technology Project Managers in Government| An Interpretative Phenomenological Analysis Case Study." Thesis, Robert Morris University, 2016. http://pqdtopen.proquest.com/#viewpdf?dispub=10108949.

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A company or government is only as good as its most qualified employees. This qualitative interpretative phenomenological study sought to understand what skills are needed to supervise government information technology (IT) project managers through their lived experience. Fifteen participants in the field of government IT were interviewed. They included five senior managers, five supervisors, and five project managers who worked as IT government contractors or employees were interviewed. The participants’ responses revealed that different groups disagreed as to what skill sets were essential in supervising government IT project managers. The findings of the research highlighted that the senior managers and supervisors valued skills from a macro-level perspective, while project managers valued skills from a micro-level perspective. The results of the study indicated that the different groups of IT employees—senior management, project managers, and supervisors—deemed different skill sets as essential. There was a consensus regarding the importance of communication skills as all groups included aspects of communication in the top-five essential skills. However, the rating number allocated to these skills and the definition of the terms differed between the participants and across the groups. The results of the study brings to light the importance of developing appropriate position training for government IT supervisory positions.

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Väänänen, M. (Mirja). "Communication in high technology product development projects:project personnel’s viewpoint for improvement." Doctoral thesis, University of Oulu, 2010. http://urn.fi/urn:isbn:9789514262951.

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Abstract Product development plays a crucial role in the survival of high technology companies. High technology product development projects typically are multi-technical, multicultural, geographically dispersed, inter-connected and organized in a network of companies. These settings pose extra challenges for communication. In this qualitative multiple-case study, communication challenges and possible solutions for developing communication were studied. The empirical data were collected from five high technology product development projects. Each project represented a different high technology company operating in the Oulu area, in Finland. Multiple data collection methods were used, including interviews studying organizations’ internal documents, web-based surveys among project personnel and case-internal focus groups. After studying each of the five cases separately, a cross-case analysis was conducted by the researcher. The findings of this research show that communication challenges depend on the business role of the company. Efforts to enhance communication should be considered in relation to the business realities of companies. Typical challenges include a lack of communication planning, lack of project personnel’s communication competence and obstacles caused by physical & organizational boundaries. Possible solutions for developing communication include systematic planning of project communication and defining communication development targets based on internal analyses and the business realities of the company. Data management systems should be set up to enhance the work done and information flows in projects. Another solution is continuous trust building through feedback between the companies participating in the same product development project. According to the results of this study, companies can direct their efforts when enhancing communication in product development projects. Companies can also utilize of the process described in this research to identify their communication challenges and to define communication action plans.

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Hu, Yuan Yuan. "Investigation into the under-representation of women in project management in China's Information, Communication and Technology sector." Thesis, University of Manchester, 2017. https://www.research.manchester.ac.uk/portal/en/theses/investigation-into-the-underrepresentation-of-women-in-project-management-in-chinas-information--communication-and-technology-sector(6af5b144-1976-4117-a1a1-008330ab9a6c).html.

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This project investigates some aspects of why a minority of ICT project management professionals in the Chinese ICT sector are female. It investigates differences between sexes in their perceived image and knowledge of ICT work, and the relationship between their career paths and gender roles. A literature review identified that little research on women in ICT in China had been carried out prior to this project. The literature on women in traditional male industries (e.g. ICT, engineer, civil engineer) in western countries yielded certain insights and transferable research methods. A pilot interview survey of four parents, six tutors, six students and eight ICT practitioners was undertaken to develop the main semi-structured interview survey instruments. The main survey yielded responses from thirty students and thirty ICT practitioners. The data interpretation and analysis method adopted grounded theory since, as mentioned above; there little relevant research has been carried out on the topic in China. The results are presented in a consistent way to make the data more comparable. Conclusions are drawn based on findings arising from the body of work and academia as a whole. There were found to be some differences between sexes in certain aspects of their views of ICT (project management) work and aspiration to career choice and advancement. The ICT sector has as a working environment is characterised by conflict (androgynous and male-dominant working style), competence, and keeping abreast of developing ICT technologies, which are thought to be more suitable to men. Gender division actually exists, and family responsibilities hold women back in their career advancement in the ICT sector in China.

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Schumann, Eriksson Viktoria. "Technology enabling project managers’ knowledge sharing: the case of Microsoft Teams." Thesis, Linnéuniversitetet, Institutionen för informatik (IK), 2020. http://urn.kb.se/resolve?urn=urn:nbn:se:lnu:diva-97566.

