Impact of organizational and project factors on acceptance and usage of project management software and perceived project success

This study surveyed 497 participants to determine the factors that affect project professionals' acceptance of project management software and the perceived impact of software usage on their performance. The study finds that greater information quality and higher project complexity are the dominant factors explaining higher levels of system utilization, that greater system functionality and ease of use have a significant positive relationship with increased software usage, and that a strong positive relationship exists between higher usage of project management software and perceived project managers' improved performance. Inconsistent with prior research, more training was not found to be associated with project management software usage. The study explains more than 40% of the variation in project management software acceptance and adds project management software usage to project success factors by empirically confirming for the first time that project management software enhances project professionals' perceived performance and provides a positive impact on the results of their projects. The study provides practical implications for project professionals, their organizations, senior management, decision makers, software developers, and vendors. These findings support the call for further research that investigates the diffusion of information technologies in the project management field and their impact on project success and competitive position.     

Can Agile Project Management Be Adopted by Industries Other than Software Development?

This research paper presents evidence from an exploratory survey on the use of agile project management (APM) practices and the presence of APM enablers in 19 medium‐ and large‐sized companies from different industry sectors considering innovative projects. The results show that these companies are possibly struggling to use their current management practices in the face of different project challenges. Additionally, the presence of some APM enablers indicates opportunities to adapt the APM theory for different companies other than those in software development. Future research should explore the correlation between APM practices and enablers in order to develop “hybrid” management models for different industries.     

Evaluating an agile method for planning and controlling innovative projects

This article presents an extensive investigation carried out in two technology‐based companies of the São Carlos technological pole in Brazil. Based on this multiple case study and literature review, a method, entitled hereafter IVPM2, applying agile project management (APM) principles was developed. After the method implementation, a qualitative evaluation was carried out by a document analysis and questionnaire application. This article shows that the application of this method at the companies under investigation evidenced the benefits of using simple, iterative, visual, and agile techniques to plan and control innovative product projects combined with traditional project management best practices, such as standardization.     

What project strategy really is: The fundamental building block in strategic project management

Strategic project management is gradually becoming a popular and growing trend within the discipline of project management. The general idea is that project management teams must learn how to deal with the business aspects of their projects, as well as better support their company's business strategy and sustainability, rather than just focus on meeting traditional time, budget, and performance goals. Although this approach has been gaining popularity, strategic project management has not yet become an explicit and widely used approach in the practice of project implementation. One of the concepts mentioned as an important element is project strategy; however, no universal framework or even a clear definition of what project strategy is has so far emerged. The goal of this article is to fill in this gap and provide a useful definition and a framework for the further study and implementation of the project strategy concept. Specifically, to achieve this goal, we first look at the origins of strategy in military and business research to discuss the question of what, exactly, project strategy is; we follow this discussion with an explicit definition of a project strategy. We then outline a framework for building a dedicated project strategy document for an individual project, and show how this framework can guide the project planning and execution processes. Using a case study approach, which included an action research phase, we demonstrate how project teams can adopt the strategy concept in a natural way that would lead their project to better business results.     

Conceptual estimating tool for technology-driven projects: exploring parametric estimating technique

This paper examines a parametric estimating technique applied to technology-driven projects. Parametric cost estimating is a widely used approach for bidding on a contract, input into a cost benefit analysis, or as the pre-planning tool for project implementation. Extensive literature reviews suggest that effective parametric estimating methodology is becoming an essential tool for technology-driven organizations. The use of parametric estimating in budgeting, scheduling, and control of projects will enhance the ability of project management organizations to effectively and efficiently utilize valuable resources. The benefit of parametric estimating is its use as an estimating model for better determining potential resource requirements during the project pre-planning and conceptual phase.     

Six Sigma and information systems project management: A revised theoretical model

Previous information systems (IS) research has significantly improved the success rate of IS projects, but the result is still far from satisfying. The effort to advance IS project management theories continues. One notable effort is Ravichandran and Rai (2000). Based on quality management principles, they developed a model (the R&R model) describing a qualityoriented organizational system that leads to software development quality performance. This study analyzed Six Sigma to propose major revisions to the R&R model. Six Sigma is a recent approach to quality management with proven effectiveness. The analysis of Six Sigma suggested that several constructs in the R&R model need to be respecified, leading to the definition of a new quality‐oriented organizational system. More importantly, the revised model posits that the new organizational system leads to IS project success that can be measured by organizational performance improvement. This study contributes to the literature and provides practical guidance to IS project managers.     

Project‐as‐practice: In search of project management research that matters

Research on projects is not only an immature field of research, but it is also insubstantial when it comes to understanding what occurs in projects. This article contributes to making project management research matter to the academic as well as to the practitioner by developing a project‐as‐practice approach, in alignment with the ongoing debate in social science research. The article outlines a framework and argues that there are two major challenges to the researcher and also suggests how these challenges can be met. Underlying notions of the practice approach are outlined to ensure a development of the project‐as‐practice approach that makes project management research matter!     

