scholarly journals Risk Management in Information Technology Project: An Empirical Study

2016 ◽  
Vol 7 (3) ◽  
pp. 191 ◽  
Author(s):  
Kornelius Irfandhi
Keyword(s):  
Information Technology ◽  
Risk Management ◽  
Dynamic Environment ◽  
Monitoring And Control ◽  
It Projects ◽  
Risk Manager ◽  
It Project ◽  
Information Technology Project ◽  
Negative Impacts ◽  
And Control

The companies are facing some risks due to changes in a dynamic environment. If risks are not managed properly, it will have some negative impacts on the companies at the present and the future. One important function of the Information Technology (IT) governance is risk management. Risk management in IT project aims to provide a safe environment for IT projects undertaken. Risk management becomes an important process for the success of IT projects. This article discussed the risk of IT project and whether there was a relationship between risk management and the success of the project. The method used was performing a literature review of several scientific articles which published between 2010 and 2014. The results of this study are the presence of risk management and risk manager influence the success of the project. Risk analysis and risk monitoring and control also have a relationship with the subjective performance of IT projects. If risk management is applied properly, the chance of the success of the projects undertaken can be increased. 

scholarly journals PENGUKURAN RISIKO PROYEK PADA PERUSAHAAN TEKNOLOGI INFORMASI DI INDONESIA

2009 ◽  
Vol 3 (2) ◽  
pp. 70
Author(s):  
Rudy M Harahap ◽  
Andri Setiawan ◽  
Adi Subakti Kurniawan ◽  
Merlin Mulia
Keyword(s):  
Information Technology ◽  
Risk Management ◽  
Risk Mitigation ◽  
Development Project ◽  
It Projects ◽  
Software Development Project ◽  
It Project ◽  
Information Technology Project ◽  
Project Risks ◽  
Implementation Failure

The success rate of information technology (IT) projects is still low. Based on one survey done in 1990s, only about 10% of software development project could be finished according to its planned budget and schedule. Another study in 1995 found that only 16.2% IT project succeed, and at the same time more than 31% IT projects were cancelled before finished. It has been found a lot of IT projects had been implemented with swelling budget. Although it is still debatable, one of the reasons of IT project implementation failure is because risk management in some IT projects is not implemented by the IT providers. The objectives of this research are to get knowledge and assess risks in implementing IT projects. This research also gives recommendations in mitigating IT project risks. In two projects that were used as sample of this research, it has been found some risks that could be happened in IT projects. That risks were then assessed based on the probability and its impact, and finally produced the recommendation for risk mitigation. All risks are described in the Risk Priority, moreover risk probability and impact is described in the probability-impact matrix from all of 4 levels. This research could improve the awareness of IT providers in Indonesia about the important of implementing IT risk management so that more IT projects in Indonesia could be run successfully.Keywords: Risk assessment, information technology project, impact, frequency

Computational Intelligence for Information Technology Project Management

2012 ◽  
pp. 1601-1624
Author(s):  
Robert J. Hammell ◽  
Julie Hoksbergen ◽  
James Wood ◽  
Mark Christensen
Keyword(s):  
Information Technology ◽  
Project Management ◽  
Computational Intelligence ◽  
Intelligent Systems ◽  
Project Managers ◽  
Success Rates ◽  
It Projects ◽  
It Project ◽  
Information Technology Project ◽  
Information Technology Project Management

With the growing complexity of information technology (IT) projects, the management of these projects is proving to be a daunting task. The magnitude of this problem is underscored by the assertion that approximately 70% of IT projects fail to meet their objectives (Lewis, 2007). Computational intelligence (CI) is an area of research focused on developing intelligent systems to help with complex problems. Specifically, CI seeks to integrate techniques and methodologies to assist in problem domains in which information, data and perhaps even the problem itself are vague, approximate, and uncertain. It would seem that research aimed at leveraging the power of CI against IT project management problems is critical if IT project success rates are to be improved. This work examines the core CI technologies – fuzzy logic, neural networks, and genetic algorithms – and looks at current and potential future applications of these techniques to assist IT project managers.

