Improving IT project oversight

Abstract

fe a t u r e a r t i c l e Timothy IijimaO rganizations spend a disproportionate share of their IT budgets on "projects"-primarily, systems implementations. Because of their scale and their impact to company operations, the risk of these IT projects is significant. Nonetheless, oversight by external and internal audit tends to be cursory. In this article we will explore the risks and implications of IT projects, the nature and limitations of current IT project oversight programs, the profile of leading-edge oversight programs, and practical oversight steps companies can consider.

Risk Management in Global CRM IT Projects

“…Other effective ways of managing the risks are to use practice-based approach like PRojects IN Controlled Environments (PRINCE) or capability maturity model integration (CMMI), and information technology infrastructure library (ITIL) (Pritchard & PMP, 2014). Researcher also suggests to manage risks across software development life cycle (SDLC) and a strategy to mitigate (Iijima, 2011). However, risk management as a process has some apprehensions carried by IT project managers.…”

“…However, risk management as a process has some apprehensions carried by IT project managers. The first apprehension is that risk management is an overhead for the IT consultant, the second is the cost attached to the process of risk management, and the third is the set of project manager's priorities, such as getting the projects on schedule, time, and cost (Iijima, 2011). The other inhibitions are hindsight or uncertainty in project, problem of ownership of the process, cost justification for managing the process, lack of expertise, and stakeholder anxiety (Kutsch & Hall, 2009).…”