Project Manager Assignment and Its Impact on Multiple Project Management Effectiveness

2017 ◽  
Vol 8 (4) ◽  
pp. 46-65
Author(s):  
Mira Thoumy ◽  
Joelle Moubarak
Keyword(s):  
Information Technology ◽  
Project Management ◽  
Random Sample ◽  
Commercial Banks ◽  
Project Managers ◽  
Project Manager ◽  
Management Effectiveness ◽  
Information Technology Projects ◽  
Multiple Project Management ◽  
Different Levels

This article aims at identifying the predictive effect of Project Manager's assignment on multiple project management effectiveness in the case of information technology projects in the Lebanese banks. The multiple project management effectiveness was measured on 3 different levels: organizational, projects success and project manager. A survey-based analysis was conducted on a random sample of 43 project managers working in 19 different Lebanese commercial banks. The results showed that most of the project manager's assignment factors influence positively the multiple project effectiveness with some exceptions.

scholarly journals A Correlational Study on Project Management Methodology and Project Success

2019 ◽  
Vol 9 (2) ◽  
pp. 56-65
Author(s):  
Michael Pace
Keyword(s):  
Project Management ◽  
Project Success ◽  
Project Managers ◽  
Project Manager ◽  
Correlational Study ◽  
Demographic Information ◽  
Moderating Variables ◽  
Multiple Project Management ◽  
The Impact ◽  
The Relationship

Abstract This non-experimental correlational study extends previous research investigating the relationship between project management methodology and reported project success, as well as the moderating variables of industry and project manager experience. The sample included North American project managers with five years’ experience, 25 years of age or older, and experience with multiple project management methodologies. The survey instrument consisted of 58 questions, utilizing a 5-point Likert scale to record responses. The survey contained three sections, including demographic information, questions related to a successful project, and questions related to a less-than successful (failed / challenged) project. 367 usable responses were received. The examination of the constructs included Pearson’s correlation coefficient as well as linear regression to determine the impact of moderating variables. Results indicated that project management methodology has a weak correlation with reported project success, and this correlation is not moderated by industry nor project manager experience. The results did not align with previously conducted studies, illustrating a need to continue the study of methods impacting success including investigating additional moderating variables.

The Rational Choice of Not Applying Project Risk Management in Information Technology Projects

2009 ◽  
Vol 40 (3) ◽  
pp. 72-81 ◽  
Author(s):  
Elmar Kutsch ◽  
Mark Hall
Keyword(s):  
Information Technology ◽  
Risk Management ◽  
Project Management ◽  
Project Managers ◽  
Project Risk Management ◽  
Management Process ◽  
Information Technology Projects ◽  
Project Risk ◽  
Risk Management Process ◽  
Project Management Institute

The management of risk is considered a key discipline by the Project Management Institute and the Association for Project Management. However, knowledge of what needs to be done frequently fails to result in action consistent with that knowledge. The reasons for this seem to have received little attention. This study researched the degree of use of project risk management and barriers that prevent IT project managers from using risk management. Interviews and a survey were carried out. The results show that, in one-third of cases, because of the problem of cost justification, no formal project risk management process was applied.

Project Management Best Practices to Increase Success

2005 ◽  
pp. 2335-2340
Author(s):  
Jeffrey L. Brewer
Keyword(s):  
Information Technology ◽  
Project Management ◽  
Management Practices ◽  
Project Manager ◽  
It Projects ◽  
Information Technology Projects ◽  
Future Directions ◽  
Job Title ◽  
Goals And Objectives ◽  
Term Objective

Utilizing good project management practices has become one of the key differentiators in delivering successful information technology projects. Kerzner (2001) defines project management as “the planning, organizing, directing, and controlling of company resources for a relatively short-term objective that has been established to complete specific goals and objectives” (p. 4). The field of project management has seen explosive growth in the amount of individuals holding a job title such as project manager, in the amount of research being conducted, and in the amount of books and articles being published. This paper explores the reasons for this growth, the reasons why project management has become so important to the on-going success of IT projects and thus the success of organizations and what future directions the field of project management will travel.

Teaching Project Management through an Information Technology-Based Method

1998 ◽  
Vol 29 (1) ◽  
pp. 10-21 ◽  
Author(s):  
Kamal Hingorani ◽  
Chetan S. Sankar ◽  
Scott W. Kramer
Keyword(s):  
Information Technology ◽  
Project Management ◽  
Case Studies ◽  
Teaching Methods ◽  
Cognitive Skills ◽  
Project Managers ◽  
Project Manager ◽  
New Information ◽  
Case Study Methods

New information technology-based teaching methods are essential to bring the issues faced by a project manager to the classrooms electronically. This paper describes implementation of a method to achieve this objective and compares its learning effectiveness with lectures and written case study methods. The major findings were that the information technology-based method was more effective compared to written case studies and lectures in developing higher-level cognitive skills and triggering interest in learning about project management. This research shows that information technology-based methods need to be deployed in order to impart higher-level cognitive skills to potential project managers.