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Contemporary organizations frequently employ projects to leverage work across organizational units, utilizing specialized knowledge from different niches of the organization to meet specific quality criteria in a defined time period, at a set cost. Project managers are integral to driving the success, often acting as hubs of knowledge both at the core within projects and towards the rest of an organization, as well as over time. To realize this, project managers increasingly make use of technology to aid their knowledge sharing and drive digitalization in daily work, often with aspects of remote work to consider. To date little is known in how far a technology, and especially more recent technology, support this critical aspect of knowledge sharing as part of project management. Thus, an interpretive qualitative approach was used to explore and interpret the ways in which a recent technology supports project managers’ knowledge sharing. Data were collected by means of semi-structured interviews with project managers who already use such a technology in their work, for which the 3 C’s approach of analysis was used to generate 6 concepts based on the data. The concepts were then reviewed in context of the research questions and the selected theoretical framework, including the informatics domain model by Beynon-Davies. Thus, a discussion of the findings in this context revealed that according to the project managers’ perceptions in the chosen research setting, such a technology largely enables knowledge sharing activities in the daily work, both presenting new opportunities to do so more efficiently as well as leading to more challenges. It seems that the introduction of, or increased used of, the technology is changing not only the modus of knowledge sharing but also individuals’ way of working with regards to knowledge sharing: what, when and how knowledge is shared. However, whether such a change is perceived as positive or negative by an individual project manager draws upon a range of factors such as technical proficiency, duration of use to date as well as personal preferences regarding structure and organization of their work. That said, the technology is supporting the daily knowledge sharing activities of project managers in so far that those who have made a full transition to the technology, all employ it on a daily basis and in a range of knowledge sharing activities.

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Wang, Chia-Chi. "Online solicitation management system for the Office of Technology Transfer and Commercialization." CSUSB ScholarWorks, 2005. https://scholarworks.lib.csusb.edu/etd-project/2950.

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The Online Solicitation Management System (OSMS) is a web-based system designed for California State University, San Bernardino's Office of Technology Transfer and Commercialization (OTTC) to run grant proposal solicitations more efficiently. The system accepts grant proposals, finds the best matched evaluators, calculates evaluation scores, and generated reports. Users in the system are divided into five (5) different roles: system administrator, program officer, staff, evaluator and applicant.

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Afolabi, Jonathan Olubunmi. "Initiating Factors Affecting Information Systems Project Success." ScholarWorks, 2018. https://scholarworks.waldenu.edu/dissertations/4706.

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Information systems (IS) projects are complex and costly, but only a 3rd of IS projects are successful; the Standish Group reported that 32% of IS projects were successful in 2012. Although investments in research have led to improvements in practice, there is a general perception that management failures are responsible for the low rate of IS project success. The effects of initiating factors on project outcome had not been sufficiently explored; few IS researchers have explored the initiation phase. The purpose of this grounded theory study was to explore project initiation factors, including relational, as well as decision-making aspects, and how they might be addressed to enhance the possibility of success. The research questions were oriented at identifying key initiation factors, how they might be managed to promote project success, and how decision-making factors at initiation might facilitate project success. A conceptual framework consisting of chaos theory and Ashby's law of requisite variety was used. Purposive and snowballing sampling techniques were used, and 24 IS managers and project managers were interviewed. A 3-stage data analysis approach was used and included open coding, focused coding, and theoretical coding. Key themes identified included project governance and management, as well as stakeholder engagement. The emergent theory of IS project initiation indicated that the factors represented by the themes must be identified during initiation but implemented throughout the project lifecycle to ensure project success. Positive social change may be realized as IS managers, and project managers apply the findings and recommendations to achieve project success and avoid costly failures thus benefiting both companies and customers.

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Roberts, Christopher Lee. "Information Technology Project Management of the New College of Education Facility at Western Kentucky University." TopSCHOLAR®, 2014. http://digitalcommons.wku.edu/theses/1362.

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Information Technology (IT) Project Management methodologies are numerous, often varying from organization to organization, and sometimes from project to project within the same organization. Although project type and scope can be a powerful indicator of what methodologies may work best for a given project, choosing which methodology to use can be daunting for project teams. At times, even after due diligence has been practiced to identify the management options available for a given project, there may not be a perfect fit. At such times, or when a formal methodology does not exist in an organization or project management office, the best approach for a project may be to utilize a collective of “best practices,” instead of a concrete methodology. When tasked with the IT Project Management of the new Gary Ransdell Hall on WKU’s main campus, the IT Project Manager (PM) did not have a tried-and-true methodology to use for managing the project. As a result, the IT PM and project team chose to research best practices, as reflected in the Project Management Body of Knowledge (PMBOK), to formulate a project plan that would maximize efficiency while protecting the triple constraints. Early in this paper, the author outlines assumptions, constraints, and risks that faced the IT team throughout the project cycle. Afterwards, the resulting methods and procedures used to manage the IT scope for the project are discussed, with figures included for reference. Next, a brief project summary is included to summarize the results of the project, with performance and scope metrics and limited end-user feedback. Finally, the lessons learned section outlines changes that have been implemented since project completion, as part of a continuous improvement effort by the WKU IT Division.

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Geldenhuys, Gideon Theodorus. "Determining the influence of Information Communication Technology in the South African construction project management environment." Thesis, North-West University, 2012. http://hdl.handle.net/10394/9021.

