<p>IT är ett naturligt hjälpmedel för många företag och organisationer. Det är därför vanligt att företag försöker effektivisera och förbättra sin verksamhet genom att införa nya affärssystem. När ett nytt affärssystem ska införas startas ofta ett IT-projekt med en utsedd projektledare som ansvarig för att nå önskat resultat. IT-projekt är av teknisk karaktär och fokuserat mot själva affärssystemet. Det krävs dock i många fall mer än den nya teknologin för att ett företag ska öka sin lönsamhet och förbättra verksamheten. I dessa fall krävs det även någon typ av förändring eller omstrukturering inom företaget för att nå det önskade målet.</p><p>I de fall någon typ av förändring utöver införande av ett affärssystem krävs, inträffar det att projektledaren får ta på sig uppgiften att även leda denna förändring. Organisationen kan dock göra valet att låta den förändringen ledas av en förändringsledare. En förändringsledares uppgift är att ansvara för att ett förändringsarbete når sitt mål med önskat resultat.</p><p>Syftet med denna uppsats är att undersöka och beskriva vilka betydelser rollerna projektledare och förändringsledare har i IT-projekt vars syfte är att införa ett affärssystem.</p><p>För att skapa klarhet i detta har litteratur inom ämnet studerats. Utöver litteraturen har vi även tagit del av artiklar från olika tidskrifter. För att få en aktuell verklighetsanknytning har ett antal intervjuer genomförts med personer som arbetar i projektmiljö och har kontakt med projekt- och förändringsledarskap dagligen. Denna kombination av informationskällor, anser vi, skapar en aktuell och tydlig bild av området.</p><p>I förstudien bör målet med projektet analyseras för att säkerställa att rätt åtgärder genomförs. Vi har kommit fram till att rollerna projekt- och förändringsledare har stor betydelse och positiv inverkan för att önskat resultat ska nås i IT-projekt. Projektledaren står för den tekniska kompetensen, medan förändringsledaren arbetar med de mänskliga faktorerna. Det kan därför vara fördelaktigt för projektet om rollerna innehas av separata personer. På detta sätt får de mycket utbyte och hjälp av varandra vilket leder till större möjligheter att IT-projektet når önskat resultat och införandet av affärssystemet lyckas.</p> / <p>In the business environment of today IT systems have a significant role in many enterprises and organisations. A focus for many companies is to enhance profitability and efficiency buy improving and developing their enterprise systems. When a decision is made to redesign or implement a new business system it’s common that an IT-project is started and a dedicated project leader is assigned to the project, committed to deliver the requested results. An enterprise system is usually technical in it’s nature and focuses on technical aspects, but to reach desired results in profitability and efficiency, several other aspects than the pure technical ones needs to be taken into consideration to reach the desired results. In these cases, a reorganisation of the business or other structural changes might be needed to reach the goals of the project.</p><p>When an implementation of a business system reaches beyond the pure technical aspects and demands structural changes to the organisation, it’s not uncommon that the IT-project leader is assigned responsibility for the entire project. The organisation can on the other hand choose to assign a change manager to govern for the structural changes. The change manager is responsible for the whole change process and is assigned responsibility that the process reaches the pre defined targets.</p><p>The purpose of this paper is to analyse and describe the roles of a project leader and change manager and their importance within an IT project aiming at implementing a new enterprise system.</p><p>The sources of information to this paper is literature, scientific articles within the area and several interviews with professionals working in project environments, including project management and change management, on a day-to-day basis. We believe that this mix of information sources enables this paper give a clear and up to date view of the area of scope.</p><p>In the pre study to a project is of sheer importance that the actual targets are analysed to ensure that the right decisions and actions are made.</p><p>Our conclusion is that the roles of the project leader and the change manager are of significant importance to the outcome of the project. It is desirable that the two positions are assigned to two different persons, which enables them to share experiences and support each other. The project leader possesses the technical know how and the change manager focuses on the human and organisational aspects of the project. By setting the project up with clear areas of responsibility, but working beside each other, they can exchange experiences and help each other. This is beneficial for the project and increases the possibilities that the project reaches desired results and that the implementation of the new enterprise system is successful.</p>

