Resource allocation is the process of assigning resources to tasks throughout the life of a project. Despite sophisticated software packages devoted to keeping track of tasks, resources and resource assignments, it is often the case that project managers find some resources over-allocated and therefore unable to complete the assigned work in the allotted amount of time. Most scheduling software has provisions for leveling resources, but the techniques for doing so simply add time to the schedule and may cause delays in tasks that are critical to the project in meeting deadlines. This paper presents a software application that ensures that resources are properly balanced at the beginning of the project and eliminates the situation in which resources become over-allocated. It can be used in a multi-project environment and reused throughout the project as tasks, resource assignments and availability, and the project scope change. The application utilizes the bounded enumeration technique to formulate an optimal schedule for which both the task sequence and resource availability are taken into account. It is run on a database server to reduce the running time and make it a viable application for practitioners.
{"title":"Resource allocation in IT projects: using schedule optimization","authors":"Michael A. Chilton","doi":"10.12821/IJISPM020303","DOIUrl":"https://doi.org/10.12821/IJISPM020303","url":null,"abstract":"Resource allocation is the process of assigning resources to tasks throughout the life of a project. Despite sophisticated software packages devoted to keeping track of tasks, resources and resource assignments, it is often the case that project managers find some resources over-allocated and therefore unable to complete the assigned work in the allotted amount of time. Most scheduling software has provisions for leveling resources, but the techniques for doing so simply add time to the schedule and may cause delays in tasks that are critical to the project in meeting deadlines. This paper presents a software application that ensures that resources are properly balanced at the beginning of the project and eliminates the situation in which resources become over-allocated. It can be used in a multi-project environment and reused throughout the project as tasks, resource assignments and availability, and the project scope change. The application utilizes the bounded enumeration technique to formulate an optimal schedule for which both the task sequence and resource availability are taken into account. It is run on a database server to reduce the running time and make it a viable application for practitioners.","PeriodicalId":43984,"journal":{"name":"IJISPM-International Journal of Information Systems and Project Management","volume":" ","pages":""},"PeriodicalIF":3.3,"publicationDate":"2022-02-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45048345","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}
There are strong motivating factors for more effective project management practices at the front end of the innovation (FEI) process. Shrewd management of these pre-development activities has proven to be one of the greatest differentials for success. This study presents findings from an empirical case study analysis of a large organization operating in the medical technology industry in Ireland. We synthesized the literature to identify five critical success factors (CSFs) known to be effective in the successful management of the FEI process. From this analysis an instrument to assess best practices was developed. Data was collected from 66 engineers in the R&D discipline. The findings of the study show that the organization’s FEI phase aligns well with best practice. However, a difference between the level of agreement about the extent to which the critical success factors are in place in the organization and the level of importance placed on these practices emerged. This paper contributes to knowledge by (a) assessing the relative importance of critical success factors for the FEI in the medical technology industry, (b) examining whether these initiatives are implemented in practice and, if so, to what extent, and (c) providing a series of recommendations to help bridge the gap from theory to practice.
