Pub Date : 2018-04-01DOI: 10.4018/IJITPM.2018040104
B. Galli
The purpose of this article is to outline a training regimen for virtual team members and leaders, based on prior literature on the particular issues and unique skills necessary for individuals who work in this type of environment. The training program proposes four main modules, beginning with introductory training via a kickoff meeting, followed by subsequent modules that delve into factors that have been shown to be crucial for virtual team success. The study's approach provides guidance on the design and execution of various in-person and virtual training sessions, including content, potential delivery modes, timing, and assessment of learning objectives. In total, the proposed training program is designed to be flexible in terms of project types e.g., engineering, information technology, product development but is well-suited for virtual teams and employees who work extensively in a virtual environment.
{"title":"An Evidence-Based Model of Virtual Team Training and Development","authors":"B. Galli","doi":"10.4018/IJITPM.2018040104","DOIUrl":"https://doi.org/10.4018/IJITPM.2018040104","url":null,"abstract":"The purpose of this article is to outline a training regimen for virtual team members and leaders, based on prior literature on the particular issues and unique skills necessary for individuals who work in this type of environment. The training program proposes four main modules, beginning with introductory training via a kickoff meeting, followed by subsequent modules that delve into factors that have been shown to be crucial for virtual team success. The study's approach provides guidance on the design and execution of various in-person and virtual training sessions, including content, potential delivery modes, timing, and assessment of learning objectives. In total, the proposed training program is designed to be flexible in terms of project types e.g., engineering, information technology, product development but is well-suited for virtual teams and employees who work extensively in a virtual environment.","PeriodicalId":375999,"journal":{"name":"Int. J. Inf. Technol. Proj. Manag.","volume":"39 4 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2018-04-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"124385745","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2017-10-01DOI: 10.4018/IJITPM.2017100105
M. Rashed, M. Alam, Yusnidah Ibrahim
The implications of public-private partnership (PPP) concept has gained utmost attention from different governments around the world because of the opportunities inherent in it in terms of overcoming budgetary constraints, improved service quality, enhanced efficiencies in procurement and risk management, and prospects of generating managerial and technical capabilities. The government obligations in PPP projects are often limited to feasibility study, transaction support and implementing linked government or public sector projects which subsequently raise the question regarding how the required funds should be mobilized by the government for these services as upfront development cost. Generally, any government agency driving a PPP project has to secure budgetary allocation from the central authority for performing the government-side obligations, which is often a complicated and time consuming process due to other priorities of the central treasury. To overcome this challenge, establishment of a central PPP development facility by the government is required. The ability to create and manage such a facility within the government mechanism will ensure seamless development and implementation of PPP projects by different government agencies and will contribute to foster a good relationship between the government and the private sector investors.
{"title":"Central Public-Private Partnership (PPP) Development Facility for Enhancing Government Obligation and Efficiency in PPP Project","authors":"M. Rashed, M. Alam, Yusnidah Ibrahim","doi":"10.4018/IJITPM.2017100105","DOIUrl":"https://doi.org/10.4018/IJITPM.2017100105","url":null,"abstract":"The implications of public-private partnership (PPP) concept has gained utmost attention from different governments around the world because of the opportunities inherent in it in terms of overcoming budgetary constraints, improved service quality, enhanced efficiencies in procurement and risk management, and prospects of generating managerial and technical capabilities. The government obligations in PPP projects are often limited to feasibility study, transaction support and implementing linked government or public sector projects which subsequently raise the question regarding how the required funds should be mobilized by the government for these services as upfront development cost. Generally, any government agency driving a PPP project has to secure budgetary allocation from the central authority for performing the government-side obligations, which is often a complicated and time consuming process due to other priorities of the central treasury. To overcome this challenge, establishment of a central PPP development facility by the government is required. The ability to create and manage such a facility within the government mechanism will ensure seamless development and implementation of PPP projects by different government agencies and will contribute to foster a good relationship between the government and the private sector investors.","PeriodicalId":375999,"journal":{"name":"Int. J. Inf. Technol. Proj. Manag.","volume":"8 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2017-10-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"126532580","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2017-10-01DOI: 10.4018/IJITPM.2017100104
Mira Thoumy, Joelle Moubarak
This article aims at identifying the predictive effect of Project Manager's assignment on multiple project management effectiveness in the case of information technology projects in the Lebanese banks. The multiple project management effectiveness was measured on 3 different levels: organizational, projects success and project manager. A survey-based analysis was conducted on a random sample of 43 project managers working in 19 different Lebanese commercial banks. The results showed that most of the project manager's assignment factors influence positively the multiple project effectiveness with some exceptions.