Crisis are extremely difficult to predict and according to Curtin, Hayman and Husein (2005) this is a problem that worsen by the trend in the 1970s and 80s where companies developed managers to be specialists. One example of this trend could be that a finance director knows only about finance, likewise for the marketing director, the technology director and operations director who all have their specialist fields. This kind of approach will lead to gaps in the management structure, since a finance director who is driven by profits and earnings per share would most probably lose sight of the bigger picture which will prevent the chances of predicting any crisis (Curtin et al., 2005). This kind of thinking began to change in the 1990s and a new approach came into vogue where managers were produced to be far more rounded than they were previously, as a generalist (Curtin et al., 2005). Our purpose is to find out how crisis emerge in projects and investigate the role of emotion in crisis management. The qualitative method is best suited to fulfil our aim since we are interested in individual’s personal experiences and personal reflections related to crisis management. The reason for us not choosing the quantitative method is that we do not wish to measure or create statistical generalizations about crisis management, it is rather to describe the essence of crisis management and issues related to crisis management, also how crisis is perceived from organizations. We therefore performed interviews with respondents that were of interest for our purpose. With all the information and knowledge gathered throughout our research we believe that when it comes to the abilities of the project managers to predict and prevent crisis, it is correct that managers have different and perhaps better education than 30 years ago but when everything comes around it is still next to impossible to completely be able to prevent crisis. We came to this conclusion after done our research and realized that even though every project manager who has been involved in any crisis can not completely prevent the same crisis to happen again.

<p>Crisis are extremely difficult to predict and according to Curtin, Hayman and Husein (2005) this is a problem that worsen by the trend in the 1970s and 80s where companies developed managers to be specialists. One example of this trend could be that a finance</p><p>director knows only about finance, likewise for the marketing director, the technology director and operations director who all have their specialist fields. This kind of approach will lead to gaps in the management structure, since a finance director who is</p><p>driven by profits and earnings per share would most probably lose sight of the bigger picture which will prevent the chances of predicting any crisis (Curtin et al., 2005). This kind of thinking began to change in the 1990s and a new approach came into vogue</p><p>where managers were produced to be far more rounded than they were previously, as a generalist (Curtin et al., 2005). Our purpose is to find out how crisis emerge in projects and investigate the role of emotion in crisis management.</p><p>The qualitative method is best suited to fulfil our aim since we are interested in individual’s personal experiences and personal reflections related to crisis management. The reason for us not choosing the quantitative method is that we do not wish to measure or create statistical generalizations about crisis management, it is rather to describe the essence of crisis management and issues related to crisis management, also how crisis is perceived from organizations. We therefore performed interviews with respondents that were of interest for our purpose.</p><p>With all the information and knowledge gathered throughout our research we believe that when it comes to the abilities of the project managers to predict and prevent crisis, it is correct that managers have different and perhaps better education than 30 years ago</p><p>but when everything comes around it is still next to impossible to completely be able to prevent crisis. We came to this conclusion after done our research and realized that even though every project manager who has been involved in any crisis can not completely</p><p>prevent the same crisis to happen again.</p>

The purpose of this study was to investigate the relationship between systems development methodologies (SDMs) and the success of Information Technology (IT) projects. The study also seeks to find other critical success factors (CSFs) that influence IT projects success. What initiated this study, with reference to the literature review, is the apparent general view that IT project deliveries are still late, over budget, and unpredictable (Chow & Cao, 2008:961; The Standish Group, 2004). To some extent, the entire project fails before delivering an application. Hence this causes the need to investigate the employment of SDMs and their belief that SDMs improve quality in the development of IT projects and permit more flexible deployment to IT projects (Idea Group Publishing, 2006:13; Dyba et al., 2005:447; Mihailescu & Mihailescu, 2009:1). However, SDMs are still less popularly used (Siau & Tan, 2005:3132; Masrek I., 2008:137). The study provides insight into the relationship between SDMs and the IT projects. A survey using a questionnaire was carried out to obtain the data. The study employed a positivist paradigm and used a quantitative approach. A total of 132 questionnaires were returned from systems developers, IT project managers and team leaders from system development companies. It was found that there is a relationship between systems development methodologies (SDMs) and IT project success. Despite recognizing the benefits and advantages of using SDMs, some respondents disclosed that they were not inclined to employ SDMs and the popular reason was that their profile of development projects didn‟t require the use of SDMs. Multiple regression analysis was used to determine the relationship. Consequently, the top ten CSFs were observed and it was found that “identifying potential risk” and “opportunity” were the most favourable factors. The study could have obtained richer and more insightful information regarding SDMs and critical success factors if more data had been collected. Future work should seek to determine the risks, challenges and problems associated with the adoption of SDMs. / MSc (Computer Science), North-West University, Potchefstroom Campus, 2013