{"title":"Best practice project management: an analysis of the front end of the innovation process in the medical technology industry","authors":"T. Giles, K. Cormican","doi":"10.12821/ijispm020301","DOIUrl":"https://doi.org/10.12821/ijispm020301","url":null,"abstract":"There are strong motivating factors for more effective project management practices at the front end of the innovation (FEI) process. Shrewd management of these pre-development activities has proven to be one of the greatest differentials for success. This study presents findings from an empirical case study analysis of a large organization operating in the medical technology industry in Ireland. We synthesized the literature to identify five critical success factors (CSFs) known to be effective in the successful management of the FEI process. From this analysis an instrument to assess best practices was developed. Data was collected from 66 engineers in the R&D discipline. The findings of the study show that the organization’s FEI phase aligns well with best practice. However, a difference between the level of agreement about the extent to which the critical success factors are in place in the organization and the level of importance placed on these practices emerged. This paper contributes to knowledge by (a) assessing the relative importance of critical success factors for the FEI in the medical technology industry, (b) examining whether these initiatives are implemented in practice and, if so, to what extent, and (c) providing a series of recommendations to help bridge the gap from theory to practice.","PeriodicalId":43984,"journal":{"name":"IJISPM-International Journal of Information Systems and Project Management","volume":" ","pages":""},"PeriodicalIF":3.3,"publicationDate":"2022-02-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43130356","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}
Compared to other projects, information technology (IT) projects, characterized by emergency and uncertainty, are unique. To implement an IT project successfully, many aspects need to be monitored and carefully controlled and managed. One such aspect is social relationships. All IT professionals are exposed to, and in many cases involved, in the phenomenon of social relationships. These relationships are used by software project team members for personal as well as professional purposes. In most cases the impact of these relationships on the success or failure of any given IT project is ignored by IT management. Little attention is given thereto in the literature and this paper attempts to make a contribution in terms of giving a broad perspective of the complexity, the impact, as well as the management of such relationships. This paper demonstrates that these relationships play a significant role and should be managed in such a way that the team members and the project as a whole can reap the benefits thereof. A conceptual framework is proposed for the management of these relationships.
{"title":"Social relationships in IT project teams: its role, complexity and the management thereof","authors":"A. Leonard, D. H. V. Zyl","doi":"10.12821/IJISPM020102","DOIUrl":"https://doi.org/10.12821/IJISPM020102","url":null,"abstract":"Compared to other projects, information technology (IT) projects, characterized by emergency and uncertainty, are unique. To implement an IT project successfully, many aspects need to be monitored and carefully controlled and managed. One such aspect is social relationships. All IT professionals are exposed to, and in many cases involved, in the phenomenon of social relationships. These relationships are used by software project team members for personal as well as professional purposes. In most cases the impact of these relationships on the success or failure of any given IT project is ignored by IT management. Little attention is given thereto in the literature and this paper attempts to make a contribution in terms of giving a broad perspective of the complexity, the impact, as well as the management of such relationships. This paper demonstrates that these relationships play a significant role and should be managed in such a way that the team members and the project as a whole can reap the benefits thereof. A conceptual framework is proposed for the management of these relationships.","PeriodicalId":43984,"journal":{"name":"IJISPM-International Journal of Information Systems and Project Management","volume":"39 4","pages":""},"PeriodicalIF":3.3,"publicationDate":"2022-02-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"41296068","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}
R. Pellerin, Nathalie Perrier, X. Guillot, Pierre-Majorique Léger
Project management software packages are increasingly used by companies. These tools require a substantial financial investment, hence the importance of identifying the real contribution of project management software packages to the realization of projects. However, studies on the impacts of software packages on the performance of engineering project management are rare and mostly based on perceptions. The objective of this study is to investigate, from real project data, the level of utilization of a project management software package, developed by an engineering construction firm recognized internationally, and its link with project performance and project characteristics. Results stemming from non-parametric tests and correlation analyses show that the level of use of the software, and some of its subsystems, appears to be linked to project performance. Project duration also seems to be the most critical project characteristic.
{"title":"Project characteristics, project management software utilization and project performance: An impact analysis based on real project data","authors":"R. Pellerin, Nathalie Perrier, X. Guillot, Pierre-Majorique Léger","doi":"10.12821/IJISPM010301","DOIUrl":"https://doi.org/10.12821/IJISPM010301","url":null,"abstract":"Project management software packages are increasingly used by companies. These tools require a substantial financial investment, hence the importance of identifying the real contribution of project management software packages to the realization of projects. However, studies on the impacts of software packages on the performance of engineering project management are rare and mostly based on perceptions. The objective of this study is to investigate, from real project data, the level of utilization of a project management software package, developed by an engineering construction firm recognized internationally, and its link with project performance and project characteristics. Results stemming from non-parametric tests and correlation analyses show that the level of use of the software, and some of its subsystems, appears to be linked to project performance. Project duration also seems to be the most critical project characteristic.","PeriodicalId":43984,"journal":{"name":"IJISPM-International Journal of Information Systems and Project Management","volume":" ","pages":""},"PeriodicalIF":3.3,"publicationDate":"2022-02-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"47673289","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}
There is no doubt that information systems (IS) are the backbone of today’s organizations. Having an initial inspection on sourcing motives in the financial sector it can be stated that resources used in development of information systems (IS) are seen as an important factor for sustained competitive advantage. However, it can be claimed that it depends to a high extent on the application of different sourcing modes. This leads us to a closer inspection on sourcing motives through selected case studies and the following research question: How can motives for sourcing options of IS-development be explained? The empirical investigation on sourcing decisions and the motives behind, in addition to a literature review on sourcing decisions and sourcing options ends in four propositions. These propositions are then used in tandem with the findings from the empirical data for initial development of the Sourcing Decision Framework (SDF). Ultimately, what is at stake here is our framework (SDF) that from the initial development and the first test has shown to be purposive and could be further developed to a useful framework for analyzing sourcing decisions and as a guiding tool for decision-makers when deciding on sourcing options for IS-development.
