Pub Date : 2020-04-01DOI: 10.4018/ijitpm.2020040103
Shalini Gupta, V. S. Dixit
To provide personalized services such as online-product recommendations, it is usually necessary to model clickstream behavior of users if implicit preferences are taken into account. To accomplish this, web log mining is a promising approach that mines clickstream sessions and depicts frequent sequential paths that a customer follows while browsing e-commerce websites. Strong attributes are identified from the navigation behavior of users. These attributes reflect absolute preference (AP) of the customer towards a product viewed. The preferences are obtained only for the products clicked. These preferences are further refined by calculating the sequential preference (SP) of the user for the products. This paper proposes an intelligent recommender system known as SAPRS (sequential absolute preference-based recommender system) that embed these two approaches that are integrated to improve the quality of recommendation. The performance is evaluated using information retrieval methods. Extensive experiments were carried out to evaluate the proposed approach against state-of-the-art methods.
{"title":"A Meta-Heuristic Algorithm Approximating Optimized Recommendations for E-Commerce Business Promotions","authors":"Shalini Gupta, V. S. Dixit","doi":"10.4018/ijitpm.2020040103","DOIUrl":"https://doi.org/10.4018/ijitpm.2020040103","url":null,"abstract":"To provide personalized services such as online-product recommendations, it is usually necessary to model clickstream behavior of users if implicit preferences are taken into account. To accomplish this, web log mining is a promising approach that mines clickstream sessions and depicts frequent sequential paths that a customer follows while browsing e-commerce websites. Strong attributes are identified from the navigation behavior of users. These attributes reflect absolute preference (AP) of the customer towards a product viewed. The preferences are obtained only for the products clicked. These preferences are further refined by calculating the sequential preference (SP) of the user for the products. This paper proposes an intelligent recommender system known as SAPRS (sequential absolute preference-based recommender system) that embed these two approaches that are integrated to improve the quality of recommendation. The performance is evaluated using information retrieval methods. Extensive experiments were carried out to evaluate the proposed approach against state-of-the-art methods.","PeriodicalId":375999,"journal":{"name":"Int. J. Inf. Technol. Proj. Manag.","volume":"6 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2020-04-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"121994364","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 : 2020-04-01DOI: 10.4018/ijitpm.2020040106
M. Breault, Simon Cleveland
Extant literature suggests that organizations struggle with risk evaluation as part of their project portfolio selection. The lack of intentional intervention on the part of portfolio leadership, risk management processes, and practices executed by individual projects may not support optimal risk management at the portfolio level. As a result, portfolio managers are tasked with the identification of common risks and opportunities across projects and are required to respond with strategies that are beyond the scope of a project manager's authority. To address the problem, this study identifies the gaps in the extant literature in portfolio approaches to project risk management, recommends techniques for managing common project risks collectively at the portfolio level, and emphasizes the role of the organization in fostering effective risk management at the project level, particularly in the realm of data governance.
{"title":"Toward Enterprise Approach for Project Portfolio Risk Management","authors":"M. Breault, Simon Cleveland","doi":"10.4018/ijitpm.2020040106","DOIUrl":"https://doi.org/10.4018/ijitpm.2020040106","url":null,"abstract":"Extant literature suggests that organizations struggle with risk evaluation as part of their project portfolio selection. The lack of intentional intervention on the part of portfolio leadership, risk management processes, and practices executed by individual projects may not support optimal risk management at the portfolio level. As a result, portfolio managers are tasked with the identification of common risks and opportunities across projects and are required to respond with strategies that are beyond the scope of a project manager's authority. To address the problem, this study identifies the gaps in the extant literature in portfolio approaches to project risk management, recommends techniques for managing common project risks collectively at the portfolio level, and emphasizes the role of the organization in fostering effective risk management at the project level, particularly in the realm of data governance.","PeriodicalId":375999,"journal":{"name":"Int. J. Inf. Technol. Proj. Manag.","volume":"56 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2020-04-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"115787143","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 : 2020-04-01DOI: 10.4018/ijitpm.2020040105
Ali Hassan, Soayba Younas, A. Bhaumik
Managing project scope, time, and cost in an agile project planning are considered to be key influencing factors for a project's success. A large quantum of work and literature shows how agile with its iterative project execution methodology has produced a large number of successful projects over the last two decades, especially in the IT sector. However, the concern regarding applicability of this highly successful project execution methodology in industrial sectors other than IT has been a question to which researchers are trying to find an answer. The solution to this problem would require covering all aspect of project management through which an answer for its applicability could be provided. This study identifies the possible issues and proposes an agile plus limited to scope, time, and cost knowledge area of project management. The results are obtained from the extensive empirical findings gathered using literature study, interviews, and surveys. Further, the empirical findings and proposed model are quantitatively validated, which came out to be in accordance with the literature and empirical findings.
