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>

In today's competitive business, information technology (IT) is undoubtedly an irreplaceable part of the business. Introducing different types of IT within companies is almost always proceed in a project form. Today, there are well-developed strategies, models and tools for a project manager to use for IT projects, but in spite of that, previous research points to a relatively high error rate. But what do you really mean by a successful and failed IT project? In fact, specific IT projects are often limited to being assessed and followed up only against three parameters: time, budget and results, but fail to follow up on the expected business benefit that may affect the impact targets (impact targets are the objectives that specify the effect of the project expected to give). If the follow-up is not implemented, an uncertainty is created and the expected effects that IT projects will generate are lost.   Another factor in the problem of previous research in IT projects has been found in the perspective of the user. Those who run and manage IT projects must take into account the user's real IT system challenges to optimize the usage. Looking at the specific ease of use of system implementation, the existing literature indicates that it is the biggest challenge in IT projects. Users can resist using the system, which can cause more problems than that the IT project's performance goals are not achieved. Many reasons and factors for failed IT projects are not yet identified.   The purpose of the study is to identify success factors and obstacles to the effective deployment and use of a new product management system within Fashion Retail. The study has been conducted as a qualitative study where a Fashion Retail Company was studied. The Company is considered relevant to the study as they currently carry out one of the largest IT investments in recent years. The Company will introduce a new product management system for two different concepts. The study results in three concrete success factors as well as an identified area where obstacles arise.   Three success factors: • The project management strategy Practical Project Management (PPS) Parallel with a change-friendly climate, creates an optimistic view of the introduction of the Product Management System, as well as releasing time to the project manager to eliminate any obstacles along the way. • Having users of the Product Management System in most phases through IT projects enhances and optimizes user-friendliness. • Let the supplier be seen and treated as a participant in the projects, it can free up time and improving communication between customer and supplier.  Area of Obstacles: An important but out-priority activity in IT projects (mostly due to lack of time) is to follow up and learn between projects as project managers. Here you lose important information and knowledge. How to identify success if follow-up does not happen? In an industry like Fashion Retail, characterized by major seasonal variations, high availability and external factors such as environmental and social responsibility, you depend on IT to share the information. If follow-up is more frequent and carefully, IT projects can be streamlined on time, but also economically with routines and the right actors.

Considerando a importância da TI no ambiente de negócios e os riscos inerentes ao emprego dessa tecnologia, este estudo visa buscar evidências de melhoria de desempenho de empresas com a realização de gerenciamento de riscos de TI (GRTI). A pesquisa em curso seguiu a metodologia da Hipótese de Eficiência de Mercado, na sua forma semiforte, isto é, utilizando o método de janela de eventos. Com essa metodologia estimaram-se os retornos anormais na valorização das ações de empresas, oriundos da publicação de eventos de GRTI pelas empresas de capital aberto brasileiras, obtidos a partir do site da BMF&BOVESPA. Foram analisadas todas as empresas listadas em todo o período disponível no site, isto é, de 2003 até 2016, perfazendo um total aproximado de 400 empresas em cada ano. Essa análise utilizou ferramentas de busca do próprio site para encontrar anualmente todos os documentos que contivessem menção à palavra risco. Todos os documentos públicos obtidos com essa filtragem foram examinados detalhadamente para identificar evidências de que a empresa realizou, pela primeira vez, ações de GRTI, isto é, de que a empresa anunciou ao mercado que o GRTI passou a fazer parte de suas rotinas operacionais e administrativas. Depois dessa análise pormenorizada de todos os documentos publicados por essas empresas no site da BMF&BOVESPA, chegou-se a 22 empresas que evidenciaram ao mercado que fazem GRTI. Essas 22 empresas foram examinadas à luz da metodologia de janela de eventos. Os resultados obtidos indicam que, no cenário brasileiro, não é possível afirmar que o GRTI traz uma melhora no desempenho financeiro das empresas, uma vez que a hipótese nula de alteração do valor do retorno das ações não foi invalidada. Infere-se que o mercado não percebe uma diferença de valor nas ações dessas empresas, em função dos eventos de GRTI. Com intuito de suportar teoricamente esta pesquisa, foram reunidas as principais pesquisas em governança de TI e GRTI e relacionando-as a um desempenho financeiro empresarial. / Considering the importance of IT in the business environment and the risks inherent in the use of this technology, this study aims to seek evidence of improved performance of companies with IT Risk Management (ITRM). The research followed the methodology of the Market Efficiency Hypothesis, in its semi-strong-form, that is, using the event window method. This methodology was used to estimate the abnormal returns on the valuation of companies' shares, resulting from the publication of ITRM events by Brazilian publicly traded companies, obtained from the BMF&BOVESPA website. All listed companies were analyzed throughout the period available on the site, that is, from 2003 to 2016, approximately 400 companies in each year. This analysis used search tools from the site itself to find annually all documents that contained mention to the word risk. All public documents obtained by this filtering were examined in detail to identify evidence that the company held, for the first time, ITRM actions. That is, the company announced that ITRM became part of their administrative and operational routines. After this detailed analysis of all documents published by these companies from Brazilian stock exchange, 22 companies evidenced to the market that do ITRM. These 22 companies were examined under the event window methodology. The results indicate that, in the Brazilian scenario, it is not possible to affirm that the ITRM brings an improvement in companies’ financial performance, since the null hypothesis of change shares’ return values was not negated. It is inferred that the market does not notice a difference in these companies’ share values due to ITRM events. In order to theoretically support this research, the main studies in IT governance and ITRM were gathered and related to a business financial performance.

