This book examines the link between change and project management and how creating a closer alignment between these two methodologies can yield greater benefits and mitigate elements of failure of information systems (IS) projects. This study explores the underlying challenges and practicalities of closer integration of the two disciplines and asserts that such a successful change goes beyond the simple training of project managers in the practitioner context. Instead, it requires organizations to conceptualize the necessary challenges to realize the potential benefits of this recommended integrated approach. The integration of both project and change management has been advocated in existing research, but the challenges of moving from a current position of separate methodologies, different standards bodies and in some cases totally separate organizational structures, is a step change for many organizations. Change initiatives where good change management practices are implemented, can increase the probability of successful organizational change. The tasks of leading and sustaining change can be complex and often entail the interplay of multiple factors involving action by people at every level of the business. This book offers a guide that identifies the barriers and major challenges that may arise in the development of the closer integration of change and project management. With a better understanding of these issues, organizations can avoid such pitfalls when establishing their own integrated approach.
|
|
|
1 | (2) |
|
2 Project Failure and Its Contributing Factors |
|
|
3 | (24) |
|
2.1 Classification of Project Failure |
|
|
3 | (3) |
|
2.2 Taxonomy of the Key Factors Associated with Project Failure |
|
|
6 | (2) |
|
2.3 Project Management-Related Failure Factors |
|
|
8 | (6) |
|
2.3.1 Poor Requirements Management |
|
|
8 | (1) |
|
2.3.2 Poor Project Management and Project Planning |
|
|
9 | (2) |
|
2.3.3 Scale and Complexity of Project |
|
|
11 | (1) |
|
2.3.4 Poor Risk and Budget Management |
|
|
11 | (1) |
|
2.3.5 Poor Business Case and Evaluation Process |
|
|
12 | (1) |
|
2.3.6 Inadequate Management Structure and Support |
|
|
13 | (1) |
|
2.3.7 Inadequate Postmortem Process |
|
|
13 | (1) |
|
2.4 People-Related Failure Factors |
|
|
14 | (5) |
|
2.4.1 Poor Change Management and User Resistance |
|
|
14 | (2) |
|
2.4.2 Poor Executive Support and Project Sponsorship |
|
|
16 | (1) |
|
2.4.3 Poor Contractor and Stakeholder Relationship |
|
|
17 | (1) |
|
2.4.4 Lack of Staff Commitment, Performance, Motivation, and Turnover Issues |
|
|
18 | (1) |
|
2.5 A Proposed Framework for Understanding IS Failure |
|
|
19 | (2) |
|
2.6 Discussion and Concluding Points on Project Failure |
|
|
21 | (6) |
|
3 An Analysis of the Components of Project Success |
|
|
27 | (18) |
|
3.1 Characterization of Project Success |
|
|
27 | (3) |
|
3.2 Project Critical Success Factors |
|
|
30 | (2) |
|
3.3 Project Success and Its Relationship with Project Management Success |
|
|
32 | (2) |
|
3.4 Project Management Performance and Project Success |
|
|
34 | (1) |
|
3.5 Top Management Support and the Role of the Sponsor |
|
|
35 | (1) |
|
3.6 Methodological Approaches to Success |
|
|
36 | (1) |
|
3.7 Change Management Influence on Project Success |
|
|
37 | (1) |
|
3.8 A Proposed Multifactor Success (MfS) Framework |
|
|
38 | (2) |
|
3.9 Discussion and Concluding Points on Project Success |
|
|
40 | (5) |
|
4 Project Management Processes and Practice |
|
|
45 | (12) |
|
4.1 Project Standards and the Body of Knowledge |
|
|
45 | (5) |
|
4.2 Project Methodology and Project Performance |
|
|
50 | (2) |
|
4.3 The Actualities of Project Management and Delivery |
|
|
52 | (5) |
|
|
|
57 | (10) |
|
5.1 Change Models and the Change Process |
|
|
57 | (2) |
|
5.2 Impacts of Resistance to Change |
|
|
59 | (1) |
|
|
|
60 | (1) |
|
|
|
61 | (6) |
|
6 Integration of Change and Project Management |
|
|
67 | (8) |
|
6.1 The Case for the Integration of Change and Project Management |
|
|
67 | (1) |
|
6.2 Barriers to Integration |
|
|
68 | (3) |
|
6.3 Actualities of Change and Project Management Integration |
|
|
71 | (4) |
|
|
|
75 | (2) |
| Acronyms |
|
77 | (2) |
| Authors' Bios |
|
79 | (2) |
| References |
|
81 | (8) |
| Index |
|
89 | |
D. Laurie Hughes is a PhD candidate at the School of Management, Swansea University, UK. He has a BEng in Computer Systems Engineering and an MSc (distinction) in Future Interaction Technologies. He has worked as a senior practitioner within UK based consultancies for a wide range of government and private sector organizations. He has extensive experience in the management of technology based projects and major areas of transformation.
Professor Yogesh K Dwivedi is a Professor of Digital and Social Media and Head of Management and Systems Section in the School of Management at Swansea University, UK. He obtained his PhD and MSc in Information Systems from Brunel University, UK. He has co-authored several papers which have appeared in international refereed journals such as CACM, DATA BASE, EJIS, IJPR, ISJ, ISF, JCIS, JIT, JORS, TMR and IMDS. He is Associate Editor of European Journal of Marketing, European Journal of Information Systems and Government Information Quarterly, Assistant Editor of JEIM and TGPPP, Senior Editor of JECR and member of the editorial board/review board of several journals.
Professor Antonis C. Simintiras is a Professor of Marketing and Deputy Dean for Internationalisation at the School of Management, Swansea University, Wales, UK. He obtained a BSc (Econ) from University of Macedonia - Greece, an MBA from University of West Haven - USA and a PhD in Sales Management from the University of Huddersfield UK. Over th
e years, he has held visiting professorial appointments in various EU states, USA and China and published several refereed articles. Part of his work has appeared, amongst others, in JIBS, IMR, JBR, IMM, P&M, EJM and JMM. He has contributed to several edited books and co-authored a book on Global Sales Management.
Dr. Nripendra P. Rana is a Lecturer at the School of Management of Swansea University in the UK. He holds a BSc, an MCA, an MTech, and an MPhil degrees from Indian universities. He obtained his MBA (distinction) and PhD from Swansea University, UK. He is currently working in the area of technology and e-government adoption. He has varied work experience of teaching in the area of computer engineering and applications at undergraduate and postgraduate levels. He also possesses a good experience in the field of software development. He is a life member of computer society of India.
Biežāk uzdotie jautājumi par e-grāmatām