The purpose of this qualitative dissertation study was to gain an in-depth understanding of the perceived experiences of project and product initiation, how IT project manager’s exhibits monitoring and control over the various aspects of projects in IT industries. For this purpose IT projects were considered as those that produce products such as software, electronic, and electrical or complex hardware system, but this study will focus on the IT software project success and/or failure. As a result of this complexity and lack of managerial expertise among IT project managers information technology (IT) software projects continue to fail (Cubeles-Marquez, 2008; Tesch, Kloppenborg, &Frolick, 2008; Xu, Zhang, &Barkhi, 2010) while even more were
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Customers of IT projects typically have more than one goal that should be achieved in order for the customer to consider the IT project a success. As project management best practices continue to be on increase IT industry standards, gains have been made (Cubeles-Marquez, 2008; Shenhar&Dvir, 2011). Further, theoretical frameworks have been specifically designed to help govern and inform IT project industry (Fisher, 2010; itSm, 2011; Sharma & Sharma, 2010). With this best practices put in place, question may arise as to whether or not IT project managers are seeing gains in term of success for their own projects. Of particular interest is not only whether or not the IT project manager is envisaging success, but which aspect of their projects are successful and what common goals they share that may correlate with this success. The perception of IT project managers in this study will be used to gain in-depth understanding of perceived experiences on how IT projects where been controlled that may contribute to IT …show more content…
Although it is difficult to estimate the actual cost per year that may be associated with IT project failure, the Standish report estimated the amount within the magnitude of billions of dollars yearly (Standish Group International, 2009). The study conducted by the Standish Group found that only 34% of IT projects were successful in 2009 (Standish Group International). According to Zhang and Barkhi (2010) this success rate may be an improvement over the 16% reported 10 years earlier. Tesch et al. (2008) noted that the 2004 Standish CHAOS report indicates a 24% success rate for software development projects, which was down from a high of 34% in prior year. Eveleens and Verhoef (2010) suggested IT project failure is especially prevalent in technical areas such as projects that are developing electronics, software, electrical and complicated IT project system equipment’s. Possible outcomes for IT project manager’s strategy to avoid failure is to implement monitoring and control system matrix as a deliverables that will automatically alerts management to adjust the project to avert
Customers of IT projects typically have more than one goal that should be achieved in order for the customer to consider the IT project a success. As project management best practices continue to be on increase IT industry standards, gains have been made (Cubeles-Marquez, 2008; Shenhar&Dvir, 2011). Further, theoretical frameworks have been specifically designed to help govern and inform IT project industry (Fisher, 2010; itSm, 2011; Sharma & Sharma, 2010). With this best practices put in place, question may arise as to whether or not IT project managers are seeing gains in term of success for their own projects. Of particular interest is not only whether or not the IT project manager is envisaging success, but which aspect of their projects are successful and what common goals they share that may correlate with this success. The perception of IT project managers in this study will be used to gain in-depth understanding of perceived experiences on how IT projects where been controlled that may contribute to IT …show more content…
Although it is difficult to estimate the actual cost per year that may be associated with IT project failure, the Standish report estimated the amount within the magnitude of billions of dollars yearly (Standish Group International, 2009). The study conducted by the Standish Group found that only 34% of IT projects were successful in 2009 (Standish Group International). According to Zhang and Barkhi (2010) this success rate may be an improvement over the 16% reported 10 years earlier. Tesch et al. (2008) noted that the 2004 Standish CHAOS report indicates a 24% success rate for software development projects, which was down from a high of 34% in prior year. Eveleens and Verhoef (2010) suggested IT project failure is especially prevalent in technical areas such as projects that are developing electronics, software, electrical and complicated IT project system equipment’s. Possible outcomes for IT project manager’s strategy to avoid failure is to implement monitoring and control system matrix as a deliverables that will automatically alerts management to adjust the project to avert