The purpose of this study was to investigate the relationship between systems development methodologies (SDMs) and the success of Information Technology (IT) projects. The study also seeks to find other critical success factors (CSFs) that influence IT projects success. What initiated this study, with reference to the literature review, is the apparent general view that IT project deliveries are still late, over budget, and unpredictable (Chow & Cao, 2008:961; The Standish Group, 2004). To some extent, the entire project fails before delivering an application. Hence this causes the need to investigate the employment of SDMs and their belief that SDMs improve quality in the development of IT projects and permit more flexible deployment to IT projects (Idea Group Publishing, 2006:13; Dyba et al., 2005:447; Mihailescu & Mihailescu, 2009:1). However, SDMs are still less popularly used (Siau & Tan, 2005:3132; Masrek I., 2008:137). The study provides insight into the relationship between SDMs and the IT projects. A survey using a questionnaire was carried out to obtain the data. The study employed a positivist paradigm and used a quantitative approach. A total of 132 questionnaires were returned from systems developers, IT project managers and team leaders from system development companies. It was found that there is a relationship between systems development methodologies (SDMs) and IT project success. Despite recognizing the benefits and advantages of using SDMs, some respondents disclosed that they were not inclined to employ SDMs and the popular reason was that their profile of development projects didn‟t require the use of SDMs. Multiple regression analysis was used to determine the relationship. Consequently, the top ten CSFs were observed and it was found that “identifying potential risk” and “opportunity” were the most favourable factors. The study could have obtained richer and more insightful information regarding SDMs and critical success factors if more data had been collected. Future work should seek to determine the risks, challenges and problems associated with the adoption of SDMs. / MSc (Computer Science), North-West University, Potchefstroom Campus, 2013

Date: 12-June-2008 Authors: Muhammad Saeed – 760721 Västerås – Sweden Mehmood Ziauddin – 830730 Västerås – Sweden Title: A Structured Approach for Evaluating Risk Impacts in IT Projects Introduction: Risk is an integral part of any project and it’s more appropriate to say for IT because it is changing with a very fast pace. Different surveys, reports and researches show astonishing statistics about the risks in IT projects. Through proper risk assessment techniques most of the uncertainties can be reduced while initiating, implementing and improving IT projects. Different authors talk about different risks and different strategies to respond to them. It becomes difficult at times to keep in check all the risks. Often risk management is over hyped, and often it’s totally neglected. Their needs to be a balanced approached in risk management. Problem: How a structured approach will be beneficial for an organization in assessing risk impacts on IT Projects? Purpose: The aim of this report is to develop and analyze a structured approach which will permit an organization in identifying &amp; categorizing risks and measuring their impact on IT Projects. Method: Exploratory research approach is used and data collection is done using secondary sources. Our thesis is qualitative research based. Qualitative research is the one which is not relying on statistical data as compared to quantitative research. Besides our text books and study material, the main source of information was internet databases and university library from where we read different articles, thesis and books. Majority of the material studied was collected from Mälardalen University Library’s online databases like, Elin@Mälardalen, Compendex, Emerald and Ebrary. We also consulted some books which we got by inter-library loan from Mälardalen University. Conclusion: With the help of Remenyi’s approach for categorizing risks and Applegate’s approach of measuring risk impact, we have managed to develop a structured approach and reached a conclusion that proper identification and categorizing of risks can be very beneficial for an organization in numerous ways. This systematic way assists top management, project managers, IT &amp; non IT Personnel is taking preemptive measures for managing risks. The benefits it brings is that it gives an equal understanding within the organization and this structured approach gives an in-depth and clear understanding of the risks associated with IT projects.

