IT Project Managers' Perceptions and Use of Virtual Team Technologies

This chapter presents the results of a case study pertaining to the use of information and communication media to support a range of project management tasks. A variety of electronic communication tools have evolved to support collaborative work and virtual teams. Few of these tools have focused specifically on the needs of project managers. In an effort to learn how practicing IT project managers employ these tools, data were collected at a North American Fortune 500 industrial company via interviews with IT project managers regarding their use and perceptions of electronic media within the context of their work on project teams. In this study, "virtual" describes the extent to which communication is electronic rather than the extent to which team members are geographically separated. Although the number of respondents was limited, the richness of the data collected leads to the conclusion that successful project managers and teams become skilled at adapting a variety of existing communication technologies to match the project task or process, the receiver, their own role as sender, and the content of the message. Groupware designers and developers need to better understand project management methods and best practices in order to provide better tools for practitioners, particularly as organizations expand globally and increasingly outsource various functions of their IT development and operations.Request access from your librarian to read this chapter's full text.

PurposeThe purpose of this paper was to discover the best practices used by information technology (IT) project managers to determine what leadership skills, behaviors, communication tools and techniques are needed to lead and communicate effectively with virtual IT project teams.Design/methodology/approachIn this qualitative case study, data was gathered by semistructured interviews from ten successful IT project managers from Northern California who had more than ten years of experience managing virtual teams (VTs) with growing and profitable IT companies in Silicon Valley, California.FindingsIT project managers and leaders may consider building personal relationships with team members at the beginning of each project to foster a sense of camaraderie and common ground for the successful outcome and desired results. Maintaining cohesive team relationships to gain their trust and confidence may require additional coaching, mentoring, collaborating, recognizing their accomplishments, providing technical training, and understanding different cultures and local laws that relate to VTs to manage projects successfully to move projects forward in sustaining business, and assure customer satisfaction.Originality/valueFindings from this study may assist IT project managers and leaders in building trust and rapport, increasing efficiency and developing effective lines of communication within their virtual IT teams.

In this study, we deploy a rank-order Delphi survey of factors impacting the information technology (IT) project management capability. We first develop a conceptual model based on the theory of dynamic capabilities that positions IT project management as a dynamic capability enabling the IT capabilities of an organization. In our conceptual model, the IT project management maturity level is identified as one antecedent factor that influences the IT project management capability. The objective of this Delphi study is to identify additional factors beyond the scope of most project management maturity models that influence the IT project management capability. The results of this study provide the foundation for future testing and validation of the conceptual model.

This research focuses on information technology (IT) project managers' growth mindset concerning IT project management (PM) ability and investigates how such a mindset can promote escalation of commitment to a troubled IT project. Specifically, we suggest that the growth mindset of IT PM ability promotes prospective achievement motivation and can lead IT project managers to escalate their commitment to an IT project despite negative feedback suggesting that the project may not be completed successfully. Through a series of three experiments with 351 IT project managers, we obtained consistent support for our hypotheses suggesting that the growth mindset of IT PM ability promotes IT project escalation and this effect is partially mediated by anticipated regret about project failure and anticipated likelihood of project success. In addition, in the three experiments we found that when the project involves an unfamiliar technology the indirect effect of the growth mindset of IT PM ability through anticipated likelihood of project success is stronger than when the project involves a familiar technology.

The rapid advancement of artificial intelligence (AI) has brought transformative changes to project management, necessitating a departure from traditional methodologies previously employed in IT project implementations. This paper explores the evolution of project management from conventional IT approaches to the dynamic demands of AI-driven projects. While foundational principles of project management—such as planning, risk management, and stakeholder communication—remain relevant, AI projects introduce unique challenges and require significant adaptations to existing frameworks. The study begins by delineating the characteristics and core principles of traditional IT project management. Traditional methods are characterized by their structured phases, fixed requirements, and a focus on sequential task execution. These principles have been foundational in achieving success in conventional IT projects through detailed planning, rigorous documentation, and predefined quality assurance measures. In contrast, AI projects are distinguished by their reliance on data, iterative development, and high levels of uncertainty. Unique characteristics of AI projects include the need for continuous experimentation, data-driven decision-making, and adaptability to evolving project requirements. The paper identifies key challenges in managing AI projects, such as dealing with data quality issues, ensuring model interpretability, and addressing ethical considerations. To effectively manage AI projects, project managers must adopt new strategies, including Agile and iterative methodologies that support flexibility and continuous feedback. The study emphasizes the importance of cross-functional teams, as AI projects require diverse expertise from data scientists, engineers, and domain specialists. Additionally, handling the inherent uncertainty in AI projects involves fostering a culture of innovation and adaptability. Key differences between traditional IT and AI project management are analyzed, highlighting variations in planning and scoping, risk management, stakeholder communication, and quality assurance. Traditional IT management relies on detailed upfront planning and predictable risk management, whereas AI projects necessitate adaptive planning, dynamic risk assessment, and ongoing model validation. The paper also addresses the transition to AI project management, discussing necessary skill adaptations for project managers, organizational changes to support AI initiatives, and the role of specialized tools and technologies. A hypothetical case study illustrates how traditional IT project management experience can be applied to an AI project, providing insights into practical adaptations and lessons learned. LllLooking forward, the paper explores emerging trends in project management influenced by AI advancements and emphasizes the need for continuous learning and adaptation. The evolving role of project managers in the AI era is examined, underscoring the importance of embracing new methodologies and technologies to stay relevant. While core project management principles remain integral, the shift to AI-driven projects requires substantial modifications to traditional practices. Project managers must evolve their approaches to navigate the complexities of AI projects effectively, ensuring continued success in an increasingly technology-driven landscape.