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At the heart of Project Management are time, cost and performance by utilizing the available resources. When analysing the Global Competitiveness index for 2012-2013 it becomes clear that in South Africa labour efficiency is far below what it should be, ranked 113th out of 144. In the same report Business Sophistication is ranked 38th out of 144. It becomes clear that performance, time and cost at the heart of Project Management are hampered by the low labour efficiency. The adoption of Information Communication Technology (ICT) in the Construction Project Management Environment will raise productivity and will increase the quality and speed of work, financial controls, communication, and access to common data. The effect will be improved communication, an increase in the speed of data transmission, cost savings and fewer occurrences in miscommunication. The study has been done to set a framework of how ITC can be managed and implemented in the South African Construction Project Management Environment. These enablers and disablers of ICT in Construction Project Management should be determined. The current rate of ICT adoption is verified and the future trends in ICT are researched, characteristics common to quality information should also be verified. The study determined that the future developments in ITC will be profound and if applied correctly, Project Management through the means of communication will be affected positively. In the empirical study the characteristics of quality information, the disablers and also the enablers were investigated taking into account the current rate of ICT adoption in the South African Construction Management Environment. The framework used in the study proposed and confirmed how ITC can be managed and implemented in the South African Construction Project Management Environment. It is set out in the following steps: Firstly: By determining the common characteristics of quality information, namely accuracy, completeness, consistency, uniqueness, and timeliness. The implementation of ITC in the Construction Project Management Environment can be controlled. Secondly: Disablers of ICT adoption in project management exist, namely economic factors (reduction in employment, rising cost, and limited trade), social factors (digital divide, security and lack of education), and other factors (legal, environmental and cognitive). These factors should be managed. Thirdly: Enablers of ICT adoption in project management exist, namely relative advantage, complexity, compatibility, trial ability and observe ability. These enablers must be focused on and exploited where possible. Fourthly: Determine the current rate of ICT adoption in Construction Project Management. This was done and it is clear that the digital divide has been crossed by South African Project Managers and that they will embrace future developments in ICT in general. Finally: Future trends in ICT for the next five to ten years pertaining to Project Management should be analysed and new trends with possible advantages for Project Management must be investigated on a constant basis to see what will be advantageous.
Thesis (MBA)--North-West University, Potchefstroom Campus, 2013.

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Leontescu, Mihai. "ePM: Project Management transposed online : The use of information communication tools to support inter-organizational project work." Thesis, Jönköping University, JIBS, Business Informatics, 2010. http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-12460.

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The purpose of this bachelor paper is to analyze the different technologies used for supporting inter-organizational project work and how these technologies influence the project’s overall success. The results of this research have proved that the main impact ePM tools (e-Project Management tools) have upon inter-organizational projects are in terms of time-savings and easiness of communication when in need for communicating abroad with different business partners. Various types of collaboration tools can help the communication process between organizations and provide the project participants with the means of creating and supporting a collaborative environment. Other perceived benefits of ePM tools have been resulted including: reduce project costs due to time-savings and quality of information which lowers the risks for deficiency occurrences; improve the decision-making process; improve internal and external communication; facilitate knowledge sharing and expertise exchange; and create an agile business environment characterized by innovation, flexibility, faster market reaction and ability to work efficiently. Global time zones and communication skills are challenges to creating an efficient collaborative inter-organizational environment.

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Doherty, Michael J. "Using Organizational, Coordination, and Contingency Theories to Examine Project Manager Insights on Agile and Traditional Success Factors for Information Technology Projects." ScholarWorks, 2011. https://scholarworks.waldenu.edu/dissertations/944.

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Two dominant research views addressing disappointing success rates for information technology (IT) projects suggest project success may depend on the presence of a large number of critical success factors or advocate for agile project management as an alternative to traditional practice. However, after two decades of research, success rates remain low, and the role of critical success factors or project management approach remains unclear. The purpose of this study was to use views of experienced project managers to explore the contribution of success factors and management approach to project success. Applying organizational, coordination, and contingency theories, the research questions examined IT project manager perceptions about success factors, how those success factors interrelate, and the role of management approach in project success. A Q methodology mixed method design was used to analyze subjective insights of project managers about the important critical success factors for IT projects. Two critical success factors emerged as important: a sustained commitment from upper management to the project and clear, measurable project goals and objectives. Three composite factors also surfaced representing the importance of people-project interactions, user/client involvement, and traditional project management tasks. The analyses found no broad support for agile project management and could not confirm principles of organizational or coordination theories as critical for project success. However, a contingent relationship might exist between some critical success factors and merits further investigation. Helping the project management community understand IT project success factors could improve project execution and reduce failure rates leading to sizeable savings for project clients.

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Lin, Yu-Luen. "Solicitation Management System." CSUSB ScholarWorks, 2006. https://scholarworks.lib.csusb.edu/etd-project/2976.

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This project updated the California State University, San Bernardino's Office of Technology Transfer and Commercialization's Solicitation Management System (SMS) software, used to facilitate the processing of grant proposal solicitations. The SMS software update improved the interface so that it is more user-friendly, increased the processing speed, and added additional functions necessary to comply with new requirements. The software was rewritten using the Spring and Hibernate frameworks.

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

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