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  • About
  • The Global ETD Search service is a free service for researchers to find electronic theses and dissertations. This service is provided by the Networked Digital Library of Theses and Dissertations.
    Our metadata is collected from universities around the world. If you manage a university/consortium/country archive and want to be added, details can be found on the NDLTD website.
1

the Competence of Non-IT Background Project Manager Leading IT Project

Huang, Yao-Tsung 30 July 2008 (has links)
¡@¡@More and more organisations are increasing the demand of Information Technology (IT) project owing to the rapid technological development in nowadays business environment. With the high growth of IT project, it can cause heavy work-overload for IT Managers, which often resulted in reduction of work productivity. In reality, a considerable number of tasks in organisation are operating by projects. These require more project managers to control. Unfortunately, industry analysis reveals that qualified IT project managers have not increased relatively. Many managers have experience in participation or leading in project management, which portrays those managers have reached a certain extent of competences of project management. It is possible that organisations can select qualified IT managers from those non-IT background managers. ¡@¡@The study will use the theory of focus groups by interviewing some managers, who have the experience in IT project management, to identify the essential competences requirements of a non-IT project manager as being an IT project leader. Meanwhile, analyze the top three competences for IT project managers that usually mentioned by scholars so as to understand the critical impact asnd relationship for the non-IT project managers as leading IT project. ¡@¡@The final conclusion and contribution of this study are as follows: 1. A non-IT project manager should have the "30 competences" in leading the IT related environment. 2. "Communication, planning and control," not only are the basic competences, but also "the most important competences". If the non-IT project manager is lacking these three competences, he is not qualified to be an IT project manager. 3. Compare to an IT project manager, a non-IT project manager is lacking the knowledge and skills within the IT environment. One of the most important aspects is tool capacity, followed by the "IT based knowledge" 4. A non-IT project manager needs a strong ¡§communication skills" to help him strengthen the "planning capacity" and to overcome the inadequate "control capabilities".
2

探索建構服務導向資訊專案之風險因素 / Exploring risk factors in implementing service-oriented IT projects

呂加佩, Lue, Chia Pei Unknown Date (has links)
For IT project managers, how to implement IT projects successfully is always an important issue due to high failure rate of traditional IT project implementation. When more and more enterprises start to develop systems under the new IT methodology in service oriented IT projects, it is essential to access risks coming with this new IT concept. In this research we aim to identify risk factors related to service oriented IT projects and then analyze the impact and rank of these risk factors. Adapted from the general IT project risk category proposed by Ewusi (1994), we propose 6 risk factors of service-oriented IT projects. The risk framework highlights the properties of business strategy, business Process, and workforce under on-demand business architecture. We use a customer service system to justify our research framework, applying the IBM’s concept of SIMM (service integrated maturity model). A pretest is first conducted with several IT experts who has implemented service oriented IT project experience, followed by a general survey. A binary logistic regression is used to testify the hypotheses. The result shows that essential risk factors that influence the adoption of service oriented system, from the highest to lowest, are insufficient technology planning, lack of expertise, ineffective project governance, and organizational misalignment. The findings help CIOs and project managers realize of the risks and the priority of these risks that have to be noticed and controlled when making decisions on service oriented systems adoption.
3

IT Project Management Control and the Control Objectives for IT and Related Technology (CobiT) Framework

Bernroider, Edward, Ivanov, Milen January 2011 (has links) (PDF)
Motivated by scarce academic consideration of project management control frameworks, this article explores usage, value and structure of frameworks with a focus on the popular Control Objectives for IT and related Technology (CobiT) construct. We attempt to add to an empirically validated structure of internal control over IT project management by including CobiT's views on the intended domain of content. Results from the empirical survey indicate that the metrics suggested by CobiT are regarded as feasible and important by project management professionals, and are regularly used in controlling practice. Experience, regularity of significant projects and the size of the hosting organisations, however, seem to be stronger moderators of success rates than the use of a management control system with or without support of CobiT. CobiT's suggestions are of generic nature and in particular useful for programme performance management. The latent dimensions of project quality on process and activity levels were not validated and gaps to other project assessment models were identified.
4

Escalation of Commitment in Information Technology Projects: A Goal Setting Theory Perspective