Considerando a importância da TI no ambiente de negócios e os riscos inerentes ao emprego dessa tecnologia, este estudo visa buscar evidências de melhoria de desempenho de empresas com a realização de gerenciamento de riscos de TI (GRTI). A pesquisa em curso seguiu a metodologia da Hipótese de Eficiência de Mercado, na sua forma semiforte, isto é, utilizando o método de janela de eventos. Com essa metodologia estimaram-se os retornos anormais na valorização das ações de empresas, oriundos da publicação de eventos de GRTI pelas empresas de capital aberto brasileiras, obtidos a partir do site da BMF&BOVESPA. Foram analisadas todas as empresas listadas em todo o período disponível no site, isto é, de 2003 até 2016, perfazendo um total aproximado de 400 empresas em cada ano. Essa análise utilizou ferramentas de busca do próprio site para encontrar anualmente todos os documentos que contivessem menção à palavra risco. Todos os documentos públicos obtidos com essa filtragem foram examinados detalhadamente para identificar evidências de que a empresa realizou, pela primeira vez, ações de GRTI, isto é, de que a empresa anunciou ao mercado que o GRTI passou a fazer parte de suas rotinas operacionais e administrativas. Depois dessa análise pormenorizada de todos os documentos publicados por essas empresas no site da BMF&BOVESPA, chegou-se a 22 empresas que evidenciaram ao mercado que fazem GRTI. Essas 22 empresas foram examinadas à luz da metodologia de janela de eventos. Os resultados obtidos indicam que, no cenário brasileiro, não é possível afirmar que o GRTI traz uma melhora no desempenho financeiro das empresas, uma vez que a hipótese nula de alteração do valor do retorno das ações não foi invalidada. Infere-se que o mercado não percebe uma diferença de valor nas ações dessas empresas, em função dos eventos de GRTI. Com intuito de suportar teoricamente esta pesquisa, foram reunidas as principais pesquisas em governança de TI e GRTI e relacionando-as a um desempenho financeiro empresarial. / Considering the importance of IT in the business environment and the risks inherent in the use of this technology, this study aims to seek evidence of improved performance of companies with IT Risk Management (ITRM). The research followed the methodology of the Market Efficiency Hypothesis, in its semi-strong-form, that is, using the event window method. This methodology was used to estimate the abnormal returns on the valuation of companies' shares, resulting from the publication of ITRM events by Brazilian publicly traded companies, obtained from the BMF&BOVESPA website. All listed companies were analyzed throughout the period available on the site, that is, from 2003 to 2016, approximately 400 companies in each year. This analysis used search tools from the site itself to find annually all documents that contained mention to the word risk. All public documents obtained by this filtering were examined in detail to identify evidence that the company held, for the first time, ITRM actions. That is, the company announced that ITRM became part of their administrative and operational routines. After this detailed analysis of all documents published by these companies from Brazilian stock exchange, 22 companies evidenced to the market that do ITRM. These 22 companies were examined under the event window methodology. The results indicate that, in the Brazilian scenario, it is not possible to affirm that the ITRM brings an improvement in companies’ financial performance, since the null hypothesis of change shares’ return values was not negated. It is inferred that the market does not notice a difference in these companies’ share values due to ITRM events. In order to theoretically support this research, the main studies in IT governance and ITRM were gathered and related to a business financial performance.