{"title":"Project Manager Assignment and Its Impact on Multiple Project Management Effectiveness: An Empirical Study of IT Projects in the Lebanese Commercial Banks","authors":"Mira Thoumy, Joelle Moubarak","doi":"10.4018/IJITPM.2017100104","DOIUrl":"https://doi.org/10.4018/IJITPM.2017100104","url":null,"abstract":"This article aims at identifying the predictive effect of Project Manager's assignment on multiple project management effectiveness in the case of information technology projects in the Lebanese banks. The multiple project management effectiveness was measured on 3 different levels: organizational, projects success and project manager. A survey-based analysis was conducted on a random sample of 43 project managers working in 19 different Lebanese commercial banks. The results showed that most of the project manager's assignment factors influence positively the multiple project effectiveness with some exceptions.","PeriodicalId":375999,"journal":{"name":"Int. J. Inf. Technol. Proj. Manag.","volume":"86 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2017-10-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"127852384","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2017-10-01DOI: 10.4018/IJITPM.2017100103
Nayem Rahman
This article provides an overview of project management aspects of a data warehouse application implementation. More specifically, the article discusses the project's implementation, challenges faced, and lessons learned. The project was initiated with an objective to redesign the procurement data pipeline of a data warehouse. The data flows from enterprise resource planning (ERP) system to enterprise data warehouse (EDW) to reporting environments. This project was challenged to deliver more quickly to the consumers with improved report performance, and reduced total cost of ownership (TCO) in EDW and data latency. Strategies of this project include providing continuous business value, and adopt new technologies in data extraction, transformation and loading. The project's strategy was also to implement it using some of the agile principles. The project team accomplished twice the scope of previous project in the same duration with a relatively smaller team. It also achieved improved quality of the products, and increased customer satisfaction by improving the reports' response time for management.
{"title":"Lessons from a Successful Data Warehousing Project Management","authors":"Nayem Rahman","doi":"10.4018/IJITPM.2017100103","DOIUrl":"https://doi.org/10.4018/IJITPM.2017100103","url":null,"abstract":"This article provides an overview of project management aspects of a data warehouse application implementation. More specifically, the article discusses the project's implementation, challenges faced, and lessons learned. The project was initiated with an objective to redesign the procurement data pipeline of a data warehouse. The data flows from enterprise resource planning (ERP) system to enterprise data warehouse (EDW) to reporting environments. This project was challenged to deliver more quickly to the consumers with improved report performance, and reduced total cost of ownership (TCO) in EDW and data latency. Strategies of this project include providing continuous business value, and adopt new technologies in data extraction, transformation and loading. The project's strategy was also to implement it using some of the agile principles. The project team accomplished twice the scope of previous project in the same duration with a relatively smaller team. It also achieved improved quality of the products, and increased customer satisfaction by improving the reports' response time for management.","PeriodicalId":375999,"journal":{"name":"Int. J. Inf. Technol. Proj. Manag.","volume":"14 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2017-10-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"128700073","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2017-10-01DOI: 10.4018/IJITPM.2017100101
T. Hernández, Nicola Marsden
This paper presents a mixed-method study performed in the software department of an automotive supplier operating in India as an offshore service provider to a German company. The research focuses on the social dimension and human aspects involved in software testing in an intercultural setting. Qualitative and quantitative analyses of testers' perception regarding their daily activities and challenges were conducted. External and internal factors posing recurrent problems for testers were identified. Among the external were late inputs (documentation and software) and lack of recognition on the contribution of testing by other teams. A key internal factor was the view testers themselves hold about testing: boring when describing manual tests and interesting for the automated ones. Some of the testers feel they are not recognized by other teams and are not entirely satisfied with their job. Maintaining motivation over time was found to be a fundamental problem for testers.
