Pub Date : 2023-05-29DOI: 10.1177/87569728231171056
X. Wu, J. C. Tsai, Y. Lei
Information technology project management practices effectively help organizations achieve IT value. We employed a semistructured review with the practice of jizhuanti by tracing the development of the research intersection of IT and projects through the works of seven influential authors. From the analysis of the review, we build representative models of the intersection and suggest open lines of research. The results unveil stakeholder integration, knowledge management, and risk controls as principal themes for the sampling subset. Future scholars can continue to delve into these areas over more complex systems, consider other categories, or open new directions revealed by practice.
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Pub Date : 2023-05-29DOI: 10.1177/87569728231169415
G. Klein
I find it difficult to imagine any two management disciplines that are more interwoven than project management and information technology (IT) management. Were it not for project management, fewer technology implementations would have been completed with any degree of success. IT provides project managers with tools and principles to assist in attaining their success, has fundamentally altered practice, and should continue to do so (Steen et al., 2022; Whyte, 2019). Fundamental practices of each hold recognizable similarities, such as the early practices in information system development of structured programming with hierarchy charts and modularization paralleling the use of work packages in work breakdown structures to break larger concepts into manageable units. The waterfall approach to systems development followed from the concepts of planned projects, while agile development crossed from the IT world to be a major force in the management of projects. That’s not to say that the cross-fertilization was always recognized or capitalized upon. Revisiting my days as a consultant and director of a data processing shop (yes, it WAS called that) in the 1970s, I recall the frustrations associated with managing the design, development, and deployment of productive software. At that time, the most common advice was to estimate the time and cost of new software based on expectations of lines of code, then doubling or even quadrupling that estimate to have any realistic chance of meeting expectations. I think it was that frustration, as much as anything else, that led me back to earn my doctorate. Since those early days, I have dedicated most of my instruction and study to the improvement of the IT deployment process by considering and applying principles, practices, and theories of project management. My interest in projects as a critical body of knowledge to improve the process of digitizing organizations has opened many doors of opportunity, including faculty positions, conference organizing, and editorial roles. More importantly, it introduced me to scholars around the world who became coauthors, colleagues, and friends. Many of these individuals are represented in the pages of this special issue through their contributions to the advancement of IT management, project management, or both. In particular, I am grateful to Ralf Müller, friend and co-editor-in-chief of Project Management Journal, who suggested this special issue, and to my good friend and frequent coauthor James Jiang (JJ), who composed this issue. Just as JJ opened this issue with an excellent look forward into the world of digital strategies, I’m going to close with a reflection on our past work in the field of IT project management. A good deal of my colleagues’ and my work has roamed across many topics, theories, levels, and practices but I’ll focus on those related to major project research themes. One of the articles in this issue provides an excellent overview of the topics covere
我发现很难想象任何两个管理学科比项目管理和信息技术(it)管理更紧密地交织在一起。如果没有项目管理，很少有技术实现能够以任何程度的成功完成。IT为项目经理提供了工具和原则，以帮助他们获得成功，从根本上改变了实践，并应继续这样做(Steen等人，2022;怀特,2019)。每个基本实践都有可识别的相似之处，例如信息系统开发中使用层次图和模块化的结构化编程的早期实践，在工作分解结构中并行使用工作包，将较大的概念分解为可管理的单元。系统开发的瀑布方法遵循计划项目的概念，而敏捷开发则跨越了IT世界，成为项目管理中的主要力量。这并不是说杂交受精总是被认可或利用。回顾我在20世纪70年代作为数据处理商店(是的，它被称为数据处理商店)的顾问和主管的日子，我回忆起与管理生产软件的设计、开发和部署相关的挫折。在那个时候，最常见的建议是根据代码行数的期望来估计新软件的时间和成本，然后将估计翻倍甚至翻四倍，才有可能满足期望。我想，正是这种挫败感，以及其他种种因素，促使我重新获得了博士学位。从那时起，我就把大部分的教学和学习投入到通过考虑和应用项目管理的原则、实践和理论来改进IT部署过程中。我对项目的兴趣是作为一个关键的知识体来改善数字化组织的过程，这为我打开了许多机会之门，包括教师职位、会议组织和编辑角色。更重要的是，它把我介绍给了世界各地的学者，他们成为了我的合著者、同事和朋友。这些人中的许多人通过他们对IT管理、项目管理或两者的进步所做的贡献，在这期特刊的页面中得到了体现。我特别感谢《项目管理杂志》的朋友兼联合主编Ralf m ller，是他建议了这期特刊，也感谢我的好朋友兼经常合著者James Jiang (JJ)撰写了这期特刊。正如JJ以对数字战略世界的精彩展望开篇，我将以对我们过去在IT项目管理领域的工作的反思作为结束。我和我的同事们的大量工作涉及许多主题、理论、层次和实践，但我将重点关注与重大项目研究主题相关的内容。本期的一篇文章很好地概述了有影响力的研究人员所涵盖的主题(Wu et al.， 2023)，但我将进行更深入的研究。