{"title":"Exploring an Agile Plus Approach for Project Scope, Time, and Cost Management","authors":"Ali Hassan, Soayba Younas, A. Bhaumik","doi":"10.4018/ijitpm.2020040105","DOIUrl":"https://doi.org/10.4018/ijitpm.2020040105","url":null,"abstract":"Managing project scope, time, and cost in an agile project planning are considered to be key influencing factors for a project's success. A large quantum of work and literature shows how agile with its iterative project execution methodology has produced a large number of successful projects over the last two decades, especially in the IT sector. However, the concern regarding applicability of this highly successful project execution methodology in industrial sectors other than IT has been a question to which researchers are trying to find an answer. The solution to this problem would require covering all aspect of project management through which an answer for its applicability could be provided. This study identifies the possible issues and proposes an agile plus limited to scope, time, and cost knowledge area of project management. The results are obtained from the extensive empirical findings gathered using literature study, interviews, and surveys. Further, the empirical findings and proposed model are quantitatively validated, which came out to be in accordance with the literature and empirical findings.","PeriodicalId":375999,"journal":{"name":"Int. J. Inf. Technol. Proj. Manag.","volume":"102 1 Pt 2 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2020-04-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"130333674","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 : 2020-04-01DOI: 10.4018/ijitpm.2020040101
Cansu Altintas, M. Azizoglu
In this paper, a project scheduling problem with multi-modes and a single non-renewable resource is considered. The resource is released in pre-specified times at pre-specified quantities. An activity can be executed at different modes where a mode is defined by a processing time and a resource requirement amount. The objective is to minimize the project completion time. A branch and bound algorithm that enumerates the partial solutions based on the mode assignment decisions is presented. The results of the experiments have revealed that the branch and bound algorithm can solve problem instances with up to 100 activities in reasonable times.
{"title":"A Branch and Bound Algorithm for a Multi-Mode Project Scheduling Problem With a Single Non-Renewable Resource","authors":"Cansu Altintas, M. Azizoglu","doi":"10.4018/ijitpm.2020040101","DOIUrl":"https://doi.org/10.4018/ijitpm.2020040101","url":null,"abstract":"In this paper, a project scheduling problem with multi-modes and a single non-renewable resource is considered. The resource is released in pre-specified times at pre-specified quantities. An activity can be executed at different modes where a mode is defined by a processing time and a resource requirement amount. The objective is to minimize the project completion time. A branch and bound algorithm that enumerates the partial solutions based on the mode assignment decisions is presented. The results of the experiments have revealed that the branch and bound algorithm can solve problem instances with up to 100 activities in reasonable times.","PeriodicalId":375999,"journal":{"name":"Int. J. Inf. Technol. Proj. Manag.","volume":"60 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2020-04-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"133202330","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 : 2020-04-01DOI: 10.4018/IJITPM.2020040102
M. Tabatabaei
The importance of team building and teamwork cannot be over emphasized as more work is increasingly performed in teams. The success of teams can be influenced by the makeup of the team and the working relationship between team members. A group of individuals with the same perceptions and team values can form a more effective team with more effective teamwork activities resulting in more successful outcomes. The purpose of this research is to examine the perceptions of international students on teams and determine if culture is related to their perceptions of teams. The international students in a project management course were surveyed, and the findings suggest significant difference in perception of international students about the importance of team building skills and teamwork.
{"title":"Global Perceptions of Teams in Project Management","authors":"M. Tabatabaei","doi":"10.4018/IJITPM.2020040102","DOIUrl":"https://doi.org/10.4018/IJITPM.2020040102","url":null,"abstract":"The importance of team building and teamwork cannot be over emphasized as more work is increasingly performed in teams. The success of teams can be influenced by the makeup of the team and the working relationship between team members. A group of individuals with the same perceptions and team values can form a more effective team with more effective teamwork activities resulting in more successful outcomes. The purpose of this research is to examine the perceptions of international students on teams and determine if culture is related to their perceptions of teams. The international students in a project management course were surveyed, and the findings suggest significant difference in perception of international students about the importance of team building skills and teamwork.","PeriodicalId":375999,"journal":{"name":"Int. J. Inf. Technol. Proj. Manag.","volume":"64 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2020-04-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"114709480","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 : 2020-04-01DOI: 10.4018/ijitpm.2020040104
Anupama Kaushik, D. Tayal, Kalpana Yadav
In any software development, accurate estimation of resources is one of the crucial tasks that leads to a successful project development. A lot of work has been done in estimation of effort in traditional software development. But, work on estimation of effort for agile software development is very scant. This paper provides an effort estimation technique for agile software development using artificial neural networks (ANN) and a metaheuristic technique. The artificial neural networks used are radial basis function neural network (RBFN) and functional link artificial neural network (FLANN). The metaheuristic technique used is whale optimization algorithm (WOA), which is a nature-inspired metaheuristic technique. The proposed techniques FLANN-WOA and RBFN-WOA are evaluated on three agile datasets, and it is found that these neural network models performed extremely well with the metaheuristic technique used. This is further empirically validated using non-parametric statistical tests.