This review paper explores the impact of Agile methodology on IT financial planning and project management efficiency. Agile has become a widely adopted framework in the IT sector because it can enhance project delivery timelines, improve scope management, and foster stakeholder engagement. However, the integration of Agile with traditional financial processes presents challenges, particularly in budgeting and financial forecasting. The paper examines the barriers to aligning Agile’s iterative approach with fixed financial models and discusses best practices, such as rolling-wave budgeting and continuous communication between finance and project teams, to optimize efficiency. Additionally, future trends in Agile-driven IT project management, including integrating DevOps, artificial intelligence (AI), and hybrid models, are explored as potential solutions to enhance efficiency and adaptability in IT project environments.

With globalization of economy and increase of global competition to acquire rare resources, the organizations have moved towards geographical distribution to achieve competitive advantage. Users and project teams at various places within various countries with different national and local cultures throughout the world work on projects at the environment concerning geographical distribution. On the other hand, with increase of advancements in communication, the distributed project teams have been witnessed with more expansion, known with “virtual teams”. When members of virtual project team from various organizations and time zones attend in the projects, they will be more likely affiliated to electronic media such as email. With regard to virtualization of IT projects, the present study aims to develop a model for virtual project management with an emphasis on information technology projects, including several elements in geographically distributed environments. The final model of virtual project management of information technology projects was represented.

The concept of improving the efficiency of IT projects management is proposed, based on an integrated system approach to IT projects management and implementing a rational choice of parameters of the IT projects management system. The described approach provides integrated information processing and support for management decision-making at all stages of the IT project implementation. The integrated system approach to improving the efficiency of IT projects management involves the development of new algorithms for forming structure and composition of project teams and distribution of project team participants to project tasks using evolutionary modeling. The advantage of the proposed approach is the ability to quickly respond to changes in the parameters of internal processes of an IT project and an external environment. The proposed approach was tested when creating the corporate information system of “SMIT-Yartsevo” LLC. The application of the proposed approach at “SMIT-Yartsevo” LLC ensured the reduction in the labor intensity and timing of the implementation of the main stages of the project to create the corporate information system by increasing the efficiency of managing the formation of project teams and the distribution of tasks among project team participants.

Virtually every industry has benefited greatly from the internet and social media by incorporating them into their daily operations and the information technology industry is no exception. Though the effects of social media on project management have been extensively studied, little study has been done to specifically examine the effects of social media on IT project management. This study was done to find out how social media affects IT project management and to see if social media can be used effectively if it is supervised. An 8-question and 15-item questionnaire was used for this study, and it was circulated via social media to a sample of 381 IT team members from the private and public sectors. Only 82 out of 371 participants disagree that social media platforms are appropriate for project communication; the remaining participants think that social media facilitates collaboration. SPSS was used to analyse the data collected from 381 participants. The findings showed that social media has a favourable effect on IT project management throughout both the development stage and promotion. This study also demonstrates the critical role social media plays in today's IT project management for other notable project successes, supporting communication, data sharing, team building, enhanced member cohesiveness, job assignments, and project promotion. The report urges IT project managers to incorporate social media use in IT projects, but to do it in a way that will yield the best results.