{"title":"Sourcing motives behind sourcing decisions exposed through the Sourcing Decision Framework","authors":"Mirella Muhic, B. Johansson","doi":"10.12821/ijispm020101","DOIUrl":"https://doi.org/10.12821/ijispm020101","url":null,"abstract":"There is no doubt that information systems (IS) are the backbone of today’s organizations. Having an initial inspection on sourcing motives in the financial sector it can be stated that resources used in development of information systems (IS) are seen as an important factor for sustained competitive advantage. However, it can be claimed that it depends to a high extent on the application of different sourcing modes. This leads us to a closer inspection on sourcing motives through selected case studies and the following research question: How can motives for sourcing options of IS-development be explained? The empirical investigation on sourcing decisions and the motives behind, in addition to a literature review on sourcing decisions and sourcing options ends in four propositions. These propositions are then used in tandem with the findings from the empirical data for initial development of the Sourcing Decision Framework (SDF). Ultimately, what is at stake here is our framework (SDF) that from the initial development and the first test has shown to be purposive and could be further developed to a useful framework for analyzing sourcing decisions and as a guiding tool for decision-makers when deciding on sourcing options for IS-development.","PeriodicalId":43984,"journal":{"name":"IJISPM-International Journal of Information Systems and Project Management","volume":" ","pages":""},"PeriodicalIF":3.3,"publicationDate":"2022-02-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"41794758","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}
Information systems outsourcing risks are a vital component in the decision and management process associated to the provision of information systems and technology services by a provider to a customer. Although there is a rich literature on information systems outsourcing risks, the accumulated knowledge on this area is fragmented. In view of this situation, an argument is put forward on the usefulness of having a theory that integrates the various constructs related to information systems outsourcing risks. This study aims to contribute towards the synthesis of that theory, by proposing a conceptual framework for interpreting the literature and presenting a catalog of information systems outsourcing risks. The conceptual framework articulates together six key risk elements, namely dangers, negative outcomes, undesirable consequences, factors and mitigation actions. The catalog condenses and categorizes the information systems outsourcing risk elements found on the literature reviewed, both from the perspective of the outsourcing customer and from the perspective of the outsourcing provider. Proposals for subsequent work towards the generation of the theory of information systems outsourcing risk are suggested.