{"title":"The Entwinement of Project and Information Technology Research Editorial","authors":"G. Klein","doi":"10.1177/87569728231169415","DOIUrl":"https://doi.org/10.1177/87569728231169415","url":null,"abstract":"I find it difficult to imagine any two management disciplines that are more interwoven than project management and information technology (IT) management. Were it not for project management, fewer technology implementations would have been completed with any degree of success. IT provides project managers with tools and principles to assist in attaining their success, has fundamentally altered practice, and should continue to do so (Steen et al., 2022; Whyte, 2019). Fundamental practices of each hold recognizable similarities, such as the early practices in information system development of structured programming with hierarchy charts and modularization paralleling the use of work packages in work breakdown structures to break larger concepts into manageable units. The waterfall approach to systems development followed from the concepts of planned projects, while agile development crossed from the IT world to be a major force in the management of projects. That’s not to say that the cross-fertilization was always recognized or capitalized upon. Revisiting my days as a consultant and director of a data processing shop (yes, it WAS called that) in the 1970s, I recall the frustrations associated with managing the design, development, and deployment of productive software. At that time, the most common advice was to estimate the time and cost of new software based on expectations of lines of code, then doubling or even quadrupling that estimate to have any realistic chance of meeting expectations. I think it was that frustration, as much as anything else, that led me back to earn my doctorate. Since those early days, I have dedicated most of my instruction and study to the improvement of the IT deployment process by considering and applying principles, practices, and theories of project management. My interest in projects as a critical body of knowledge to improve the process of digitizing organizations has opened many doors of opportunity, including faculty positions, conference organizing, and editorial roles. More importantly, it introduced me to scholars around the world who became coauthors, colleagues, and friends. Many of these individuals are represented in the pages of this special issue through their contributions to the advancement of IT management, project management, or both. In particular, I am grateful to Ralf Müller, friend and co-editor-in-chief of Project Management Journal, who suggested this special issue, and to my good friend and frequent coauthor James Jiang (JJ), who composed this issue. Just as JJ opened this issue with an excellent look forward into the world of digital strategies, I’m going to close with a reflection on our past work in the field of IT project management. A good deal of my colleagues’ and my work has roamed across many topics, theories, levels, and practices but I’ll focus on those related to major project research themes. One of the articles in this issue provides an excellent overview of the topics covere","PeriodicalId":47967,"journal":{"name":"Project Management Journal","volume":"80 1","pages":"458 - 462"},"PeriodicalIF":5.0,"publicationDate":"2023-05-29","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"80375348","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-05-29DOI: 10.1177/87569728231170261
James J. Jiang
I was pleased to compose this special issue at the behest of Dr. Gary Klein, a recently retired co-editor-in-chief of Project Management Journal (PMJ) and Couger Professor of Information Systems at the University of Colorado Colorado Springs. The idea behind collecting articles for this issue was to show the associations between project and program studies and information system research. The included articles are the products of Gary’s coauthors, colleagues, students, and friends and represent research paths that cross frequently and merge occasionally. I’ll introduce these articles at the end of this editorial, but first I will fulfill a request to describe the current information technology (IT) practice of digital transformation (DT) and how research addresses aspects of DT. DT introduces digital technology into the existing enterprise management structure to promote a systematic remodeling of information structures, management methods, operating mechanisms, and production processes, all of which objectively require enterprises to break with traditional industrialized management. DT changes the original logic of enterprise management thinking and drives enterprise production management to become more intelligent; enterprise marketing management to be more precise; and enterprise resource management to be more efficient, thus bringing about disruptive innovations in management paradigms and management systems. DT evolved from early systems providing data support of operations toward enablement of organizational strategy—from collecting and reporting information toward capitalizing on emerging technology that modifies or realizes strategic intent. While organizations managed early system developments as projects, DTs are too massive and complex, requiring a programmanagement approach (Davies & Kopcho, 2021). Research on managing IT initiatives parallels that evolution, initially striving to overcome high rates of IT implementation failure but lately more focused on concerns that 70% of DTs fail to achieve promised results (Forth et al., 2020). I’ll present a little about DT program management based on limited studies and early results from our ongoing studies of the Midea Group.
