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References Berssaneti, F. T. and Carvalho, M. M. (2015). Identification of variables that impact project success in Brazilian companies. International journal of project management , 33 (3), 638-649. Charvat, J. (2003). Project management methodologies selecting, implementing, and supporting methodologies and processes for projects. Hoboken: John Wiley & Sons, Inc. Cooke-Davies, T. (2002). The real success factors on projects. International journal of project management , 20 (3), 185-190. Cooper, R. J. (2006). Managing technology development projects

Theses database. (UMI No. 1287814661) Budzier, A. and Flyvbjerg, B. (2013). Making sense of the impact and importance of outliers in project management through the use of power laws. Paper presented at International Research Network on Organizing by Projects, 11th . Retrieved from Charvat, J. (2003). Project management methodologies: Selecting, implementing and supporting methodologies and processes for projects . New York:Wiley. Cockburn, A. (2004). Crystal clear: A human-powered methodology for small

plan-driven methods. Proceedings. 26th International Conference on Software Engineering . IEEE (2014). Guide to the software engineering body of knowledge (SWEBOK V3.0). IEEE Computer Society Press. 335 p. Bushuev, S. D., & Neizvestnyy, S. I. (2013). The project management methodologies genome as the universal knowledge model. Management of Development of Complex Systems , 14, 15–18. Conforto E., Salum F., Amaral D., et al. (2014). Can Agile Project Management Be Adopted by Industries Other than Software Development

software developers experience the continuous adaptation of team performance in Lean and Agile environments” Information and Software Technology, vol. 64, pp. 132–147, Aug. 2015. [4] “Choose Your Project Management Methodology” [Online]. Available: . [Accessed: Sep. 30, 2015] [5] K. Schwaber, Agile Project Management with Scrum (Developer Best Practices) , Microsoft Press, 2004. [6] J.L. Moreno, Psychodrama & Group Psychotherapy . Paperback. January 1, 1994

praxi. Praha: Grada. Sarantis, D., Smithson, S., Charalabidis, Y., & Askounis, D. (2010). A critical assessment of project management methods with respect to electronic government implementation challenges. Systemic Practice and Action Research. 23(4), 301-321. Şimşek, U., & Gümüşkaya, H. (2013). Using PRINCE2 project management methodology to develop SOA based applications. Lecture Notes in Electrical Engineering. 151 LNEE, 151, 891-902. Smyth, H. (2014). Market Management and Project Business Development. New York: Routledge Strakonice.EU (2014). Instituce


The article deals with a way of standardizing project and program management methods in public administration, considering that they have been initiated by a number of administration units having a great autonomy, independently of the government strategy. To manage the government strategy, an original model of the unification process of managing projects and programs executed as part of the strategy and supported by a dedicated IT system has been specially developed and implemented. The essence of the presented approach is to replace the top-down forcing changes toward unifying the project management methodologies used by government administration units by stimulating interest in facilitation and benefits provided by the IT system and, as a result, also a willingness to join the system. Such voluntary joining the system is associated with voluntary adaptation of the previous locally applied management method to the methodology supported by the IT system.

The Baseline Configuration of Project Management Information System

The purpose of project management information systems is to facilitate development and management of projects as well as to provide operational project information. Project management information systems need to be configured according to project management requirements during their deployment. In order to reduce complexity of this task, a baseline configuration can be used as a starting point of the configuration process. The objective of this paper is to establish the baseline configuration of the project management information system. The baseline configuration is developed according a set of typical project management requirements These requirements are determined by summarizing several project management methodologies and investigations on evaluation of project management information systems. They are divided in 15 groups. A high level description of the baseline configuration of project management information system is defined on the basis of these requirements. It consists of the list of typical project management scenarios and workflows as well as the list of relevant concepts, their default values and business rules. The baseline configuration is compared with configurations used in selected project management information systems. The obtained results further will be used in the configuration process of project management information systems.


The development of Information Technology projects using Project Management Methodologies like PMP-PMI, Agile or SCRUM for software development, CPM, CCPM, RAD, XP, FDD, ITIL, JAD, LD, PRINCE2, etc.; may be a complete success or a total catastrophe, for series of reasons, events and circumstances that frequently are not related at all with the deliverables, the products being built, the IT technology involved, the level of expertise, the responsibility and professionalism of the stakeholders including the project manager, but due to intercultural factors. The PMP-PMI Model (PMBOK) describes 10 areas: Cost Management, Time Management, Scope Management, Risk Management, Quality Management, Procurement Management, Integration Management, Stakeholder Management, Human Resources Management and Communication Management. An IT project is considered successful if the customer is happy, but technically and formally if the TEAM was able to meet the triple constraint set up by time/cost/scope. This happy ending is not possible if the project manager and the team as a whole are not able to confront, attack and solve the issues associated with Human Resources Management, Stakeholder Management and specially Communication Management.

These three areas are highly influenced by Intercultural factors like language, race, age, gender, religion, sexual preferences, beliefs, habits, etc., becoming their analysis an essential task if we want to accomplish and guarantee a favorable outcome. This position paper concludes in contradiction with what is a very common believe between many technical project managers that the most important factors to take in consideration for the success of an IT project management is the careful and planned attention to the potential issues and challenges associated with the cross-cultural communication and the human resources implicated in the projects. This paper will describe the cultural dimensions, issues and challenges associated with Intercultural Project Management for IT.

europejskich , Zeszyty Naukowe Warszawskiej Wyższej Szkoły Informatyki, nr 5, s. 173-194 ( The Concept of the Organization of Postgraduate Studies in WWSI in the Field of Informatic Project Management in the Aspect of Experience of Selected European Centers , Warsaw University of Information Technology, No. 5, pp. 173-194). N eagu C., 2013, Traditional and Agile Project Management in a Nutshell, Project Management Methodology, . N erur S., B alijepally V., 2007


“Impact of Requirements Elicitation Processes on Success of Information System Development Projects” report a case study analysing relationships among project management methodology used, requirements engineering methods and project characteristics. The paper “Efficiency Measurement of Project Management Software Usage at State Social Insurance Agency” by Riņģis and Bērziša assesses a role of project management software in achieving project success. Data integration and management issues are addressed in a group of papers devoted to the Internet of Things ( “Case