The Thesis purpose is in the context of system development validate the Scrum Methodology. Projects concerning information technology are difficult to manage and tend to fail in quality, time or costs. Scrum presents a new view of the system development. Better cooperation between customers and developers, continuous follow-up on daily basis and extensive communication in the development team are all characteristics of Scrum. Scrum is described as a new paradigm by its founders but has been criticized by experts of system development too. This Thesis discuss if Scrum is a better way to develop software than older models like the Rational Unified Process and the Spiral Model with focus in five factors. The result of the study is that Scrum has given system development new ways to manage requirements and methods to push the project forward. Lack of management commitment and user involvement can be better with Scrum if the model is used in the right way. Answers concerning coding and testing differ between the respondents in the study which makes it different to make conclusions regarding this factor. / Syftet med uppsatsen är att i en systemutvecklingskontext beskriva de problem som gör att IT-projekt misslyckas och utvärdera om användningen av den agila utvecklingsmodellen Scrum reducerar problemen. IT-projekt tenderar att misslyckas och de bakomliggande orsakerna är flera. Uppsatsen grupperar misslyckande av IT-projekt i fem faktorer. Ledningsstöd, användarmedverkan, projektstyrning, kravhantering samt kodning och test. Scrum är en agil systemutvecklingsmodell som av sina skapare beskrivits som ett paradigmskifte inom systemutvecklingen. Korta tidsintervaller, självgående systemutvecklare, daglig uppföljning är några av Scrums kännetecken. För att besvara syftet har en kvalitativ datainsamlingsmetod använts. En intervjuserie med tio intervjuer och en observation ligger till grund för undersökningens resultat. All insamlad data är insamlad på fallföretaget Banverket Verksamhetsstöd IT. Undersökningen har visat att Scrum ger en del nya angreppssätt främst avseende projektstyrning och kravhantering. Scrum innehåller möjligheter för ökad användarmedverkan och ledningsstöd men det krävs konkreta åtgärder från projektorganisationen om det ska lyckas fullt ut. Uppfattningar kring kodning och test skiljer sig åt beroende på vilken respondent som frågas. Det tyder på att det saknas tydliga rutiner i det här avseendet. Slutsatsen blir därmed att Scrum reducerar några av de problem som finns i IT-projekt och därmed med fördel kan användas som en best practice.

The aim of this thesis is the proposal of a framework for creation of a business plan for IT related projects. Emphasis is targeted on proposing usable framework evolved from theoretical findings and research among IT investors. First part describes the term "business plan" on theoretical level. Moreover, the first part includes the development of IT investments in start-up projects within the USA and Europe. In the second part, there is a description of the researched problematic, goal setting of the research and the development. As a closure of the research, there are recommendations and conclusions based on the outcomes. Third part relates to a new proposed framework for creation of a business plan for IT related projects, based on the outcomes from the second part. The forth part describes practical example of the proposed framework. It includes the Executive Summary and then the complete business plan for the IT start-up project, based on the new framework.