Replacing Project Managers in Information Technology Projects

2016 ◽  
pp. 2375-2394
Author(s):  
Kirsi Liikamaa ◽  
Tero Vartiainen ◽  
Maritta Pirhonen ◽  
Heli Aramo-Immonen
Keyword(s):  
Information Technology ◽  
Project Management ◽  
Information Systems ◽  
Project Managers ◽  
Anecdotal Evidence ◽  
It Project Management ◽  
It Projects ◽  
Information Technology Projects ◽  
Education Practice ◽  
Interpretive Approach

According to anecdotal evidence, project managers working on information technology (IT) projects are occasionally replaced, although the literature on information systems (IS) and project management (PM) makes little mention of it. With a view to narrowing this knowledge gap the authors examined the reasons behind the practice. The authors took an interpretive approach to the data gathering and analysis, and collected descriptions about replacing project managers (RPM) from interviews and questionnaires (n=43). The concept of contradiction served as a lens through which to identify the underlying reasons. Contradiction refers to statements asserting or expressing the opposite of another statement. The authors identified four contradictions explaining why RPM occurs in IT projects. These contradictions show that RPM appears to be a simplistic solution when there are more fundamental issues to consider. The implications extend to education, practice, and research in the context of IT project management.

Replacing Project Managers in Information Technology Projects

2015 ◽  
Vol 6 (3) ◽  
pp. 1-19 ◽  
Author(s):  
Kirsi Liikamaa ◽  
Tero Vartiainen ◽  
Maritta Pirhonen ◽  
Heli Aramo-Immonen
Keyword(s):  
Information Technology ◽  
Project Management ◽  
Data Gathering ◽  
Project Managers ◽  
Anecdotal Evidence ◽  
It Project Management ◽  
It Projects ◽  
Information Technology Projects ◽  
Education Practice ◽  
Interpretive Approach

According to anecdotal evidence, project managers working on information technology (IT) projects are occasionally replaced, although the literature on information systems (IS) and project management (PM) makes little mention of it. With a view to narrowing this knowledge gap the authors examined the reasons behind the practice. The authors took an interpretive approach to the data gathering and analysis, and collected descriptions about replacing project managers (RPM) from interviews and questionnaires (n=43). The concept of contradiction served as a lens through which to identify the underlying reasons. Contradiction refers to statements asserting or expressing the opposite of another statement. The authors identified four contradictions explaining why RPM occurs in IT projects. These contradictions show that RPM appears to be a simplistic solution when there are more fundamental issues to consider. The implications extend to education, practice, and research in the context of IT project management.

scholarly journals Model for Managing Software Development Projects by Fixing Some of the Six Project Management Constraints

2011 ◽  
Vol 1 (1) ◽  
Author(s):  
Boris Todorović ◽  
Miroslav Matić
Keyword(s):  
Information Technology ◽  
Project Management ◽  
Software Development ◽  
Management Practice ◽  
Development Project ◽  
Project Managers ◽  
Project Manager ◽  
Software Development Project ◽  
Technology Project ◽  
Information Technology Project

This study is focused on the software development process, viewed from perspective of information technology project manager. Main goal of this research is to identify challenges in managing such projects and provide a model for delivering software solutions that satisfies client’s expectations. Project management theory describes six constraints or variables in every project, which project managers can use to better control the project and its outputs. Fixing some of the six project management constraints (scope, cost, time, risks, resources or quality) will allow project manager to focus on most important project aspects, rather than being drawn between all of the variables.This paper is aimed at information technology project managers and portfolio managers, as it describes the practical application of this model on a software development project. Findings of this research support the theory that, by applying good project management practice and focusing on project/business-critical requirements, will enable project managers to complete projects successfully and within tolerance limits. Results show that by identifying key business constraints, project managers can create good balance of six constraints and focus on the most important ones, while allowing other constraints to move between limits imposed by clients and stakeholders.

scholarly journals Leadership Qualities in Project Management

2021 ◽  
Vol 6 (521) ◽  
pp. 240-245
Author(s):  
H. Y. Luchko ◽  
◽  
I. V. Kohut ◽  
Keyword(s):  
Project Management ◽  
Professional Competence ◽  
External Environment ◽  
Project Managers ◽  
Project Manager ◽  
Effective Management ◽  
Leadership Qualities ◽  
Dynamic Changes ◽  
Management Standard ◽  
The Individual

This article is aimed at researching the phenomenon of leadership, analyzing the qualities of project leaders and defining the key qualities that project managers should have to effectively manage teams and achieve maximum results. The article defines that in order to ensure effective management of the project team with dynamic changes in the external environment, the project manager must be not only a director, but also a leader at the same time. It is precisely the leadership qualities of the project manager, which provide the ability to coordinate the team’s work in such a manner that certain results be achieved, i.e., the expectations of the main stakeholders be fulfilled or exceeded. The article examines the most characteristic traits inherent in leaders, which are highlighted by various researchers of the «traits theory». It is determined that of importance for a project manager is not only certain traits of the leader, but also professional competence. The criteria for assessing the level of competence of project managers in accordance with the ICB4 standard, as well as the necessary skills in relation to the individual competence of «Leadership», are specified. The main qualities and skills of the leader-manager according to the latest version of the PMBOOK project management standard are also considered. The research carried out by the authors resulted in distinguishing the most important qualities of the leader, which, combined with the necessary professional knowledge and skills, will allow project managers to become successful and effective in team cohesion to achieve the best results in project activities. The traits allocated as result of the research, such as responsibility, perseverance, ability to cooperate, kindness and others, will allow project managers to be successful leaders of their teams and to effectively manage projects and programs.

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