{"title":"The Role of Neural Networks and Metaheuristics in Agile Software Development Effort Estimation","authors":"Anupama Kaushik, D. Tayal, Kalpana Yadav","doi":"10.4018/ijitpm.2020040104","DOIUrl":"https://doi.org/10.4018/ijitpm.2020040104","url":null,"abstract":"In any software development, accurate estimation of resources is one of the crucial tasks that leads to a successful project development. A lot of work has been done in estimation of effort in traditional software development. But, work on estimation of effort for agile software development is very scant. This paper provides an effort estimation technique for agile software development using artificial neural networks (ANN) and a metaheuristic technique. The artificial neural networks used are radial basis function neural network (RBFN) and functional link artificial neural network (FLANN). The metaheuristic technique used is whale optimization algorithm (WOA), which is a nature-inspired metaheuristic technique. The proposed techniques FLANN-WOA and RBFN-WOA are evaluated on three agile datasets, and it is found that these neural network models performed extremely well with the metaheuristic technique used. This is further empirically validated using non-parametric statistical tests.","PeriodicalId":375999,"journal":{"name":"Int. J. Inf. Technol. Proj. Manag.","volume":"8 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2020-04-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"121219225","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 : 2020-01-01DOI: 10.4018/ijitpm.2020010106
Christof Gellweiler
Enterprise architecture (EA) and project portfolio management (PPM) are key areas when it comes to connecting enterprise strategy and information technology (IT) projects. Both management disciplines enhance business capabilities, integrate skilled resources, and govern affiliated processes and functions. A skillful comprehension of the links between these managerial areas is essential for effective IT planning. This article elaborates on the common grounds and structural attachment of EA and PPM, showing the substantiated relations between them and demonstrating their cohesiveness. From strategic planning to solution delivery, a conceptual model for IT project alignment integrates these IT management disciplines over two levels. EA ascertains the technical goals and constraints, whereas PPM determines the organizational goals and constraints. The results from both sides are combined to jointly propose, select, prioritize, and schedule IT projects. Roadmapping is a suitable approach to bring EA and PPM together.
{"title":"Connecting Enterprise Architecture and Project Portfolio Management: A Review and a Model for IT Project Alignment","authors":"Christof Gellweiler","doi":"10.4018/ijitpm.2020010106","DOIUrl":"https://doi.org/10.4018/ijitpm.2020010106","url":null,"abstract":"Enterprise architecture (EA) and project portfolio management (PPM) are key areas when it comes to connecting enterprise strategy and information technology (IT) projects. Both management disciplines enhance business capabilities, integrate skilled resources, and govern affiliated processes and functions. A skillful comprehension of the links between these managerial areas is essential for effective IT planning. This article elaborates on the common grounds and structural attachment of EA and PPM, showing the substantiated relations between them and demonstrating their cohesiveness. From strategic planning to solution delivery, a conceptual model for IT project alignment integrates these IT management disciplines over two levels. EA ascertains the technical goals and constraints, whereas PPM determines the organizational goals and constraints. The results from both sides are combined to jointly propose, select, prioritize, and schedule IT projects. Roadmapping is a suitable approach to bring EA and PPM together.","PeriodicalId":375999,"journal":{"name":"Int. J. Inf. Technol. Proj. Manag.","volume":"271 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2020-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"127103371","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 : 2019-10-01DOI: 10.4018/ijitpm.2019100102
B. Galli, M. Kaviani, E. Bottani, T. Murino
The purpose of this study is to map out the relationship between shared leadership (SL) and Six Sigma (6S) project lifecycle. More specifically, the impact of SL and team members' perceived challenges in each of the five phases of the DMAIC (define, measure, analyze, improve, and control) 6S methodology is studied. Furthermore, general organizational issues that affect both SL development and the 6S model are identified. The results demonstrate that several factors, namely, change management, communication, phase deliverables, coaching style, and decision-making methods, affect usage performance of SL throughout the phases. This study helps managers to look at the 6S projects from an SL perspective and shows how to manage the 6S project lifecycle more efficiently.