{"title":"Offshore Software Testing in the Automotive Industry: A Case Study","authors":"T. Hernández, Nicola Marsden","doi":"10.4018/IJITPM.2017100101","DOIUrl":"https://doi.org/10.4018/IJITPM.2017100101","url":null,"abstract":"This paper presents a mixed-method study performed in the software department of an automotive supplier operating in India as an offshore service provider to a German company. The research focuses on the social dimension and human aspects involved in software testing in an intercultural setting. Qualitative and quantitative analyses of testers' perception regarding their daily activities and challenges were conducted. External and internal factors posing recurrent problems for testers were identified. Among the external were late inputs (documentation and software) and lack of recognition on the contribution of testing by other teams. A key internal factor was the view testers themselves hold about testing: boring when describing manual tests and interesting for the automated ones. Some of the testers feel they are not recognized by other teams and are not entirely satisfied with their job. Maintaining motivation over time was found to be a fundamental problem for testers.","PeriodicalId":375999,"journal":{"name":"Int. J. Inf. Technol. Proj. Manag.","volume":"217 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2017-10-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"115963822","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2017-10-01DOI: 10.4018/IJITPM.2017100102
V. Otra-Aho
Project firms are increasingly integrating tangible products and intangible services when building customer solutions aiming to increase firms' competitiveness. On the other hand, the efficient customer solutions increase firms' competitiveness only when the solution projects can utilize all of its performance potential. Efficient integration requires both the product and service oriented multi-dimensional success criteria and the context-specific performance measures. The purpose of this paper is to evaluate the project professional's ability to create and prioritize the multidimensional success criteria for the customer solution projects. The results indicate that the project professionals are capable of prioritizing the success criteria for the customer solution projects. Conversely, the critical customer specific success criteria are not effectively used in the customer solution projects.
{"title":"Selecting Success Criteria for Customer Solution Projects","authors":"V. Otra-Aho","doi":"10.4018/IJITPM.2017100102","DOIUrl":"https://doi.org/10.4018/IJITPM.2017100102","url":null,"abstract":"Project firms are increasingly integrating tangible products and intangible services when building customer solutions aiming to increase firms' competitiveness. On the other hand, the efficient customer solutions increase firms' competitiveness only when the solution projects can utilize all of its performance potential. Efficient integration requires both the product and service oriented multi-dimensional success criteria and the context-specific performance measures. The purpose of this paper is to evaluate the project professional's ability to create and prioritize the multidimensional success criteria for the customer solution projects. The results indicate that the project professionals are capable of prioritizing the success criteria for the customer solution projects. Conversely, the critical customer specific success criteria are not effectively used in the customer solution projects.","PeriodicalId":375999,"journal":{"name":"Int. J. Inf. Technol. Proj. Manag.","volume":"40 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2017-10-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"131150796","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"An Introduction to Project End Theory in Project Management","authors":"Umar A. Altahtooh, M. Emsley","doi":"10.4018/IJITPM.2017070105","DOIUrl":"https://doi.org/10.4018/IJITPM.2017070105","url":null,"abstract":"Almostallprojectmanagementsoftwarehaslackofdisplayingtheoutcomesofprojectsasafeature. Thisisbecausethereisnorecognizedwayofcalculatingtheactualprojectdurationcomparedtothe authorizedprojectduration.DatawerecollectedthroughamixedmethodusingaCriticalIncident Technique (CIT)anda survey.The study finds that timeerror canoccur throughout theproject executionphase.Findingssuggest thatchallengedprojectscouldbesuccessfulor failedprojects usingamodelofITProjectOutcomesTesting(MITPOT).Thus,thismodelestablishesafoundation ofProjectEndTheory(PET). KEywoRdS Actual Project Duration, Challenged Project, Failure, IT Project, Success, Time Error","PeriodicalId":375999,"journal":{"name":"Int. J. Inf. Technol. Proj. Manag.","volume":"24 2 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2017-07-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"125671566","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2017-07-01DOI: 10.4018/IJITPM.2017070104
Shahin Dezdar
This research studies critical success factors that influence the ERP implementation project in a Middle-Eastern country, namely Iran and compares the results with findings in a country in East Asia, namely China. A survey questionnaire was distributed to Iranian organizations with ERP systems. A total of 384 responses were collected and analysed using the Structural Equation Modelling. Findings are then compared, with the enterprises of China, to check for the similarities & differences. The outcomes showed that ERP implementation success in Iran is influenced by Top Management Support, Project Management Program, Organizational Culture, User Education & Training, ERP User Involvement, ERP User Characteristics, ERP Software Suitability, ERP Information Quality, ERP System Quality, ERP Vendor Quality. The central aim of the current research is to understand the most significant factors of ERP project success that help adopting companies to realize the benefits of ERP implementation.
