The objectives of this study was to bring out the understanding of the concept of agile IT project management; what it is and what it is not. It was also aimed at comparing the pros and cons of both agile and traditional methods of IT project management in a typical industry setting; the challenges of going purely agile, and so on. It is purely a review of literature of peer reviewed papers sourced mainly from Google Scholar. It was revealed that agile outweigh the traditional methods in terms of benefits, but its implementation poses a lot of challenges due to a number of issues, paramount among them being organizational culture and empowerment of the project team. This has resulted in a number of industries sticking to the traditional methods despite the overwhelming benefits of agile. In another school of thought, the combination of the two paradigms is the way forward.

The objectives of this study were to research into the interdependencies IT project control variables, and also come out with frameworks to help IT project managers understand how to effectively control these variables to ensure the success of IT projects. The study employed six control variables: Cost, Time (Schedule), Scope, Quality, Risk, and Benefits. A qualitative approach was adopted, where selected IT program and project managers of the Telecom industry in Ghana were interviewed individually and in a group based on a set of questions. The findings, espoused in the frameworks, reiterated the theory of the dependence of one control variable on the other, and the fact that varying one affects the others positively or negatively in relation to IT project success, as is the case for the iron triangle. Again, key activities of the control variables necessary to ensure IT project success were discovered.