{"title":"A catalog of information systems outsourcing risks","authors":"Filipe de Sá Soares, D. Soares, J. Arnaud","doi":"10.12821/IJISPM020302","DOIUrl":"https://doi.org/10.12821/IJISPM020302","url":null,"abstract":"Information systems outsourcing risks are a vital component in the decision and management process associated to the provision of information systems and technology services by a provider to a customer. Although there is a rich literature on information systems outsourcing risks, the accumulated knowledge on this area is fragmented. In view of this situation, an argument is put forward on the usefulness of having a theory that integrates the various constructs related to information systems outsourcing risks. This study aims to contribute towards the synthesis of that theory, by proposing a conceptual framework for interpreting the literature and presenting a catalog of information systems outsourcing risks. The conceptual framework articulates together six key risk elements, namely dangers, negative outcomes, undesirable consequences, factors and mitigation actions. The catalog condenses and categorizes the information systems outsourcing risk elements found on the literature reviewed, both from the perspective of the outsourcing customer and from the perspective of the outsourcing provider. Proposals for subsequent work towards the generation of the theory of information systems outsourcing risk are suggested.","PeriodicalId":43984,"journal":{"name":"IJISPM-International Journal of Information Systems and Project Management","volume":" ","pages":""},"PeriodicalIF":3.3,"publicationDate":"2022-02-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48086519","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}
A. Auinger, D. Nedbal, Alexander Hochmeier, Hofer Kg, Hofer Strasse
The use of current interactive and collaborative Web 2.0 concepts and technologies has great potential for flexible, loosely-coupled integration and ad-hoc information exchange within and between organizations. However, stakeholders’ readiness, willingness and ability to participate need to be continuously factored in. The successful implementation of common strategies, systems and processes in the course of Enterprise 2.0 projects is crucial. To increase the probability of success and to enhance the intensity of cooperation and trust in such projects, the constructs of transparency, communication and participation need to be addressed through an integrated project methodology. To bridge the gap between existing scientific models and requirements for Enterprise 2.0 projects, this paper proposes and describes a project methodology to support the main objectives for Enterprise 2.0 implementations. Selected results from two pilot projects within Austrian companies are presented and matched with critical success factors, which are derived from the literature. These provide elaborative insights into key characteristics of certain Enterprise 2.0 tools and project management for Enterprise 2.0 projects.
{"title":"An Enterprise 2.0 project management approach to facilitate participation, transparency, and communication","authors":"A. Auinger, D. Nedbal, Alexander Hochmeier, Hofer Kg, Hofer Strasse","doi":"10.12821/IJISPM010203","DOIUrl":"https://doi.org/10.12821/IJISPM010203","url":null,"abstract":"The use of current interactive and collaborative Web 2.0 concepts and technologies has great potential for flexible, loosely-coupled integration and ad-hoc information exchange within and between organizations. However, stakeholders’ readiness, willingness and ability to participate need to be continuously factored in. The successful implementation of common strategies, systems and processes in the course of Enterprise 2.0 projects is crucial. To increase the probability of success and to enhance the intensity of cooperation and trust in such projects, the constructs of transparency, communication and participation need to be addressed through an integrated project methodology. To bridge the gap between existing scientific models and requirements for Enterprise 2.0 projects, this paper proposes and describes a project methodology to support the main objectives for Enterprise 2.0 implementations. Selected results from two pilot projects within Austrian companies are presented and matched with critical success factors, which are derived from the literature. These provide elaborative insights into key characteristics of certain Enterprise 2.0 tools and project management for Enterprise 2.0 projects.","PeriodicalId":43984,"journal":{"name":"IJISPM-International Journal of Information Systems and Project Management","volume":" ","pages":""},"PeriodicalIF":3.3,"publicationDate":"2022-02-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43341136","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}
Mum effect is a situation when one or more project stakeholders decide to withhold critical information for particular reasons. In software project where most of the production is intangible, the seriousness of this challenge increases exponentially. There have been reports indicating that mum effect can surface during any phase of development and ultimately lead to disaster in software projects. Mum effect can be influenced by several factors such as organizational and national cultures. This research investigates potential mum effect scenarios and reveals specific reasons which induce this challenge among information technology practitioners.