{"title":"An Investigation of the Development of Shared Leadership on the Six Sigma Project Life Cycle","authors":"B. Galli, M. Kaviani, E. Bottani, T. Murino","doi":"10.4018/ijitpm.2019100102","DOIUrl":"https://doi.org/10.4018/ijitpm.2019100102","url":null,"abstract":"The purpose of this study is to map out the relationship between shared leadership (SL) and Six Sigma (6S) project lifecycle. More specifically, the impact of SL and team members' perceived challenges in each of the five phases of the DMAIC (define, measure, analyze, improve, and control) 6S methodology is studied. Furthermore, general organizational issues that affect both SL development and the 6S model are identified. The results demonstrate that several factors, namely, change management, communication, phase deliverables, coaching style, and decision-making methods, affect usage performance of SL throughout the phases. This study helps managers to look at the 6S projects from an SL perspective and shows how to manage the 6S project lifecycle more efficiently.","PeriodicalId":375999,"journal":{"name":"Int. J. Inf. Technol. Proj. Manag.","volume":"13 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-10-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"126785312","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 : 2019-10-01DOI: 10.4018/ijitpm.2019100105
C. Subramanian, C. Kumar
Fuzzy role-based access control (FRBAC) is essential for risk-based environments in many futuristic applications, even though role-based access control (RBAC) is the efficient and widely used access control model for enterprise applications. In FRBAC, authorization related information is vague. It brings the fuzziness in mapping among the components of FRBAC such as user, role and permission. Holding the fuzziness in FRBAC, it is challenging for the security engineer to verify the constraints and correctness of access control policy. On verifying the constraints and correctness of access control policy, knowledge representation techniques are much useful in practice. In this scenario, representing FRBAC using fuzzy ontology might be the right choice for semantic web application. The main objective of this article is to represent the access permissions of FRBAC using fuzzy ontology and verify whether the constraints of FRBAC are possible to get implemented in it or not.
{"title":"Fuzzy Role Based Access Control Design using Fuzzy Ontology","authors":"C. Subramanian, C. Kumar","doi":"10.4018/ijitpm.2019100105","DOIUrl":"https://doi.org/10.4018/ijitpm.2019100105","url":null,"abstract":"Fuzzy role-based access control (FRBAC) is essential for risk-based environments in many futuristic applications, even though role-based access control (RBAC) is the efficient and widely used access control model for enterprise applications. In FRBAC, authorization related information is vague. It brings the fuzziness in mapping among the components of FRBAC such as user, role and permission. Holding the fuzziness in FRBAC, it is challenging for the security engineer to verify the constraints and correctness of access control policy. On verifying the constraints and correctness of access control policy, knowledge representation techniques are much useful in practice. In this scenario, representing FRBAC using fuzzy ontology might be the right choice for semantic web application. The main objective of this article is to represent the access permissions of FRBAC using fuzzy ontology and verify whether the constraints of FRBAC are possible to get implemented in it or not.","PeriodicalId":375999,"journal":{"name":"Int. J. Inf. Technol. Proj. Manag.","volume":"338 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-10-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"129503161","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 : 2019-10-01DOI: 10.4018/ijitpm.2019100103
V. Otra-Aho, Jon Iden, J. Hallikas
Many project-oriented organizations have implemented a project coordination mechanism, such as a project management office (PMO), to align projects with the organization's strategy, to ensure the success of projects, and to create value for the organization from projects. While organizations continue establishing PMOs, these PMOs are struggling to create sufficient value for organizations. The results reveal a significant impact on the PMO environment and interaction of the roles on PMO value contributions. The findings confirm that PMOs have an essential organizational role creating a fit between organization assets.
{"title":"The Impact of the Project Management Office Roles to Organizational Value Contribution","authors":"V. Otra-Aho, Jon Iden, J. Hallikas","doi":"10.4018/ijitpm.2019100103","DOIUrl":"https://doi.org/10.4018/ijitpm.2019100103","url":null,"abstract":"Many project-oriented organizations have implemented a project coordination mechanism, such as a project management office (PMO), to align projects with the organization's strategy, to ensure the success of projects, and to create value for the organization from projects. While organizations continue establishing PMOs, these PMOs are struggling to create sufficient value for organizations. The results reveal a significant impact on the PMO environment and interaction of the roles on PMO value contributions. The findings confirm that PMOs have an essential organizational role creating a fit between organization assets.","PeriodicalId":375999,"journal":{"name":"Int. J. Inf. Technol. Proj. Manag.","volume":"70 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-10-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"123142784","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：