Computational Intelligence for Information Technology Project Management

2010 ◽  
pp. 80-104 ◽  
Author(s):  
Robert J. Hammell ◽  
Julie Hoksbergen ◽  
James Wood ◽  
Mark Christensen
Keyword(s):  
Information Technology ◽  
Project Management ◽  
Computational Intelligence ◽  
Intelligent Systems ◽  
Project Managers ◽  
Success Rates ◽  
It Projects ◽  
It Project ◽  
Information Technology Project ◽  
Information Technology Project Management

With the growing complexity of information technology (IT) projects, the management of these projects is proving to be a daunting task. The magnitude of this problem is underscored by the assertion that approximately 70% of IT projects fail to meet their objectives (Lewis, 2007). Computational intelligence (CI) is an area of research focused on developing intelligent systems to help with complex problems. Specifically, CI seeks to integrate techniques and methodologies to assist in problem domains in which information, data and perhaps even the problem itself are vague, approximate, and uncertain. It would seem that research aimed at leveraging the power of CI against IT project management problems is critical if IT project success rates are to be improved. This work examines the core CI technologies – fuzzy logic, neural networks, and genetic algorithms – and looks at current and potential future applications of these techniques to assist IT project managers.

Relations Between Common Understanding and Experience: Case Study of an International Information Technology Project

2016 ◽  
Vol 15 (04) ◽  
pp. 1650046 ◽  
Author(s):  
Miwa Nishinaka
Keyword(s):  
Information Technology ◽  
Literature Review ◽  
It Projects ◽  
Technology Project ◽  
It Project ◽  
Information Technology Project ◽  
The Subject ◽  
Employee Experience ◽  
Common Understanding

This study examines the process of building common understanding in a case study of an international information technology (IT) project. A literature review situates the subject of common understanding among fields of research and identifies issues that are insufficiently explored. Our quantitative and qualitative surveys in the case study reveal that common understanding relates to experience. It also establishes that there are situational variations in common understanding. The theoretical implications are presented about the acquisition of common understanding in diverse organisations and the relations to employee experience. It shows that the nature of common understanding shifts from inductive to deductive knowledge as employees accumulate experience in international IT projects.

Information Technology Project Management to Achieve Efficiency in Brazilian Companies

2003 ◽  
pp. 260-271 ◽  
Author(s):  
Marly M. de Carvalho ◽  
Fernando J.B. Laurindo ◽  
Marcelo de Paula Pessoa
Keyword(s):  
Information Technology ◽  
Project Management ◽  
Financial Services ◽  
Building Materials ◽  
Theoretical Models ◽  
Maturity Model ◽  
It Projects ◽  
It Project ◽  
Information Technology Project ◽  
Information Technology Project Management

This chapter focuses on applying the best practices in Information Technology (IT) project management in Brazil. The theoretical models adopted to discuss this issue are the Capability Maturity Model - CMM (Humphrey, 1989; Paulk et al., 1995), Project Management Maturity Model – PMMM (Kerzner, 2000 and 2001); the Project Management Body of Knowledge - PMBoK (PMI, 2000), and Quality Systems for software - ISO9000-3 (2001) and ISO 12207 (1995). Several problems have been discussed regarding the efficiency of IT projects. Evaluation of efficiency is a controversial issue, and meeting project efficiency goals involves balancing scope expectations and the available resources. This chapter presents IT project cases in Brazilian companies and a comparative analysis of their IT projects management models. The study is based on multiple cases: financial services, telecommunications and building materials companies. Interviews with the main actors from different levels of the organisational hierarchy have been done.

Risk Management in Global CRM IT Projects

2020 ◽  
Vol 8 (2) ◽  
pp. 156-172
Author(s):  
G. K. Deshmukh ◽  
Hory Sankar Mukerjee ◽  
U. Devi Prasad
Keyword(s):  
Information Technology ◽  
Risk Management ◽  
Project Managers ◽  
Final Outcome ◽  
Customer Relationship ◽  
Management Process ◽  
It Projects ◽  
Technical Performance ◽  
Risk Management Process ◽  
It Project

Global information technology projects are risky with failure rates for customer relationship management information technology (CRM IT) projects estimated to 70 percent. These failures are often due to multiplicity of factors including poor risk management. The project management literature points out four broad types of risks: technical, external, organizational, and other risk factors. Project manager’s basic job, therefore, becomes to manage the risks and ensure that an IT project is steered to completion while meeting the objectives. Unmanaged risks run into chances of failure and ultimately impacting the CRM project and the reputation of the consultant. Payne and Frow’s (2005) advocates the need for a structured study on the information technology implementations of these projects. The objectives of the study are to investigate: how project risks in CRM- IT implementations impact the final outcome and how the risk management process adopted by the IT project manager impacts the final outcome of the project. The research was conducted administering questionnaire to 135 project managers. It was found that project risk impact cost, time, and technical performance and risk management process impacts planning, support of customers as well as top management.

