Positive Psychology in Information Technology Project Management

2013 ◽  
Vol 4 (4) ◽  
pp. 35-50 ◽  
Author(s):  
Joseph Natovich ◽  
Zeev Derzy ◽  
Rachel Natovich
Keyword(s):  
Project Management ◽  
Positive Psychology ◽  
Cognitive Theory ◽  
Initial Study ◽  
Bad News ◽  
It Project Management ◽  
Technology Project ◽  
Information Technology Project ◽  
Information Technology Project Management ◽  
The Impact

This paper is an initial study on the impact of positive psychology on IT project management. Prior studies have found that High Psychological Positive Capital (PsyCap) of individuals is positively correlated with their work satisfaction and higher performance. PsyCap comprises individual's positive capacities of optimism, hope, resilience and efficacy. Drawing from Beck's cognitive theory, the authors hypothesized that High PsyCap PMs, when required to report bad news to a client, are inclined to consider the project-oriented reasons rather than the personal-oriented ones. As a result, they are more willing to report bad news compared to Low PsyCap PMs. A questionnaire consisting of four cases of bad news in IT projects, together with PsyCap tests, was distributed to professional communities on the internet. Data was collected from 42 respondents. The results of the statistical analysis have shown some support for our hypotheses. The research encourages more research on PsyCap contribution on various aspects of project performance and success. Such research may also have practical implications for PM recruiting and training.

Bringing the User into the Project Development Process

2011 ◽  
pp. 105-113 ◽  
Author(s):  
Daniel W. Surry
Keyword(s):  
Project Management ◽  
System Development ◽  
Life Cycles ◽  
It Project Management ◽  
Comprehensive Overview ◽  
Technology Project ◽  
Advantages And Disadvantages ◽  
Agile Methodologies ◽  
Information Technology Project ◽  
Information Technology Project Management

This chapter will discuss more than 20 system development life cycles (SDLC) found in the Information Technology project management arena, whereby, a comprehensive overview of the SDLCs history as well as the trigger that instigated its development would be laid out. Subsequently, the chapter will discuss the advantages and disadvantages of using SDLC, whereby the chapter will explain where and when to use which SDLC. As such, the chapter will classify the different SDLCs into three non-exclusive categories: Traditional methodologies, agile methodologies, spiral methodologies and other types of methodologies that used in IT project Management.

Applying Agile Principles in Teaching Undergraduate Information Technology Project Management

2018 ◽  
Vol 14 (3) ◽  
pp. 29-40
Author(s):  
Joseph Budu
Keyword(s):  
Project Management ◽  
Teaching And Learning ◽  
Comprehensive Evaluation ◽  
Learning Activities ◽  
Traditional Teaching ◽  
It Project Management ◽  
Technology Project ◽  
Student Cohorts ◽  
Information Technology Project ◽  
Information Technology Project Management

This article describes how the traditional teaching and learning activities over the years have been challenged to be agile - easily adaptable to changing classroom conditions. Despite this new phenomenon, there is a perceived paucity of agile-in-teaching research. Available studies neither focus on the use of agile principles beyond delivering software developmental courses. Research in this area has not provided longitudinal insights into the evolution of agile implementation in teaching and learning. Further, they lack a comprehensive evaluation of teaching and learning activities using agile principles. This article responds using an account of how agile principles guided the delivery of an IT Project Management course to three different student cohorts over three academic years. An evaluation of these activities demonstrates skillful adaptation of the principles to achieve learning outcomes. Implications of agile-in-the-classroom research are discussed.

Project Management in IT Type University Spin-Offs

2016 ◽  
pp. 138-153
Author(s):  
Anna Szopa ◽  
Beata Jałocha
Keyword(s):  
Information Technology ◽  
Project Management ◽  
Organizational Structure ◽  
Business Failure ◽  
Management Process ◽  
Technology Project ◽  
Industry Competition ◽  
Management Processes ◽  
Information Technology Project ◽  
Information Technology Project Management

Poor project management in IT companies, strong industry competition, and small firm fragility are some of the most often cited arguments to justify business failure. This chapter provides an integrated view of concepts involved in information technology project management in university spin-off companies. It includes a presentation of a success story of an IT university spin-off, which from the very beginning of its activity focused mainly on project management processes. The chapter explains how university spin-off organizational structure influences the project management process and discusses important methods and approaches that can determine IT spin-off successes.

Project Management Practices and Project Manager Traits as a Key to Successful Information Systems Implementation

2011 ◽  
Vol 1 (1) ◽  
pp. 37-51
Author(s):  
Evon M.O. Abu-Taieh ◽  
Jeihan M. Abu-Tayeh ◽  
Alia Abu-Tayeh
Keyword(s):  
Information Technology ◽  
Project Management ◽  
Information Systems ◽  
Best Practices ◽  
Management Practices ◽  
Project Manager ◽  
Technology Project ◽  
Science And Art ◽  
Information Technology Project ◽  
Information Technology Project Management

Information Technology project management lingers between science and art. Many will not dwell on such a thought, and define the information technology project manager as the one person that gets the information technology project done. This paper introduces 74 best practices and traits for the novice information systems project manager. The 74 personal traits and best practices were collected from 35 project managers and are based on personal experiences on a number of IT projects. This article provides an interactive platform for the information system technology project manager by catering to their needs for practical insights toward efficient and individually tailored project management.

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