{"title":"ERP Implementation Projects in Asian Countries: A Comparative Study on Iran and China","authors":"Shahin Dezdar","doi":"10.4018/IJITPM.2017070104","DOIUrl":"https://doi.org/10.4018/IJITPM.2017070104","url":null,"abstract":"This research studies critical success factors that influence the ERP implementation project in a Middle-Eastern country, namely Iran and compares the results with findings in a country in East Asia, namely China. A survey questionnaire was distributed to Iranian organizations with ERP systems. A total of 384 responses were collected and analysed using the Structural Equation Modelling. Findings are then compared, with the enterprises of China, to check for the similarities & differences. The outcomes showed that ERP implementation success in Iran is influenced by Top Management Support, Project Management Program, Organizational Culture, User Education & Training, ERP User Involvement, ERP User Characteristics, ERP Software Suitability, ERP Information Quality, ERP System Quality, ERP Vendor Quality. The central aim of the current research is to understand the most significant factors of ERP project success that help adopting companies to realize the benefits of ERP implementation.","PeriodicalId":375999,"journal":{"name":"Int. J. Inf. Technol. Proj. Manag.","volume":"32 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2017-07-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"115124531","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2017-07-01DOI: 10.4018/IJITPM.2017070103
M. Ghaffari, M. Emsley
Although buffer sizing is one of the most investigated subjects in Critical Chain Project Management CCPM, almost all the focus has been on its implications for single-project environments. Among the entire invented buffer sizing methods, the cut and paste method C&PM is the most accepted by practitioners and long-established CCPM software packages. This study concentrates on the use of C&PM in CCPM portfolios with different resource capacities with the aim of examining the performance of this method and identifying the most appropriate sizes of project and feeding buffers. This aim is pursued through considering ten different levels of resource capacity, conducting Monte Carlo simulations of randomly generated project data and comparing the results with deterministic duration values of the same portfolios with 30%, 40% and 50% buffer sizes. As a significant contribution, this study recommends what buffer sizes should be allotted in CCPM portfolios with different resource capacities.
{"title":"Buffer Sizing in CCPM Portfolios with Different Resource Capacities","authors":"M. Ghaffari, M. Emsley","doi":"10.4018/IJITPM.2017070103","DOIUrl":"https://doi.org/10.4018/IJITPM.2017070103","url":null,"abstract":"Although buffer sizing is one of the most investigated subjects in Critical Chain Project Management CCPM, almost all the focus has been on its implications for single-project environments. Among the entire invented buffer sizing methods, the cut and paste method C&PM is the most accepted by practitioners and long-established CCPM software packages. This study concentrates on the use of C&PM in CCPM portfolios with different resource capacities with the aim of examining the performance of this method and identifying the most appropriate sizes of project and feeding buffers. This aim is pursued through considering ten different levels of resource capacity, conducting Monte Carlo simulations of randomly generated project data and comparing the results with deterministic duration values of the same portfolios with 30%, 40% and 50% buffer sizes. As a significant contribution, this study recommends what buffer sizes should be allotted in CCPM portfolios with different resource capacities.","PeriodicalId":375999,"journal":{"name":"Int. J. Inf. Technol. Proj. Manag.","volume":"116 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2017-07-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"133737122","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
京公网安备 11010802042870号
京ICP备2023020795号-1
扫码关注我们
求助内容：
应助结果提醒方式：