En utmaning för dagens organisationer är att flexibelt kunna ändra sina tjänster och produkter för att kunna möta kundernas ökade krav. Att använda IT som möjliggörare är ett sätt att utveckla verksamheter. Inom den offentliga sektorn har interkommunal samverkan tagits fram som ett nytt verktyg. Interkommunal samverkan betyder att två eller flera kommuner tillsammans arbetar med ett gemensamt syfte mot ett gemensamt mål. Interkommunalt samarbete främjas ekonomiskt av staten och EU. Interkommunal samverkan sker på områden som exempelvis IT. Eftersom samverkansaktiviteter inte ingår i den vanliga organisationsstrukturen bedrivs samverkan ofta i projektform. IT-projekt är ofta mycket komplexa, vilket kan leda till att projektet misslyckas. Att ändra verksamheten genom att införa ny IT leder till ändringar i verksamheten. Ett nytt IT-system kan bli dyrare än vad som planerades eller bli oanvändbar i verksamheten.   Syftet med denna kandidatuppsats i ämnet informatik är att identifiera och beskriva uppfattade kritiska framgångsfaktorer för ett interkommunalt verksamhetsbaserat IT-projekt. Utifrån tre personliga djupintervjuer med centrala roller i det undersökta interkommunala verksamhetsbaserade IT-projektet, Projektet Värmländsk bibliotekswebb 2.0, har kritiska framgångfaktorer för det projektet undersökts och analyserats. Samtliga intervjurespondenter har lång erfarenhet av branschen och arbetssättet med samverkansprojekt.   Som studiens resultat fastställs utifrån uppsatsens litteraturgenomgång att identifiering av kritiska framgångsfaktorer är ett viktigt hjälpmedel vid styrning av verksamheter och projekt. Om dessa faktorer används är det nästan säkert att resultatet blir framgångsrikt. I denna kandidatuppsats har sex dimensioner identifierats: organisatoriska faktorer, processfaktorer, projektfaktorer, mänskliga faktorer, leverantörens miljö och tekniska faktorer. I det undersökta interkommunala verksamhetsbaserade IT-projektet identifierades 27 framgångsfaktorer som uppfattades som kritiska. Faktorer som lyftes upp genom den empiriska studien är markerade med kursiv text:   ledningens engagemang extern påverkan ansvarsfördelning 24-timmarsmyndighet marknadsföring förankring hos chefer förändringshantering kunskapshantering utbildning upphandling processledning ledarskap kommunikation tidplan dokumentation utvärdering kompetens samarbete motivation delaktighet branschkunskap produktkunskap support och service drift och underhåll hårdvara säkerhet komplexitet / One challenge for organizations today is that they need to be able to adjust their services and products in a flexible way.  Using IT as an instrument is one way to develop an organization. Inter-municipal co-operation is a tool that nowadays is widely used within the public sector. It means that two or more municipalities work together with a common scope towards a common goal. Inter-municipal co-operation is promoted financially from the government and from EU and takes place on several areas, one of these being IT. As the activities of co-operation cannot be included in the normal organisational structure the work is often carried out in a project form. IT projects are often complex by their very nature which can lead to a project failure. To make changes in an organization's functions by implementing new IT will change the organization as a whole. A new IT system can also cost far more than planned or the organisation can fail to adopt it.   The scope of this study is to identify and describe the perceived critical success factor for an inter-municipal business based IT project. The critical success factors for one inter-municipal business based IT project, the Värmländsk bibliotekswebb 2.0 project, were studied and analysed by in depth interviews with three key persons with central roles in the project. The persons who were interviewed for this study all have long experience in the branch as well as with the co-operation projects as a way of working.   As a result of the literature review of this study it can be determined that to identify critical success factors is an important method for steering both organisations and projects. Should these factors be used the success can almost be guaranteed. Six dimensions were identified in this study as follows: organizational factors, process factors, project factors, people factors, supplier factors and technical factors. In the inter-municipal business based IT project that was investigated for this study 27 different success factors were perceived as critical. Factors that emerged from the case study are marked with italic font:   management dedication external influences clear responsibilities 24-hour authority marketing management commitment change management knowledge management training procurement process management leadership communication time schedule documentation evaluation competence co-operation motivation participation branch knowledge product knowledge support and service operation and maintenance hardware security complexity

The aim of the final thesis Methods for IT investment evaluation and decision making is to verify relationship between strategy of the company its Enterprise Architecture and IT investments evaluation. To achieve the aim of the thesis is necessary to define the term of Enterprise Architecture and its relationship with IT Project Portfolio Management. The literature retrieval which follows after is focused on calculation of IT investment profitability and return. The calculation is very difficult due to intangible benefits which are one of the common goals of IT investments. The customer satisfaction, improve of the current business process or employees satisfaction are one of the examples of the intangible benefits. Cost/Benefit analysis is one of the methods depicted for calculation of the intangible benefits. Methods for decision support as Analytic Hierarchy Process are highlighted as the significant instrument. The risk analysis and simulation of the risk in IT investments decision making are also mentioned but according to the scope of thesis just very briefly. Major methods are used on the model example of the evaluation and decision making process to demonstrate the whole theoretical part of the thesis. The biggest added value of the final thesis is the deep analysis of the relationship between strategy of the company its Enterprise Architecture and IT investment evaluation. Entire final thesis should be used as the fundament for IT investment evaluation and decision making framework.

