Project Management for Information Technology (IT): Design of an anticipated IT project that would contribute to the achievement of the strategic goals of an organization - a case study of Water Resources Commission (WRC), Ghana

2021 ◽  
Vol 9 (3) ◽  
pp. 117-129
Author(s):  
Francis Kwadade-Cudjoe
Keyword(s):  
Information Technology ◽  
Project Management ◽  
Success Factors ◽  
Key Success Factors ◽  
National Organizations ◽  
Strategic Goals ◽  
The Right ◽  
Tools And Techniques ◽  
Roll Out

Project management is the application of knowledge, skills, tools and techniques applied to project activities in order to roll out products / services to meet / exceed the needs and expectations of stakeholders. Project management has been popular within the Information Technology department of organizations for quite some time, and the approach for tackling the tasks involved is demanding. In that sense, getting the right and qualified human resource for handling such projects is one of the key success factors, for achieving results. Really dedicated and experienced IT professionals are scarce globally, and as the profession is also quite new to most people, there is a shortage of staff. In addition is the fear of not achieving objectives / goals if one ventures into it. However, with globalization being the norm currently, and multi-national organizations spreading / moving out to countries with less / cheaper labour costs, there is the need to get people to specialize in handling projects successfully. Executing IT projects successfully is the bane of most organizations, as the activities are technical and, in addition involve huge costs of expenditures.

MANAGING DIGITAL TRANSFORMATION IN DIGITAL BUSINESS ECOSYSTEMS

2021 ◽  
Author(s):  
TIINA TAWASTSTJERNA ◽  
HEIDI OLANDER
Keyword(s):  
Success Factors ◽  
Collaborative Governance ◽  
Digital Transformation ◽  
Key Success Factors ◽  
Multiple Partners ◽  
Business Ecosystems

Previous research has increased our understanding of digital transformation (DT) and digital business ecosystems as independent topics. Less is known about how DT unfolds in digital business ecosystems. Such collaborative creation of digital innovations is affected by individual actors and by ecosystem as a whole. Based on an empirical case study of an ecosystem facilitator company and its digital business ecosystems as embedded cases, this paper contributes to the understanding of key success factors in new digital business ecosystems. The findings support collaborative governance as an important tool in leading the DT among multiple partners. Moreover, the findings present the concept of a common rulebook, including the practices, principles, guidelines, tools, handshakes, and boundaries, as an enabler for ways of working in an ecosystem. Managers can use this paper to increase their understanding on the governance of digital business ecosystems and to clarify their organisational expectations when participating in joint endeavours involving DT.

scholarly journals Percepciones en torno a una educación remota y a una educación híbrida universitaria durante la pandemia de la COVID-19: estudio de caso

2021 ◽  
pp. 25-39
Author(s):  
Jorge Balladares Burgos
Keyword(s):  
Higher Education ◽  
Blended Learning ◽  
Success Factors ◽  
Formal Concept ◽  
Research Approach ◽  
Strategic Learning ◽  
Remote Education ◽  
Key Success Factors ◽  
Estudio De Caso

El presente artículo tiene como propósito realizar un estudio sobre las percepciones en torno a una educación remota y a una educación híbrida en la educación superior.  El estudio de caso de un programa universitario de posgrado se articula con el enfoque de la investigación basada en el diseño para analizar percepciones sobre una educación remota en tiempos de pandemia e identificar factores claves de éxito para una nueva normalidad educativa a partir de los microciclos de la fase de implementación.  Entre los hallazgos, se reconoce que una educación remota respondió a la emergencia de la pandemia y se identificaron factores claves de éxito tales como la temporalización del proceso de enseñanza y aprendizaje, la docencia sincrónica, el diseño tecnopedagógico de los entornos virtuales de aprendizaje, y la transformación digital universitaria.  Estos resultados permiten resignificar el concepto tradicional de educación híbrida incorporando fortalezas de la educación remota, y reposicionándola como una modalidad de estudio estratégica para una nueva normalidad educativa que recupere progresivamente la presencialidad y expanda el aprendizaje de los estudiantes. La presente investigación contribuye a plantear pistas desde la educación híbrida hacia una renovada educación postpandemia. The purpose of this article is to lead a case study on perceptions around remote education and hybrid education in higher education.  The case study of a graduate university program is articulated by the design-based research approach for analyzing perceptions about remote education in the Covid-19 pandemic and to identify key success factors for new educational normality through the microcycle of análisis and exploration.  Among the findings, it is recognized that remote education responded to the emergency of the pandemic and identified key success factors such as teaching and learning timing, synchronous teaching, instructional design of virtual learning environments, and digital transformation in universities. These results allow us to re-signify the formal concept of blended learning including key strengths of remote learning and consider it as a strategic learning model for new higher education normality that will progressively recover face-to-face classrooms and expand students’ learning. This research contributes to raising clues from blended learning to renovate post-pandemic education

IT Outsourcing Success Factors

2015 ◽  
pp. 183-199 ◽  
Author(s):  
Georg Hodosi ◽  
Robert Kaye ◽  
Lazar Rusu
Keyword(s):  
Success Factors ◽  
Case Study Research ◽  
Research Problem ◽  
Research Literature ◽  
It Outsourcing ◽  
Medium Size ◽  
Outsourcing Success ◽  
Research Gap ◽  
The Right

In this chapter, the Success Factors (SFs) for IT Outsourcing (ITO) are explored. The research literature has a bias towards large companies, neglecting medium-sized companies. Moreover, no comparative studies regarding the SFs were found related to the size of companies. These circumstances force medium-sized buyers to turn to practitioner literature, which is dominated by guidelines produced by the providers. Therefore, this chapter identifies the research problem: the lack of knowledge about ITO SFs for medium size companies, including whether SFs for large companies, are applicable for medium-sized ones as well. The used case study research shows that medium-sized companies should use the SFs from large companies. However, 2 out of 11 studied SFs have better efficiency for large companies. This result helps medium-sized companies' ITO decision makers understand the SFs of ITO and thus closes the research gap. Implementing the right SFs should improve the ITO performance.