Kasi, Vijay 03 December 2007 (has links)
ABSTRACT ESCALATION OF COMMITMENT IN INFORMATION TECHNOLOGY PROJECTS: A GOAL SETTING THEORY PERSPECTIVE BY VIJAY KASI Aug 30, 2007 Committee Chair: Dr. Mark Keil Major Academic Unit: Center for Process Innovation Information technology (IT) projects are prone to failure. One explanation for the high failure rate among IT projects is that managers overly commit to a failing course of action, a phenomenon referred as escalation of commitment. While the notion of goals and commitment are central to the phenomenon of escalation, very few prior studies have investigated their impact on escalation. In this study, a research model rooted in goal setting theory is advanced to better understand escalation of commitment of IT project managers. A role-playing experiment with 350 IT managers was used to test the proposed research model. The results of the study suggest that IT managers are more willing to escalate their commitment under the influence of easy and vague goals compared to difficult and specific goals. Initial goal commitment of IT managers and the level of project completion were found to have a significant effect on IT manager’s willingness to continue. Initial goal commitment of IT managers was also found to moderate the relationship between goal difficulty and willingness to continue. In other words, when there is a higher level of goal commitment, an easy goal will have a greater effect in terms of promoting an individual’s willingness to continue.
5

Vytvoření učebního bloku řízení portfola projektů / Creation of learning block of IT Project Portfolio Management

Měsíček, Libor January 2009 (has links)
This thesis is focused on IT Project Portfolio Management and the creation of tools for teaching it. The objectives are first to summarize the evolution of IT Project Portfolio Management, then to extend the current process of project selection with other elements and points of view, and also to create a software tool for teaching IT Project Portfolio Management. The thesis deals with the emergence and subsequent development of IT Project Portfolio Management and its benefits, problems, and concepts, which are necessary for deeper understanding of the issue. Furthermore, the thesis describes the cycle of IT Project Portfolio Management and highlights the important moments and trends. In addition, it focuses on the processes used in the context of portfolio management and its impact on the company and its employees. It also lists some options how to limit its and how to improve the quality of project plans. The focus of the thesis is also on the process of criteria selection and ways of obtaining appropriate weights of criteria and on other methods of selecting projects. The last chapter contains a manual how to work with the attached MS Excel file. The file provides a tool for the assessment of projects.
6

Communication in Multicultural IT Project Teams : A Qualitative Study from a Project Management Perspective

Vaccari, Beatrice, Jamkatel, Roshan January 2020 (has links)
This study aims at exploring the ways project managers can communicate within a multicultural team in an IT project. The purpose is to make the project process understandable and to ensure that the instructions are perceived by everyone in the same way, regardless of their cultural differences. A qualitative study has been conducted to gain more insights from both IT project managers and team members working in Finland, France, Italy, Uganda, and the USA. The empirical findings allowed the authors to gather enough information to present a set of skills that will help project managers develop their communication abilities when working with multicultural teams in IT projects. The majority of competencies found to be useful are soft skills related to interpersonal communication and their implications for team dynamics: empathy, clarity of thought, respect and responsibility, cultural awareness, and multicultural leadership. The findings contribute to both confirming existing theories and providing new information that could be implemented in academic articles, especially concerning skills useful to project managers.
7

Návrh na optimalizaci současného stavu projektového managementu vybraného startupu a koncepce pro jeho budoucí rozvoj / Proposal to Optimize the Current State of Project Management of Selected Startup and Concept for its Future Development

Kotková, Diana January 2020 (has links)
This master’s thesis is focused on creating proposals for the optimization of the current state of project management of chosen startup which will increase the success of projects. It is also focused on the concept of project management of the company for its future development. Firstly, the thesis describes the theoretical background. Then, there is analyzed the current state of the company's project management and there are researched the best practises and lessons learned of project managers in the IT sphere. Based on the outputs and the use of project management methods, possible suggestions for improvement are created.
8

Can a technological tool resolve issues in project management? : A case study for an IT projects consulting firm.

Snäll, Josephine January 2021 (has links)
IT projects are complex and often numerous challenges arise during the projects’ execution. The ten knowledge areas designed to support projects management more often challenge include the project management team to deliver the outcome on time. The present study tries to answer the question of whether the use of a technological management tool in project management can help to solve most problematic knowledge areas, and to meet the delivery deadlines. The author runs a case study at an IT consulting firm. The purpose for the study is to investigate if technologies can help to resolve these issues, and to recommend a project management tool for more efficient delivery time. In a two phased study, first, the author identifies the project management knowledge areas that may have impacted IT project delivery delays, and second, the author investigates if using a project management tool can solve the delivery time issue. Results from the first phase show that delivery issues emerged at different levels, namely: stakeholders, resources, scope, quality, and integration management.  To investigate if a management tool could help to overcome the delays in delivery, a selection of technological tools was made. Based on the results from the first phase so the technological tool integrates functions and features for stakeholders, resources, scope quality, and integration management. The interviewees then ranked three technological tools and shared opinions on possible adoption of any of these tools. Final analysis show that interviewees think that proposed technological tools can resolve some of the issues experienced in the projects: mainly, the transition between departments, resource allocation, to visualise the quality management, plan for communication with stakeholders, and clearer handling of the project’s requirements. In the final results from the second interview, the tool that can help to solve issues with the five most problematic knowledge areas, and thus the delivery delays issue, for the case company is Genius Project.
9

