Doc Number: PMS 10/02-1
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| Title: Project performance development framework: An approach for developing performance criteria & measures for information systems (IS) projects |
Author/s: Corlane Barclay, Kweku-Muata Osei-Bryson
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Citation: International Journal of Production Economics, Volume 124, Issue 1, March 2010, Pages 272-292
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Abstract: Performance criteria typically reflect the values of the project stakeholders in how they will be viewing their projects. A critical analysis of current research shows that several key challenges being faced in information systems (IS) projects include the lack of clearly defined objectives, mismatched stakeholders? expectations and lack of sufficient or formal methods to aid practitioners in developing relevant performance criteria. This is accentuated by growing calls to rethink the traditional measurement paradigm. Moreover, most of the known solutions in practice are without structured or easily implementable procedures to elicit and develop performance criteria and measures. Against this background, the paper proposes a formal method to develop a comprehensive set of performance criteria or objectives grounded in the views of the project stakeholders and associated measures aligned to these objectives. The project performance framework (PPDF) primarily relies on the principles and advantages of the value focused thinking (VFT) and goal question metric (GQM) to elicit and develop these performance criteria and associated measures based on the values of the stakeholders in the project. Three project cases are used to illustrate and assess the model.
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Doc Number: PMS 10/02-2
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| Title: The Rise and Fall of the Chaos Report Figures. |
Author/s: Eveleens, Laurenz; Verhoef, Chris
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Citation: IEEE Software; Jan/Feb2010, Vol. 27 Issue 1, p30-36
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Abstract: The article discusses information technology (IT) project management. It presents the Standish Group's Chaos report that assesses the standings of IT projects. Results showed that project success rate only stood at 16% and failed projects were at 31%. The results showed that the many efforts and best practices for better project management have no effect on the project's success.
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Doc Number: PMS 10/02-3
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| Title: Knowledge management in project environments |
Author/s: Bastian Hanisch, Frank Lindner, Ana Mueller, Andreas Wald
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Citation: Journal of Knowledge Management, 2009, V. 13, I. 4, P. 148 - 160
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Abstract: Abstract: Purpose ? The purpose of this paper is show how the management of knowledge in temporary organizations is an increasingly important factor in many industries. This paper aims to examine knowledge management in and between projects.
Design/methodology/approach ? On the basis of 27 structured interviews with project managers and knowledge management experts in different corporations mainly located in Germany and German speaking countries, the prevalence, the organization and the success factors of project knowledge management are analyzed.
Findings ? As a result, most interviewees stated an urgent need for a significant improvement of project knowledge management although only in few companies a systematic approach exists. The success of project knowledge management is mainly determined by cultural factors whereas technical aspects like information systems and project management methods are considered to serve as supporting factors only.
Research limitations/implications ? Future research should include large-scale surveys to systematically analyze the causalities of successful project knowledge management in different types of projects, organizations, and industries. Further research involving companies located in other cultural areas could help extracting possible effects caused by cultural or societal influences.
Originality/value ? The authors present a cross-sectional study on project knowledge management comprising companies from different industries.
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Doc Number: PMS 10/02-4
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| Title: Project management in the international development industry: The project coordinator's perspective |
Author/s: Lavagnon A. Ika, Amadou Diallo, Denis Thuillier
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Citation: International Journal of Managing Projects in Business, 2010, Volume:3, Issue:1, Page:61 - 93
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Abstract: Abstract: Purpose ? The purpose of this paper is to analyze the empirical relationship between project management (PM) efforts (the extent to which national project coordinators (NPCs) ? the project managers in the aid industry sector ? make use of available PM tools), project success, and success criteria.
Design/methodology/approach ? Data were collected by way of questionnaires delivered by mail to 600 recipients in 26 different countries in Africa.
Findings ? The research results suggest that project success is insensitive to the level of project planning efforts but a significant correlation does exist between the use of monitoring and evaluation tools and project ?profile,? a success criterion which is an early pointer of project long-term impact.
Research limitations/implications ? This paper contributes to PM research by exploring the relationship between the use of PM tools and project success in the non-traditional PM ? although project oriented ? aid industry sector. The paper highlights self-perceptions of NPCs and should not be interpreted in other ways.
Practical implications ? This paper highlights the importance of PM tools in practice. Further, it suggests that NPCs (who are in fact only involved in project execution) put a lot of effort into monitoring and evaluation. In so doing, they strive to ensure project performance and accountability throughout project lifecycle, and this contributes to project ?profile.?
Originality/value ? This is the first study that offers insights into the relationship between PM efforts and project success in the aid industry sector. The paper calls for further research on PM practices in the aid industry sector where projects remain important instruments for aid delivery.
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Doc Number: PMS 10/02-5
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| Title: The moral responsibility of project selectors |
Author/s: Hervé Corvelleca; Nikos Macheridisc
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Citation: International Journal of Project Management, V 28, I 3, April 2010, Pages 212-219
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Abstract: Managers who select projects have a moral responsibility. The purpose of this paper is to present a template to assess this responsibility so that it can be put into practice. Responsibility is here defined as a combination of attributability?what choices the project manager can ultimately be praised or blamed for, and of accountability?what choices the project manager has to be prepared to answer for. The template combines these two aspects of responsibility with the project selection process divided into three phases: initialization phase, appraisal phase, and decision phase. Various moral philosophers are used to highlight the moral issues at stake for each of these two dimensions of responsibility at each stage of the project selection process. Concluding remarks underlines the need for project selectors to adapt to the specific context when they use the template.
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Doc Number: PMS 10/02-6
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| Title: Task completion competency and project management performance: The influence of control and user contribution |
Author/s: Liu, Julie Yu-Chih; Chen, Henry Houn-Gee; Jiang, James; Klein, Gary
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Citation: International Journal of Project Management; Apr2010, Vol. 28 Issue 3, p220-227, 8p
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Abstract: Recent research examines the relationship between competency and success in the information systems project environment. The links, however, are not well established and the antecedents of competency not well explored. We model the link between general task completion competency and performance of development teams with two crucial antecedents built by other stakeholders, the contribution of users and controls established by management. A sample of information systems professionals confirms the model and places a focus on the competencies of the professionals involved in a development. Management must be aware of team level controls and the competencies within a team and not focus on the individual members of a system development team.
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