Purpose: This research seeks to examine identity tensions in IT project managers involved in developing Agile Information Systems Development (ISD). It looks at the transition from the hierarchical functional PM structures to the non-hierarchical decentralised decision-making forms of Agile. These tensions relate to how the organisational tensions affected the roles of project managers. The third study concerns role tensions leading to conflicts and identity work about traditional and agile paradigms. Materials and Methods: The study employs a qualitative research technique involving semi-structured interviews among the participants, the IT project managers. It gathers data on the project managers and explores the nature of their conflicts and how managers resolve these conflicts regarding tensions concerning compliance and cooperation, role definition, and leadership adaptations in the Agile context. Findings: The research identifies three primary areas of tension for IT project managers; Lack of coordination between attempts to enforce bureaucracy (laws and policies) and coordination (work incorporation). Ambiguity of the roles played in various organisational settings Failure of the organisational structures to provide clear roles that individuals play during their operations. Agile leadership challenges moving from decision-making authority to a more coordinated leadership position. Organisational officials and project managers use measures including endorsing peripheral positions, engaging peers and enrolling for organisational development to deal with such opposing forces. Importance is placed on the organisational climate, resources and training within the study to focus on organisation adaptability and identity work within Agile frameworks. Implications to Theory, Practice and Policy: The study suggests practical measures for management organisations to improve individual and organisational outcomes in Agile ISD settings; Develop suitable training courses as a measure to help people adapt to the Agile type with effectiveness. Make networks and peer support systems for project managers. This increases role conflict, which should be minimised by establishing a clear structure of responsibilities and tasks within the company. The findings also advance theory by discussing how professional identity develops and the psychological and social changes that occur when transitioning to Agile culture.

Chapter 4 - Managing the IT project team

The experience gathered in the course of many IT projects ranging from the simplest to the very complex, shows that the key adverse factors affecting the productivity of project teams are: the stress that accompanies designers in the development and implementation of IT projects, poor use of the intellectual capacities of individual project team members, excessive focus on design support tools at the expense of project quality, excessive adherence to a specific method of IT project management, the pressures of time and budget restraints on projects where labor intensity has been underestimated. According to many IT project managers, the treating of people as “spare parts” often jeopardizes project outcome. Managers commonly forget the simple fact that the intellect and personalities of every employee are different and that often neglected in accomplishing project goals by not helping individual staff members to achieve personal satisfaction. My practice shows that the choice of a design method has little effect on design productivity and often reduces it where the system needs continuous customization to ever new client requirements and restrict the operating freedom on individual projects contributing to less innovative outcomes.

Purpose:The primary objective of this study is to investigate the competency profiles of IT project managers as demanded in the job market.To achieve this, we conducted a comprehensive analysis of job postings, focusing on the real-world competency requirements for project managers within the IT sector.This approach enables an in-depth understanding of the specific skills and qualifications that employers are actively seeking in potential project management candidates.Design/methodology/approach: This research utilized an innovative approach by applying generative AI for the analysis of a large data set, offering a unique perspective in evaluating IT project manager competencies in the job market.Findings: Our research identified nine distinct IT project manager profiles, which revealed communication as the most crucial of all competencies across all profiles, while competencies such as power and interest, along with procurement, were found to be less significant.Research limitations/implications: The research was based on the data gathered during a period of three months.However, it demonstrates the possibilities of further applications of this designed research process.Practical implications: The research highlights the diverse range of competency requirements for project managers in IT industry.

Introduction IT projects are increasing in scope and complexity, fuelled by intense business competition, ever improving technology, and complex organizational structures and processes. In many cases, companies turn to suppliers of IT services -- systems integrators, consulting project managers, and software solutions providers -- to deliver their tough projects. There are many reasons to look for outside help, including staff shortages, risk reduction, and access to specialized industry or technical knowledge. External project managers are expected not only to successfully deliver against targets, but also to help the organization realize value for money. To understand how external IT project managers can perform successfully, two questions need to be asked: • What roles (beyond those of traditional project management) must external project managers fulfil? • How can they prepare themselves for these roles? We conducted a set of interviews with leading external project managers (see box for details of the study), focusing on those who manage transformational IT projects. Their answers take us beyond previous discussions of the need for a project team management role and an external business-facing role. This article first explains the research study (see the exhibit) and then discusses the roles and skills required of today's external IT project manager. Selected quotes from interviewees are shown as italicized text. It concludes with recommendations about personal and professional development for those entering into external project manager roles.

For information technology (IT) projects to be successful, it is imperative to identify the critical success factors (CSFs) that are essential to the IT project management process. This study aims to illuminate these CSFs by incorporating insights from professionals involved in the management of IT projects. The major contribution of this study lies in classifying these factors into different categories and quantifying their impact while taking IT project management experts’ viewpoints into account. To accomplish this, a thorough assessment of the literature was carried out, which resulted in the identification of 20 success factors that fall into five categories: project team capability, top management support, project quality, project management, and organizational process assets (OPAs). A survey covering these variables was then sent to professionals in the IT industry, and responses were obtained from five experts. The collected data was analyzed using the fuzzy analytic hierarchy process (FAHP) method, which mitigates imprecision and avoids bias in the data. The most important factor was determined to be project team capability, whereas organizational process assets were deemed to be the least significant factor. It is anticipated that the insight garnered from this study will help IT project management professionals in supporting, evaluating, and improving project success.