A new way of thinking about IT project management practices: Early empirical results

Despite decades of efforts to improve the management of Information Technology (IT) projects, failure rates remain high. This article first reviews literature about information systems success and IT project success. Most of the improvement efforts have focused on advancing variations of the traditional project management paradigm, such as embodied by the Project Management Body of Knowledge. This article describes a new way of thinking about managing IT project called Value-Driven Change Leadership (VDCL), and reports the results of an initial empirical exploration to identify project success factors stemming from VDCL as well as the traditional paradigm. The results are based on data collected from 16 medium-sized IT-intensive projects at eight Chicago-based organizations from six different industries. The results, although not based on a large sample, point to several project management practices associated with project success that stem from both the traditional paradigm as well as VDCL. For example, traditional practices managing stakeholders’ expectations, scope, and schedule are associated with project success, as are practices stemming from VDCL, such as managing the end-product’s architecture, business value added, and the organization change associated with systems implementation. The results of this study also suggest that further research into new ways of thinking about IT project management may be fruitful.     

Project Management of Production Line Automation: A Comparative Analysis of Project Management in Brazil and Colombia

This article aims to evaluate the production line automation projects developed by Brazilian and Colombian companies from the Project Management perspective, through the analysis of the application degree of PMBOK processes, to understand how formal techniques are being employed in these countries and also to identify improvement opportunities, when necessary. Data were collected through a survey. The similarity index between the ten processes, with the highest application degree in the Brazilian and Colombian samples, was 70%. For the processes with the lowest application degree, the similarity index was 60%. No similar study was found in the literature.     

水利工程精细化管理组合评价与实证分析

为全面、科学地评价水利工程精细化管理水平,基于PMBOK理论并结合《江苏省水利工程精细化管理评价办法(试行)》及其考核标准构建操作性强的指标体系,综合层次分析法、德尔菲法、中心点型白化权函数聚类法、模糊综合评价法等方法构建组合评价模型。JD水利工程管理处作为江苏省水利行业的先行管理者,在精细化管理实践方面做了诸多探索,运用该模型对JD水利工程精细化管理水平进行实证分析。评价结果表明,JD水利工程精细化管理水平综合得分为8.64分,隶属等级为“优秀”。根据评价结果提出了相关建议,为水管单位精细化管理提供理论与经验指导。     

项目经理必须具备的几项能力

阐述项目经理应有的职责,讨论优秀项目经理应该具备的能力。     

基于PMBOK的产品研发过程测试管理研究

本文通过产品研发过程测试管理现状的分析,并结合PMBOK(项目管理知识体系A Guide to the Project Management Body of Knowledge),对产品测试管理体系进行了研究,提出了"产品研发的测试整合管理"、"测试团队建设"等一系列加强产品测试管理的探索性建议,最后,简要描绘了产品研发过程的测试管理体系应用的前景。     

柔性系统开发项目需求模型研究

在系统开发项目中,需求偏差一直是项目失败的主要因素。文章通过对F公司系统开发实践、PMI、6σ和柔性等相关知识与工具的研究,构建了一个基于用户的柔性系统开发项目需求模型,用于指导企业系统需求开发,提升项目成功率。