Submitted by Nadir Basilio (nadirsb@uninove.br) on 2018-02-21T15:47:54Z No. of bitstreams: 1 Rogerio Alves Soares.pdf: 1327786 bytes, checksum: de2f81862b4cbcbbd363fb93a33eb36b (MD5) / Made available in DSpace on 2018-02-21T15:47:54Z (GMT). No. of bitstreams: 1 Rogerio Alves Soares.pdf: 1327786 bytes, checksum: de2f81862b4cbcbbd363fb93a33eb36b (MD5) Previous issue date: 2016-12-16 / A importância dos projetos de Tecnologia de Informação (TI) para os negócios aumentou e os resultados dos projetos impactam diretamente a estratégia e os lucros das empresas. Neste contexto, o processo de gerenciamento de risco pode ajudar gerentes de projeto a analisar as consequências das mudanças a serem feitas no objetivo e nas baselines dos projetos. O gerenciamento de riscos também permite aos gerentes de projetos a terem uma visão holística dos projetos. Apesar dos gerentes de projetos reconhecerem a importância do gerenciamento de riscos, muitos o fazem parcialmente, ou até mesmo não conseguem gerenciar os riscos devido às dificuldades diárias e à pressão do tempo. Plataformas wiki possuem algumas características herdadas das ferramentas Web 2.0 que podem ajudar gerentes de projetos no gerenciamento de riscos. Wikis também podem ajudar gerentes de projeto a envolver suas equipes e stakeholders nas discussões, na divulgação e no monitoramento dos riscos. Esta dissertação propõe um framework, chamado Wiki for Risk Management (W4RM), a ser adotado em gerenciamento riscos de projetos de TI. A pesquisa foi dividida em três estágios: revisão de literatura, grupo focal e entrevistas conduzidas a partir de abordagem metodológica construtivista. Esta pesquisa concluiu que gerentes de projetos enfrentam uma série de dificuldades ao gerenciarem, dificuldades estas já apontadas em por outros autores na área de gerenciamento de projetos. Os resultados indicam que devido às estas dificuldades, gerentes de projetos não conseguem gerenciar riscos em seus projetos como esperado. Uma importante contribuição desta pesquisa para a teoria é uma robusta análise dos problemas existente no gerenciamento de riscos. Outra contribuição teórica é o framework proposto para gerenciamento de riscos em projetos de TI. Uma contribuição para a prática é que o framework W4RM pode ser usado por profissionais em gerenciamento de projetos. / The importance of Information Technology (IT) projects for business is increasing and project results directly impact organizations’ strategy and performance. In this scenario, risk management processes can help project managers to analyze the consequences of changes on project goals and baselines. By managing risks, project managers can have a holistic view of projects. Despite project managers recognizing the importance of risk management, many of them only manage risks partially or even, skip this process due to daily difficulties and time pressure. Wiki platforms have some characteristics and principles inherited from Web 2.0 tools that can be useful when adopted on risk management. Wikis can help project managers evolve their teams and stakeholders on the process of identifying, reporting and monitoring risks on projects. This thesis proposes a framework - the Wiki for Risk Management (W4RM) - that can be used on risk management in IT projects. The process of designing the framework was divided into three stages: literature review, one focus group and interviews based on a constructivist methodological approach. This research points out that professionals face a series of difficulties as they engage on risk management, as previously argued by other authors on project management research area. Due to these difficulties, project managers are not able to manage risks as expected. An important theoretical contribution of this research is the robust analysis existing issues on risk management in IT settings. Another contribution of this thesis is the proposed framework for risk management for IT projects. For managerial implication of this research the W4RM framework that can be used by practitioners on project management.

The diploma thesis deals with the issue of change management in the company environment according to the project management principles, following the field of e-commerce of the company. The starting point for project processing is the result of a strategic situational analysis of the external environment and the industry sector and the analysis of the current state of the company CONTROLSOUND, s.r.o. considering the strategy of information and communication technologies as well as the marketing strategy. The combination of which creates an e-commerce system. The solution to the problem of managed change is to develop proposals and plans that will serve to implement the project itself and reduce the risk of failure of the change in the company. For planning and managing the project will be used Microsoft Project Professional 2016 as a software support.