The diploma thesis is focused on successful and unsuccessful IT projects with critical success factors detail. The purpose of the diploma thesis is obtaining a list of critical success factors in the theoretical part. The list could be interesting for success in IT projects. The list of critical success factors will be subject of examination in the practical part. Firstly I will compile a questionnaire which will contain all critical success factors from the theory. In the next step, I will meet with IT project managers who have got a lots of experiences in the branch. After that I will have completed questionnaires by IT project managers and I will evaluate critical success factors. These critical success factors will be compare with the theory. Finally I will create table with the most important critical success factors according to IT project managers.

Viele Prozess-IT-Projekte erfüllen nicht die Erwartungen des Managements, der Anwender, oder von beiden. Ein beachtlicher Anteil wird abgebrochen und scheitert damit komplett. Aber gerade der Erfolg dieser Projekte kann für den Erfolg des ganzen Unternehmens entscheidend sein. Wenn man diese Projekte als Organisationsentwicklungsprojekte mit einem klaren Fokus auf die beteiligten und betroffenen Personen betrachtet, steigt die Erfolgswahrscheinlichkeit in großem Maß. Der vorgestellte Fünf-Phasen-Plan zeigt ein Vorgehensmodell, mit dem auch große internationale und komplexe IT-Projekte erfolgreich bearbeitet werden können und wie ein nachhaltiger Erfolg für das Unternehmen sichergestellt werden kann.

Informationstechnologie (IT) ist im heutigen Marktumfeld für viele Unternehmen längst zu einem erfolgsrelevanten Faktor geworden. Den Management- und Controllingprozessen von IT-Projekten ist somit besondere Aufmerksamkeit zu widmen, da sie die IT-Fähigkeiten der gesamten Organisation maßgeblich beeinflussen. Um diese Prozesse zu bewerten und zielgerichtet weiterzuentwickeln, sind Reifegradmodelle (Maturity Models) ein effektives Instrument. Für den speziellen Bereich des IT-Projektmanagements und -controllings existiert bereits eine Vielzahl von Reifegradmodellen. Obwohl einer der meistgenannten Nutzenaspekte von Reifegradmodellen in der Verbesserung der Prozesse liegt, ist die Erfolgsquote von IT-Projekten gering. Die Gründe hierfür sind vielfältig, liegen jedoch in erster Linie in einer unzureichenden Planung, Steuerung und Kontrolle des Projektverlaufs, zu geringer Beachtung von Projektinterdependenzen sowie einer fehlenden Ausrichtung der Prozesse an einer übergeordneten Strategie (Business-ITAlignment). In der vorliegenden Arbeit werden daher einige weit verbreitete Reifegradmodelle analysiert und gegenübergestellt. Es wird unter anderem untersucht, inwiefern bestehende Reifegradmodelle zum IT-Projektmanagement die wichtigen Teilaspekte des IT-Projektcontrollings sowie des Business-IT-Alignments abbilden. Die Untersuchung zeigt vor allem zwei Schwachstellen: Zum einen fokussieren viele Modelle bei der Prozessbetrachtung lediglich auf die operative Ebene und vernachlässigen strategische Aspekte des IT-Projektmanagements und -controllings. Zum anderen liefern zwar alle Modelle eine Beschreibung der Ist-Situation, können aber kaum konkrete Hinweise oder Handlungsanweisungen zur Verbesserung der Prozesse bereitstellen. Aufgrund dieser Erkenntnisse wird ein Ansatz für ein Reifegradmodell entwickelt, welcher die identifizierten Problembereiche adressiert. Besonders die Verknüpfung strategischer und operativer Elemente des Einzel- und Multiprojektcontrollings, die Beachtung spezieller Merkmale von IT-Projekten sowie der Vorschlag konkreter Maßnahmen und Controllinginstrumente zur Prozessverbesserung können einen erheblichen Mehrwert zu bereits vorhandenen Modellen erzeugen. Das entwickelte Modell trägt somit zum Verständnis der Relevanz eines erfolgreichen IT-Projektcontrollings bei, hilft durch seine Spezialisierung die entsprechenden Prozesse genauer zu analysieren und gibt praktische Hinweise zur gezielten Verbesserung. Für eine empirische Validierung und Weiterentwicklung sind jedoch weitere Studien notwendig.