The Roles of Information Technology and Knowledge Management in Project Management Metrics

2016 ◽  
pp. 229-259
Author(s):  
Kijpokin Kasemsap
Keyword(s):  
Information Technology ◽  
Information System ◽  
Knowledge Management ◽  
Project Management ◽  
Organizational Performance ◽  
Business Performance ◽  
Global Business ◽  
It Capability ◽  
The Social ◽  
Strategic Goals

This chapter reveals the roles of Information Technology (IT) and Knowledge Management (KM) in Project Management (PM) metrics, thus explaining the theoretical and practical concepts of IT, IT capability, Information System (IS) effectiveness, KM, and PM; the measures of IT, KM, and PM metrics; and the significance of IT and KM in PM metrics. The fulfillment of IT and KM is essential for modern organizations that seek to serve suppliers and customers, increase business performance, strengthen competitiveness, and achieve constant success in global business. Therefore, it is crucial for modern organizations to explore their IT and KM applications, establish a strategic plan to routinely inspect their functional advancements, and promptly respond to the IT and KM needs of customers. The chapter argues that applying IT and KM in PM metrics has the potential to enhance organizational performance and achieve strategic goals in the social media age.

Some Key Success Factors in Web-Based Corporate Training in Brazil

2010 ◽  
pp. 188-207
Author(s):  
Luiz Antonio Joia
Keyword(s):  
Goal Orientation ◽  
Success Factors ◽  
Corporate Training ◽  
Web Based ◽  
Critical Dimensions ◽  
Key Success Factors ◽  
Critical Success ◽  
Quantitative Data Analysis ◽  
Multiple Case

Brazilian companies are increasingly turning to web-based corporate training by virtue of the fact that they need to train their employees within tight budget constraints in a country of continental dimensions. However, most of these companies do not know what the critical success factors in these endeavors are. Therefore, this chapter seeks to investigate some key success factors associated with such digital enterprises. In order to achieve this, the multiple case study method is used, whereby two cases, both conducted within the same Brazilian company, leading to opposite outcomes – a success and a failure – are analyzed in depth. Accordingly, the two aforementioned cases are investigated by using quantitative data analysis based on bi- and multi-variate linear regressions, as well as t-tests. The conclusions were that “Goal Orientation”, “Source of Motivation”, and “Metacognitive Support” were the three critical dimensions in these two web-based corporate training programs under analysis.

scholarly journals Strategies for Leveraging Crowds

2020 ◽  
Vol 12 (1) ◽  
pp. 25-29
Author(s):  
Linus Dahlander ◽  
Henning Piezunka
Keyword(s):  
Success Factors ◽  
The Other ◽  
Analytic Method ◽  
Key Success Factors ◽  
The Right ◽  
Key Questions

AbstractCrowds can be very effective, but that is not always the case. To actually render the usage of crowds effective, several factors need to be aligned: crowd composition, the right question at the right time, and the right analytic method applied to the responses. Specific skills are mandatory to tap into the creativity of a crowd, harness it effectively and transform it into offers that markets value.The “DBAS” framework is recommended to successfully implement a crowd project. It consists of four stages, and in each phase some key questions need to be addressed. Each decision along the DBAS pathway matters and how you navigate each stage can either reinforce or undermine decisions made at the other stages. The right degree of innovativeness, listening to contributors and informing participants openly about the fate of rejected ideas are key success factors that require special attention. To continually improve the odds of success, crowdsourcing should best be treated as a continual iterative churn.

scholarly journals Scaling up Smart City Logistics Projects: The Case of the Smooth Project

Smart Cities ◽  
2021 ◽  
Vol 4 (4) ◽  
pp. 1337-1365
Author(s):  
Eleonora Sista ◽  
Pietro De De Giovanni
Keyword(s):  
Smart City ◽  
Success Factors ◽  
Scale Up ◽  
Pilot Project ◽  
Scaling Up ◽  
City Logistics ◽  
Structured Interviews ◽  
The City ◽  
Roll Out

A large number of smart city logistics projects fail to scale up, remaining a local experimental exercise. This lack of scalability is, in fact, commonly recognized as a major problem. This study aims to determine the key success factors related to the scalability of smart city logistics projects. The process of scaling up, which is articulated as expansion, roll-out, and replication, is defined as the ability of a system to improve its scale by aiming to meet the increasing volume demand. Specifically, this study investigates the scalability intended to be used as expansion and roll-out. A qualitative case study was conducted to fulfill the research purpose. The chosen case study is SMOOTh, a pilot project currently underway in the city of Gothenburg, Sweden, involving a diverse group of companies including Volvo Group and DHL. Semi-structured interviews were conducted with seven of the project’s stakeholders. Through a thematic analysis, four categories and the respective success factors were identified. These were represented by a business model, as well as technical, stakeholder and regulatory factors. The paper concludes with observations and recommendations aimed at the pilot initiatives, adding new perspectives to the upscaling debate.

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