{"title":"A tale behind Mum Effect","authors":"Sakgasit Ramingwong, L. Ramingwong","doi":"10.12821/IJISPM010303","DOIUrl":"https://doi.org/10.12821/IJISPM010303","url":null,"abstract":"Mum effect is a situation when one or more project stakeholders decide to withhold critical information for particular reasons. In software project where most of the production is intangible, the seriousness of this challenge increases exponentially. There have been reports indicating that mum effect can surface during any phase of development and ultimately lead to disaster in software projects. Mum effect can be influenced by several factors such as organizational and national cultures. This research investigates potential mum effect scenarios and reveals specific reasons which induce this challenge among information technology practitioners.","PeriodicalId":43984,"journal":{"name":"IJISPM-International Journal of Information Systems and Project Management","volume":"85 6","pages":""},"PeriodicalIF":3.3,"publicationDate":"2022-02-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"41245076","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}
Directly acting on Project Management practices, PMO provides companies with help to innovate, reaching competitive advantage and growth in the long run, ceteris paribus, and attempts to reduce uncertainty. Even though PMO is a more consolidated practice in some countries, the phenomenon has lately been introduced in Italy, and it is still evolving. Not all organizations and not all individuals clearly understand the potential of PMO, and its role is often limited to simple Project Management in its strict meaning, while areas for improvement are many and varied. The paper analyses the status of PMO through a survey conducted inside the Italian banking sector, trying to frame the role of PMO, throwing light on its importance for a company as a whole, and not just for a single project. A discussion of the results and future work concludes the paper.
{"title":"The path towards discovering PMO: an exploratory analysis of the Italian banking sector","authors":"Federica Pansini, Mariya Terzieva, V. Morabito","doi":"10.12821/IJISPM020202","DOIUrl":"https://doi.org/10.12821/IJISPM020202","url":null,"abstract":"Directly acting on Project Management practices, PMO provides companies with help to innovate, reaching competitive advantage and growth in the long run, ceteris paribus, and attempts to reduce uncertainty. Even though PMO is a more consolidated practice in some countries, the phenomenon has lately been introduced in Italy, and it is still evolving. Not all organizations and not all individuals clearly understand the potential of PMO, and its role is often limited to simple Project Management in its strict meaning, while areas for improvement are many and varied. The paper analyses the status of PMO through a survey conducted inside the Italian banking sector, trying to frame the role of PMO, throwing light on its importance for a company as a whole, and not just for a single project. A discussion of the results and future work concludes the paper.","PeriodicalId":43984,"journal":{"name":"IJISPM-International Journal of Information Systems and Project Management","volume":" ","pages":""},"PeriodicalIF":3.3,"publicationDate":"2022-02-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"47732346","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}
Organizations are increasingly implementing Enterprise Information Systems (EIS), and Enterprise Resource Planning (ERP) systems in particular. Despite the notable studies on the advantages of an EIS, many organizations are not satisfied with the benefits or advantages gained. At the same time, it is assumed that such systems with increasing innovations and technological enhancements would generate abundant business advantages, if organizations exploited these opportunities. The investigation in this work drew on the sociomateriality perspective, using imbrication notion, and focused on a telecomm case study to examine how organizations can exploit the technological possibilities of an EIS to create business benefits. The study findings suggest that business benefits can be achieved when the EIS as a technical system is interwoven with the organizational work in which both dynamically change in practice (not from the technical features of the system), when the system provides interesting and beneficial technological possibilities that attract organizations, and when the firm has the organizational capabilities to translate these possibilities into real business benefits.
{"title":"Developing business advantages from the technological possibilities of enterprise information systems","authors":"Luay Anaya","doi":"10.12821/IJISPM020203","DOIUrl":"https://doi.org/10.12821/IJISPM020203","url":null,"abstract":"Organizations are increasingly implementing Enterprise Information Systems (EIS), and Enterprise Resource Planning (ERP) systems in particular. Despite the notable studies on the advantages of an EIS, many organizations are not satisfied with the benefits or advantages gained. At the same time, it is assumed that such systems with increasing innovations and technological enhancements would generate abundant business advantages, if organizations exploited these opportunities. The investigation in this work drew on the sociomateriality perspective, using imbrication notion, and focused on a telecomm case study to examine how organizations can exploit the technological possibilities of an EIS to create business benefits. The study findings suggest that business benefits can be achieved when the EIS as a technical system is interwoven with the organizational work in which both dynamically change in practice (not from the technical features of the system), when the system provides interesting and beneficial technological possibilities that attract organizations, and when the firm has the organizational capabilities to translate these possibilities into real business benefits.","PeriodicalId":43984,"journal":{"name":"IJISPM-International Journal of Information Systems and Project Management","volume":" ","pages":""},"PeriodicalIF":3.3,"publicationDate":"2022-02-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45589677","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}
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