{"title":"From Information Technology Projects to Digital Transformation Programs: Research Pathways","authors":"James J. Jiang","doi":"10.1177/87569728231170261","DOIUrl":"https://doi.org/10.1177/87569728231170261","url":null,"abstract":"I was pleased to compose this special issue at the behest of Dr. Gary Klein, a recently retired co-editor-in-chief of Project Management Journal (PMJ) and Couger Professor of Information Systems at the University of Colorado Colorado Springs. The idea behind collecting articles for this issue was to show the associations between project and program studies and information system research. The included articles are the products of Gary’s coauthors, colleagues, students, and friends and represent research paths that cross frequently and merge occasionally. I’ll introduce these articles at the end of this editorial, but first I will fulfill a request to describe the current information technology (IT) practice of digital transformation (DT) and how research addresses aspects of DT. DT introduces digital technology into the existing enterprise management structure to promote a systematic remodeling of information structures, management methods, operating mechanisms, and production processes, all of which objectively require enterprises to break with traditional industrialized management. DT changes the original logic of enterprise management thinking and drives enterprise production management to become more intelligent; enterprise marketing management to be more precise; and enterprise resource management to be more efficient, thus bringing about disruptive innovations in management paradigms and management systems. DT evolved from early systems providing data support of operations toward enablement of organizational strategy—from collecting and reporting information toward capitalizing on emerging technology that modifies or realizes strategic intent. While organizations managed early system developments as projects, DTs are too massive and complex, requiring a programmanagement approach (Davies & Kopcho, 2021). Research on managing IT initiatives parallels that evolution, initially striving to overcome high rates of IT implementation failure but lately more focused on concerns that 70% of DTs fail to achieve promised results (Forth et al., 2020). I’ll present a little about DT program management based on limited studies and early results from our ongoing studies of the Midea Group.","PeriodicalId":47967,"journal":{"name":"Project Management Journal","volume":"318 1","pages":"327 - 333"},"PeriodicalIF":5.0,"publicationDate":"2023-05-29","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"80166093","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-05-21DOI: 10.1177/87569728231171825
C. Midler, Marc Alochet
While the concept of project success remains largely open nowadays, we introduce here the Phoenix phenomenon, namely a project being both a success and a failure. Our analysis of an automotive vanguard project exhibits key characteristics of a Phoenix phenomenon: the very innovative and ambitious nature of the project; a project management approach that hybridizes causal innovative project development and effectual approaches; the strategic and operational capacity of the company to recover and valorize after the initial failure; and the learnings from and the achievements of the project in renewed scenarios. We conclude that project evaluation must now combine retrospective and prospective assessments methods to evaluate both achieved outcomes and potentialities of a project.
{"title":"Understanding the Phoenix Phenomenon: Can a Project Be Both a Failure and a Success?","authors":"C. Midler, Marc Alochet","doi":"10.1177/87569728231171825","DOIUrl":"https://doi.org/10.1177/87569728231171825","url":null,"abstract":"While the concept of project success remains largely open nowadays, we introduce here the Phoenix phenomenon, namely a project being both a success and a failure. Our analysis of an automotive vanguard project exhibits key characteristics of a Phoenix phenomenon: the very innovative and ambitious nature of the project; a project management approach that hybridizes causal innovative project development and effectual approaches; the strategic and operational capacity of the company to recover and valorize after the initial failure; and the learnings from and the achievements of the project in renewed scenarios. We conclude that project evaluation must now combine retrospective and prospective assessments methods to evaluate both achieved outcomes and potentialities of a project.","PeriodicalId":47967,"journal":{"name":"Project Management Journal","volume":"5 1","pages":""},"PeriodicalIF":5.0,"publicationDate":"2023-05-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"90539809","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-05-19DOI: 10.1177/87569728231166925
N. Benschop, A. Nuijten, M. Keil, Kristinka Wilmink, H. Commandeur
This study explores how project names may influence the tendency to escalate commitment through two experiments. Our findings from Experiment 1 show that a positive project name evokes positive affective reactions to the project. These, in turn, are associated with a greater willingness to continue a failing project. Results from Experiment 2 show that a technological project name can similarly evoke more positive affective reactions and a greater willingness to continue but only for decision makers with high technology readiness. For decision makers with low technology readiness the effect was reversed.