Information Technology Project Risk Management: Bridging the Gap between Research and Practice

2012 ◽  
Vol 27 (1) ◽  
pp. 17-34 ◽  
Author(s):  
Hazel Taylor ◽  
Edward Artman ◽  
Jill Palzkill Woelfer
Keyword(s):  
Risk Assessment ◽  
Information Technology ◽  
Risk Management ◽  
Assessment Process ◽  
Project Risk Management ◽  
It Projects ◽  
Project Risk ◽  
Research And Practice ◽  
Risk Assessment Process ◽  
It Project

The gap between research and practice is strikingly evident in the area of information technology (IT) project risk management. In spite of extensive research for over 30 years into IT project risk factors resulting in normative guidance on IT project risk management, adoption of these risk management methods in practice is inconsistent. Managing risk in IT projects remains a key challenge for many organizations. We discuss barriers to the application of normative prescriptions, such as assessments of probability and impact of risk, and suggest a contingency approach, which addresses the uncertainties, complexities, and ambiguities of IT projects and enables early identification of high-risk projects. Specifically, in a case study, we examine how the project management office (PMO) at one organization has bridged the gap between research and practice, developing a contingency-based risk assessment process well founded on research knowledge of project dimensions related to project performance, while also being practical in its implementation. The PMO's risk assessment process, and the risk spider chart that is the primary tool in this assessment, has proven to be effective for surfacing inherent risk at the early stages of IT projects, thereby enabling the recommendation of appropriate management strategies. The PMO's project risk assessment process is a model for other organizations striving to engage in effective and collaborative practices in order to improve project outcomes. The case illustrates the importance of considering the practical constraints of the context of application in order to transform research findings into practices that promote attainment of desired outcomes.

Information Technology of Remote Monitoring and Control

2021 ◽  
Author(s):  
Oksana Mnushka ◽  
Volodymyr Savchenko ◽  
Serhii Leonov ◽  
Olena Shaposhnikova
Keyword(s):  
Information Technology ◽  
Remote Monitoring ◽  
Monitoring And Control ◽  
Remote Monitoring And Control ◽  
And Control

Reasons Behind IT Project Failure

2013 ◽  
pp. 188-202 ◽  
Author(s):  
Emad Abu-Shanab ◽  
Ashraf Al-Saggar
Keyword(s):  
Information Technology ◽  
Empirical Study ◽  
Project Success ◽  
Time Cost ◽  
It Projects ◽  
Project Failure ◽  
Technology Changes ◽  
It Project ◽  
It Project Failure ◽  
Future Work

Information Technology (IT) projects have high failure and escalation rates because of the nature of domain and the rapid technology changes. It is important to understand the factors causing IT project success or failure. This chapter reviews the literature related to project failure and escalation and concludes with 17 important factors that cause IT projects to fail and 10 factors that contribute to the escalation of projects in time, cost, or scope. The concluded factors are utilized in an empirical study to explore the Jordanian environment and check the rank of these factors as perceived by Jordanian specialists. Conclusions and future work are stated at the end of this chapter.

Managing Information Technology Projects Using Agile Methodology

2021 ◽  
pp. 123-146
Author(s):  
Alice S. Etim ◽  
Chandra Prakash Jaiswal ◽  
Marsheilla Subroto ◽  
Vivian E. Collins Ortega
Keyword(s):  
Information Technology ◽  
Project Management ◽  
Developmental Stages ◽  
Sub Saharan Africa ◽  
It Projects ◽  
Information Technology Projects ◽  
Agile Methodology ◽  
It Project ◽  
Product Delivery ◽  
Sub Saharan

The management of information technology (IT) projects has experienced a shift from predictive and traditional project management methodology to more adaptive practices like Agile. Agile method and its developmental stages are a response to current business-changing trends and computing needs of society. The process assists in accelerating product delivery with rapid feedback and cost-conscious, consecutive iteration, distinguishing it from other traditional practices like the waterfall method. This chapter contributes to the existing literature by discussing agile project management for IT projects, with a specific case of the Africa IT project – the Books for Africa Project (hereafter called, Book Project). The first part of the chapter is used to review the literature on Agile IT projects. The Book Project as a case is an IT project, and it is discussed in detail in the chapter. The chapter concludes with transferable lessons for projects in developing countries, specifically those located in Sub-Saharan Africa.

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