Increase ICT Project Success with Concrete Scope Management

Dekkers, Carol; Forselius, Pekka

doi:10.1007/978-3-540-73460-4_36

Cited by 13 publications

(20 citation statements)

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“…Scope management is defined as a key knowledge area within the PMBoK ® and is positioned as being a core component of project success (PMI 2014). The literature supports the link between project success, the formal management of requirements and project scope (Dekkers and Forselius 2007;Parsons-Hann and Liu 2005;Tamai and Kamata 2009).…”

Section: Management Of Scopementioning

confidence: 84%

Elucidation of IS project success factors: an interpretive structural modelling approach

2019

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This study extends the debate surrounding the components of IS project success by reviewing success factors from the perspective of their interdependency and influence on each other. This research utilises interpretive structural modelling as the methodology and framework to develop the relationships between the selected factors. This approach is presented as a mechanism that can provide greater insight to the underlying causal interrelationships associated with IS project success and the successful transition to operations. The findings identify a number of key outcomes that have significant driving influence on other interconnected factors in the final model. This study highlights the benefits of an interpretive approach where IS factor interrelationships can be modelled to demonstrate potential influence on other connected factors thereby, increasing the chances of project success.

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Section: Management Of Scopementioning

confidence: 84%

Elucidation of IS project success factors: an interpretive structural modelling approach

2019

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“…Incomplete information stifles project progress and project success (Babar, Ghazali & Jawawi 2014;Dekkers & Forselius 2007;Marnewick 2013). …”

Section: Uncertaintymentioning

confidence: 99%

Conceptualising a multidimensional model of information communication and technology project complexity

Joseph

2017

S. Afr. j. inf. manag.

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Background: Information communication and technology (ICT) projects are different from other projects, such as construction, and require a new perspective to determine their true nature. The lacklustre state of ICT projects has plagued researchers and practitioners for decades as they are yet to understand why ICT projects do not perform. Literature places significant emphasis on success criteria and success factors for determining project success, but this is a unilateral view as the level of complexity involved is underestimated. ICT projects, however, are multifaceted as there are a number of dimensions that influence the management and outcome of a project.Objectives: This article aimed to illuminate how the dimensions are interdependent and interconnected through the construction of a conceptual model of ICT project complexity.Methods: Content analysis was used to identify and understand the various dimensions and facilitated construction of the model.Results: The article identified five dimensions that affect ICT projects, viz. project success, project lifecycle, project complexity, project types and project methods. Each dimension was analysed to understand the key constructs and elements that need to be considered. The dimensions were mapped in a multidimensional model.Conclusion: The multidimensional model of ICT project complexity can be used by ICT project managers to more effectively manage projects as they are provided with a greater understanding of ICT project influences.

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“…empirically and statistically [29][30][31][32][33][34][35][36]. The studies showed that various factors like Management commitment, financial constraints, organisational structure, reward system, education and training of project teams play a crucial role in the successful management of projects.…”

Section: Overview Of Related Researchmentioning

confidence: 99%

Defining and Formalising Project Management Models and Processes

Singh¹,

Lano²

2016

International Journal of Advanced Research in Computer and Comm

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Abstract:The research is aimed at studying the feasibility of defining/ formalising model driven project management with base methodology of PMBOK. Our research focuses on PMBOK since more than 75% of the projects around the world use PMBOK for managing projects. Previous research works had considered one or two areas of Project Management but did not consider the whole methodology, and also did not make use of model driven methods. Our research is proposing a model driven project management using UML and OCL for all the 5 process areas and 10 knowledge areas of the PMBOK. The research work will provide large scale applications of system modelling. This will provide support of defining tools for Project Management, deliverables, and documentation. These models will provide consistency, enhance the reusability of components, reliability, and help in automation of standard processes of Project Management.

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Increase ICT Project Success with Concrete Scope Management

Cited by 13 publications

References 0 publications

Elucidation of IS project success factors: an interpretive structural modelling approach

Elucidation of IS project success factors: an interpretive structural modelling approach

Conceptualising a multidimensional model of information communication and technology project complexity

Defining and Formalising Project Management Models and Processes

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