{"title":"The Effect of Project Names on Escalation of Commitment in Information Systems Projects","authors":"N. Benschop, A. Nuijten, M. Keil, Kristinka Wilmink, H. Commandeur","doi":"10.1177/87569728231166925","DOIUrl":"https://doi.org/10.1177/87569728231166925","url":null,"abstract":"This study explores how project names may influence the tendency to escalate commitment through two experiments. Our findings from Experiment 1 show that a positive project name evokes positive affective reactions to the project. These, in turn, are associated with a greater willingness to continue a failing project. Results from Experiment 2 show that a technological project name can similarly evoke more positive affective reactions and a greater willingness to continue but only for decision makers with high technology readiness. For decision makers with low technology readiness the effect was reversed.","PeriodicalId":47967,"journal":{"name":"Project Management Journal","volume":"39 1","pages":"349 - 365"},"PeriodicalIF":5.0,"publicationDate":"2023-05-19","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"80739277","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-05-10DOI: 10.1177/87569728231165896
Judy Y. H. Huang, Randi Jiang, J. Chang
Leadership must be leveraged at the management level to develop the capabilities needed to succeed in digital transformation projects, where complications arise due to technological novelty and environmental dynamics. Transformational leadership (TRL) and adaptive leadership (ADL) are proposed as successful approaches for managing changing behaviors and faster adaptation to new circumstances. Survey results demonstrate the positive influence of TRL on the three project dynamic capabilities. However, its impact on adaptive capability is weak. An interview study was conducted to explore the link between ADL and adaptive capability, providing an additional understanding of insignificant effects on innovative and absorptive capabilities.
{"title":"The Effects of Transformational and Adaptive Leadership on Dynamic Capabilities: Digital Transformation Projects","authors":"Judy Y. H. Huang, Randi Jiang, J. Chang","doi":"10.1177/87569728231165896","DOIUrl":"https://doi.org/10.1177/87569728231165896","url":null,"abstract":"Leadership must be leveraged at the management level to develop the capabilities needed to succeed in digital transformation projects, where complications arise due to technological novelty and environmental dynamics. Transformational leadership (TRL) and adaptive leadership (ADL) are proposed as successful approaches for managing changing behaviors and faster adaptation to new circumstances. Survey results demonstrate the positive influence of TRL on the three project dynamic capabilities. However, its impact on adaptive capability is weak. An interview study was conducted to explore the link between ADL and adaptive capability, providing an additional understanding of insignificant effects on innovative and absorptive capabilities.","PeriodicalId":47967,"journal":{"name":"Project Management Journal","volume":"50 1","pages":"428 - 446"},"PeriodicalIF":5.0,"publicationDate":"2023-05-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"82756865","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-05-10DOI: 10.1177/87569728231166917
E. Baker, F. Niederman
This study examines the approach and range of thinking project management practitioners apply when dealing with issues that have ethical considerations. This article presents a nuanced view of processual engagement with ethics rather than a narrower decision model-based approach based on responses to various ethically challenging scenarios that may confront project managers. Based on qualitative data from a more extensive study we find that practitioner considerations regarding specific ethical decisions range from precursors to the development of a situation as a problem through particular actions and decisions, to potential ways that adverse outcomes can be remediated, and positive ones enhanced. We find that these concerns arise in addition to ethical decision-making considering all three core ethical views collectively, though not necessarily by each individual. The findings suggest broadening the investigation of ethical behavior from making better judgments to structuring the environment where such choices are made, laying solid foundations for ensuring positive choices, and working with even poor choices when they are still the best available to mitigate and control consequences.
{"title":"Practitioner Application of Ethics in Ethical Decision-Making Within Projects: A Process Theory View","authors":"E. Baker, F. Niederman","doi":"10.1177/87569728231166917","DOIUrl":"https://doi.org/10.1177/87569728231166917","url":null,"abstract":"This study examines the approach and range of thinking project management practitioners apply when dealing with issues that have ethical considerations. This article presents a nuanced view of processual engagement with ethics rather than a narrower decision model-based approach based on responses to various ethically challenging scenarios that may confront project managers. Based on qualitative data from a more extensive study we find that practitioner considerations regarding specific ethical decisions range from precursors to the development of a situation as a problem through particular actions and decisions, to potential ways that adverse outcomes can be remediated, and positive ones enhanced. We find that these concerns arise in addition to ethical decision-making considering all three core ethical views collectively, though not necessarily by each individual. The findings suggest broadening the investigation of ethical behavior from making better judgments to structuring the environment where such choices are made, laying solid foundations for ensuring positive choices, and working with even poor choices when they are still the best available to mitigate and control consequences.","PeriodicalId":47967,"journal":{"name":"Project Management Journal","volume":"22 1","pages":"334 - 348"},"PeriodicalIF":5.0,"publicationDate":"2023-05-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"78683726","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-05-09DOI: 10.1177/87569728231173647
A. Davies, Sam Macaulay
This article maps the contributions project scholars can make in management journals. Research on projects cuts across disciplinary boundaries, with scholars working in institutions with different norms, epistemologies, rewards, and selection environments. But this diversity can make it hard to know where to publish. We hope our map of the publication landscape—the “V diagram”—will help project scholars better understand and respect one another’s diverse contributions and make conversations across the field flourish.
