Information Technology (IT) projects continue to fail despite being managed by certified Project Management Professionals (PMP) and professionally trained non-certified Project Managers (PM). This study addressed PMPs and qualified PMs who continue to experience IT project failure at a high rate. The purpose of this qualitative multiple case study was to explore perspectives of PMs and their understanding of project management best practices in the Guide to the Project Management Body of Knowledge (PMBOK). There were 5 research questions focused on IT project failures, lessons learned, trends, deficiencies in project management framework, and adherence to standard PM practices. This study utilized a phenomenological approach and an inductive analysis based on Koskinen's theory that a lack of project management knowledge can contribute to project failure. Data were collected from open-ended interviews with 20 project managers; these data were then inductively coded and analyzed for themes and patterns. Findings yielded categories of poor scope management, cost overruns, unmanaged resources, un-realistic requirements, inadequate stakeholder management, and deficiencies in content in the PMBOK standards. The results could influence positive social change for PMs to assess the depth of project management training needed to understand early warning signs of IT project failure. These changes could promote awareness within the project management community and encourage more in-depth PM competency training.

Submitted by Mariana de Figueiredo Addison (mari_addison@hotmail.com) on 2014-12-22T17:46:41Z No. of bitstreams: 1 Dissertação_Mariana Addison_Versão Final_22_12_2014.pdf: 958768 bytes, checksum: 26ed3a66089b00f4b2d4cb9607b20cf0 (MD5) / Approved for entry into archive by ÁUREA CORRÊA DA FONSECA CORRÊA DA FONSECA (aurea.fonseca@fgv.br) on 2015-01-05T13:02:25Z (GMT) No. of bitstreams: 1 Dissertação_Mariana Addison_Versão Final_22_12_2014.pdf: 958768 bytes, checksum: 26ed3a66089b00f4b2d4cb9607b20cf0 (MD5) / Approved for entry into archive by Marcia Bacha (marcia.bacha@fgv.br) on 2015-01-13T11:36:59Z (GMT) No. of bitstreams: 1 Dissertação_Mariana Addison_Versão Final_22_12_2014.pdf: 958768 bytes, checksum: 26ed3a66089b00f4b2d4cb9607b20cf0 (MD5) / Made available in DSpace on 2015-01-13T11:40:01Z (GMT). No. of bitstreams: 1 Dissertação_Mariana Addison_Versão Final_22_12_2014.pdf: 958768 bytes, checksum: 26ed3a66089b00f4b2d4cb9607b20cf0 (MD5) Previous issue date: 2014-11-28 / The goal of the study was to understand the relevance of the PMP certification – Project Management Professional in the hiring process of managers within the civil construction field. In order to achieve this goal a qualitative research with interviews in 11 companies was conducted. Common patters in the hiring process of project managers in the civil construction companies were observed. Although, opposite to what previous research had shown, in this field the PMP certification is not a required hiring criteria for project managers. According to the companies the tools and knowledge proposed by PMI institute are considered as important after managers had been hired. From evidence that the nature of the activity and the organizational structure chosen by the specific company influence in the hiring criteria and also in the success of the projects, a research agenda is suggested. / O objetivo deste trabalho foi compreender a relevância da certificação PMP – Project Management Professional na contratação de gerentes de projetos no setor da construção civil. Para responder a questão, foi realizada uma pesquisa em 11 empresas do setor da construção civil. A partir de uma abordagem qualitativa foram observados os padrões comuns ao campo no que tange a contratação de gerentes. Ao contrário do que pesquisas anteriores indicam nesse campo a certificação PMP não é um requisito para a contratação de gerente de projetos. Verificou-se que o conhecimento das ferramentas e a certificação são considerados em momento posterior à contratação. A partir de indícios de que a natureza da atividade e a estrutura organizacional escolhida pela organização influam não só nos critérios de contratação, mas também no sucesso dos projetos, uma agenda de pesquisa é sugerida.