计算机软件工程项目管理方法探究

随着科技的逐步发展,计算机软件在生活中的应用十分普遍。计算机软件工程代表着科技的进步,但在项目管理中仍存在一些不足。各个单位并未结合实际情况制定出科学合理的软件项目管理办法,无法对其中潜藏的风险进行合理的规避。因此,管理人员需要加强对计算机软件工程项目的管理。论文对计算机软件工程项目进行分析,并提出相应的解决方案,以供参考。     

基于互联网的工程项目集成管理的构想

针对我国工程管理实践中的问题，提出以工程项目为核心，利用现有的互联网来组建虚拟的企业网络，以提高工程管理界的信息化水平，实现工程项目集成管理，并对工程项目集成管理的组织结构和相应的系统软件做了一些探讨。     

Understanding the value of project management from a stakeholder's perspective: Case study of mega‐project management

Project management can generate significant value for organizations (Thomas & Mullaly, 2007). However, the value of project management varies depending on the different size and complexity of projects managed. Focusing on mega‐projects, this study explores the value of project management from the stakeholders' perspective, thereby creating a value framework. In the case of SHRBC Company, it analyzes the company's project management practice and the value of project management, and consequently certifies the applicability of this value framework through empirical study.     

The relative importance of the PMBOK® Guide's nine Knowledge Areas during project planning

Although A Guide to the Project Management Body of Knowledge (PMBOK® Guide)—Fourth Edition identifies nine Knowledge Areas that project managers should focus on while managing projects, it does not indicate the relative importance of each of these Knowledge Areas. However, such information can be of great significance in helping project managers determine how to use their available resources most effectively. This article investigates the relative importance of the project management Knowledge Areas used during the planning phase of a project and their impact on project success. Results presented in this article are based on a field study that involved 783 project managers from different countries and industries. The study revealed that the Knowledge Areas with the greatest impact on project success were Time, Risk, Scope, and Human Resources. However, these results have been found to be sensitive to the industry in which projects were undertaken. Differences among industries are described and discussed in the article.     

软件项目管理

给出了软件项目管理的定义，分析了在软件项目中经常会遇到的问题，并为项目经理提供了解决这些问题的参考方案。     

重量级IT项目敏捷管理方法研究

重量级IT项目具有高度复杂性和不确定性，以过程为基础的项目管理需要借敏捷方法加以改进。本文以阐明IT项目的复杂产品系统特性为起点，从复杂产品系统的模块化及分解入手，讨论了IT产品的动态形成过程，提出了一个重量级IT项目敏捷管理方法框架。在该方法中，探讨了复杂产品分解的随机Petri网概念模型、柔性团队行为模型、重载方法适度规范集以及基于知识转移的敏捷开发过程。     

敏捷项目管理在遥感信息系统开发中的实践应用

遥感信息企业核心竞争力就是快速推出满足用户需求、适应市场变化的遥感信息系统产品。为了实现遥感信息系统持续快速交付,各公司开始接触、学习和尝试更加轻量级、小型化的开发管理模式。论文通过制定敏捷项目管理的流程与规范,来实现遥感信息系统的快速迭代开发。在遥感信息系统开发中,敏捷项目管理通过计划、执行、检查、处理四个阶段实现项目循环迭代开发管理,能够显著提高系统开发效率,满足灵活多变的用户需求。     

简论软件项目管理中的关系管理

本文从软件项目管理出发,列举了软件项目管理的主要角色,分析了软件项目管理中的五种重要关系,以及处理和协调这五种关系的要点。     

Service learning and integrated,collaborative project management

This article describes the development of an undergraduate course on project management that incorporates experiential learning and service learning as the primary course learning methodology to instill in students the Project Management Institute's nine Knowledge Areas. The discussed instructional method is a dynamic and participative pedagogy. The project management course content is traditionally structured around system needs and analysis identification, functional requirements analysis, project timelines, network analysis, and project progress metrics. Introduction of service‐learning projects and experiential learning pedagogies provides a pragmatic approach for applying project management concepts. This article compares and contrasts the first three offerings of this course and provides lessons learned that may be helpful to others wishing to embrace project management realism in their course work. The purpose of this article is to encourage a hands‐on method for learning the nine Knowledge Areas in the undergraduate classroom.     

软件实施项目成本控制探讨

文章提出项目管理的成本控制在项目实施过程中的重要性,并结合自身的经验来分析在项目实施过程中如何去控制项目成本.     

How Project Manager–Project Owner Interaction Can Work Within and Influence Project Risk Management

Inherent interest conflicts between a project management team and project owner are often neglected in project risk management. Risk management by the project management team basically focuses on project short‐term survival, or project success toward handover to the customer, while for the project owner, strategic success should be more important. To see how this takes place in and influences real projects, seven large projects were studied, and interaction in project risk management between the project owners and project management team was examined for each project. The study revealed that the main focus in the studied projects was on operational risks, even within the project owner's set of high‐priority risks.     

软件开发过程中的风险管理

每个软件在其研发过程中都隐含着许多不确定因素,这为软件的成功开发带来了风险。软件的交付时间也与项目的风险管理有着直接的关系。论文对软件开发项目风险管理的概念、主要的风险类别、风险管理的策略进行了论述。     

建筑工程造价预结算审核工作要点分析

在建设项目的设计和施工中,对建设项目实施预结算审核对整个建设过程有很大的影响.确保建设工程造价预结算审核的有效性,不仅可以保证工程按期完工,而且在一定程度上保证了建设工程的施工质量.在现代建设工程造价管理流程中,必须认真进行预结算审核管理工作,并仔细审核全部现代建设工程的预核算内容.基于此,本文首先阐述了建设项目工程造...