{"title":"Valuing Theory and Practice: Using a Portfolio Lens to Publish Research on Projects","authors":"A. Davies, Sam Macaulay","doi":"10.1177/87569728231173647","DOIUrl":"https://doi.org/10.1177/87569728231173647","url":null,"abstract":"This article maps the contributions project scholars can make in management journals. Research on projects cuts across disciplinary boundaries, with scholars working in institutions with different norms, epistemologies, rewards, and selection environments. But this diversity can make it hard to know where to publish. We hope our map of the publication landscape—the “V diagram”—will help project scholars better understand and respect one another’s diverse contributions and make conversations across the field flourish.","PeriodicalId":47967,"journal":{"name":"Project Management Journal","volume":"39 1","pages":"211 - 218"},"PeriodicalIF":5.0,"publicationDate":"2023-05-09","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"81548021","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-05-08DOI: 10.1177/87569728231158261
Nigel Blampied, Robert Buttrick, George Jucan, C. Piney, Chris Stevens, David L. Violette, R. Max Wideman
The objective of this article is to determine whether a set of project management principles can be identified to serve as a common framework for developers and publishers of project management standards and guides. Twenty-two project management standards and other consensus documents were reviewed, revealing a common understanding across the globe of the requirements for effective project management. Potential statements of principles were extracted and clustered into four categories. The validated principles identified in each category were rewritten in a prespecified, consistent form. The resulting set of 12 principles should serve as a common basis for future standards and guides.
{"title":"In Search of Project Management Principles","authors":"Nigel Blampied, Robert Buttrick, George Jucan, C. Piney, Chris Stevens, David L. Violette, R. Max Wideman","doi":"10.1177/87569728231158261","DOIUrl":"https://doi.org/10.1177/87569728231158261","url":null,"abstract":"The objective of this article is to determine whether a set of project management principles can be identified to serve as a common framework for developers and publishers of project management standards and guides. Twenty-two project management standards and other consensus documents were reviewed, revealing a common understanding across the globe of the requirements for effective project management. Potential statements of principles were extracted and clustered into four categories. The validated principles identified in each category were rewritten in a prespecified, consistent form. The resulting set of 12 principles should serve as a common basis for future standards and guides.","PeriodicalId":47967,"journal":{"name":"Project Management Journal","volume":"9 1","pages":""},"PeriodicalIF":5.0,"publicationDate":"2023-05-08","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"74921392","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-05-07DOI: 10.1177/87569728231166846
X. Wu, G. Klein, James J. Jiang
Program management continues to gain traction as an approach to managing the development and implementation of advanced information technology (IT). The guidance and structure provided by program principles and processes enhance an organization’s ability to achieve the benefits of a large-scale IT deployment. However, realizing the benefits of contemporary IT to support organizational strategy is proving problematic. In this study, we conduct a conceptual and critical review of the IT program management literature to determine the current research in achieving success and develop frameworks that encourage coordinated studies to address further benefits from IT programs with differing strategic purposes.
{"title":"On the Road to Digital Transformation: A Literature Review of IT Program Management","authors":"X. Wu, G. Klein, James J. Jiang","doi":"10.1177/87569728231166846","DOIUrl":"https://doi.org/10.1177/87569728231166846","url":null,"abstract":"Program management continues to gain traction as an approach to managing the development and implementation of advanced information technology (IT). The guidance and structure provided by program principles and processes enhance an organization’s ability to achieve the benefits of a large-scale IT deployment. However, realizing the benefits of contemporary IT to support organizational strategy is proving problematic. In this study, we conduct a conceptual and critical review of the IT program management literature to determine the current research in achieving success and develop frameworks that encourage coordinated studies to address further benefits from IT programs with differing strategic purposes.","PeriodicalId":47967,"journal":{"name":"Project Management Journal","volume":"57 1","pages":"409 - 427"},"PeriodicalIF":5.0,"publicationDate":"2023-05-07","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"77653873","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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