Vägen till ett lyckat IT-projekt / The road to a successful IT-project

Weinoff, Anders, Wirström, Emelie January 2009 (has links)
Enligt statistik från The Standish Group’s artikel Extreme Chaos (2001) tenderar IT-projekten att oftare få problem med tid, kostnad och kvalité aspekten i jämförelse med andra typer av projekt. I vår uppsats vill vi försöka förstå vad det är som skiljer IT-projekt i jämförelse med andra projekt. Kan det exempelvis vara så att man använder sig av fel projektledningsmodell?   I denna studie har vi jämfört hur projekt utförts i byggbranschen respektive IT-branschen. Under studiens gång har fyra intervjuer inom dessa sektorer utförts, studien har även införskaffat ytterligare betydande information genom två expertintervjuer inom området. Studien är uppbyggd kring en rubrikstruktur utifrån viktiga kriterier som Extreme Chaos (2001) tar upp, även några kriterier från teorin ligger till grund för denna struktur. Det vi hittade var att det är av stor betydelse att man verkligen är införstådd med vad kunden vill få ut av projektet, att man verkligen talar samma språk. Att man använder sig av en begreppslista för att förtydliga svårbegripliga ord.   Studien framhäver även att projektledarens roll inom IT-projekt mer är av stödjande karaktär i jämförelse med bygg, där projektledarrollen mer är av styrande karaktär. Det finns även tydliga tecken på att projektledningsmodellen har en stor betydelse för projektets utgång. Inom IT-projekt är ofta vägen till resultatet tämligen diffus på grund av dess komplexitet. Analysen visar en illustration över hur vi ser på projektutförandet. Den visar att det finns två typer av IT-projekt, den ena är industri-IT, vilket vi menar är installationer av redan färdigutvecklade produkter. Den andra är innovativ-IT, vilket vi menar är IT-projekt där målet är känt men vägen dit är okänd. I dessa fall är det av fördel att använda sig av en iterativ metod som exempelvis Scrum för att successivt ta sig an IT-projektet.
10

Vägen till ett lyckat IT-projekt / The road to a successful IT-project

Weinoff, Anders, Wirström, Emelie January 2009 (has links)
<p>Enligt statistik från The Standish Group’s artikel Extreme Chaos (2001) tenderar IT-projekten att oftare få problem med tid, kostnad och kvalité aspekten i jämförelse med andra typer av projekt. I vår uppsats vill vi försöka förstå vad det är som skiljer IT-projekt i jämförelse med andra projekt. Kan det exempelvis vara så att man använder sig av fel projektledningsmodell?</p><p> </p><p>I denna studie har vi jämfört hur projekt utförts i byggbranschen respektive IT-branschen. Under studiens gång har fyra intervjuer inom dessa sektorer utförts, studien har även införskaffat ytterligare betydande information genom två expertintervjuer inom området. Studien är uppbyggd kring en rubrikstruktur utifrån viktiga kriterier som Extreme Chaos (2001) tar upp, även några kriterier från teorin ligger till grund för denna struktur. Det vi hittade var att det är av stor betydelse att man verkligen är införstådd med vad kunden vill få ut av projektet, att man verkligen talar samma språk. Att man använder sig av en begreppslista för att förtydliga svårbegripliga ord.</p><p> </p><p>Studien framhäver även att projektledarens roll inom IT-projekt mer är av stödjande karaktär i jämförelse med bygg, där projektledarrollen mer är av styrande karaktär. Det finns även tydliga tecken på att projektledningsmodellen har en stor betydelse för projektets utgång. Inom IT-projekt är ofta vägen till resultatet tämligen diffus på grund av dess komplexitet. Analysen visar en illustration över hur vi ser på projektutförandet. Den visar att det finns två typer av IT-projekt, den ena är industri-IT, vilket vi menar är installationer av redan färdigutvecklade produkter. Den andra är innovativ-IT, vilket vi menar är IT-projekt där målet är känt men vägen dit är okänd. I dessa fall är det av fördel att använda sig av en iterativ metod som exempelvis Scrum för att successivt ta sig an IT-projektet.</p>

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