Pereira, J., Varajão, J., & Takagi, N. (2022). Evaluation of information systems project success – insights from practitioners. Information Systems Management, 39(2), 138-155. Web.
Information systems represent an essential element of organizational success. It happens because of the crucial impact that information systems tend to have on resource management and activity assignment (Pereira et al., 2022). Therefore, it can be hypothesized that information systems within the framework of project management represent an element that can be utilized to create a unique product. Pereira et al. (2022) also mentioned how the deployment of various applications could be directed by information systems. This means that there can be numerous socio-technical implications of working with technology when trying to improve the organizational state of affairs and achieve specific business benefits. The biggest challenge for project managers is to engage information systems in the process of evaluating the overall success of project management initiatives. Throughout all stages of any project, the team will be required to gain more insight into how information systems could be used to improve negative outcomes.
It may not be easy to project all the associated costs and develop a greater understanding of what will be beneficial to the organization without information systems. This hypothesis is based on the idea that past experiences could be incorporated into future projects in the form of opportunities for improvement that are easy to measure and replicate (Pereira et al., 2022). The researchers also highlight some of the crucial dimensions of success – such as cost compliance and project deployment time – to raise awareness concerning the complexity of project management and the need to use information systems (Pereira et al., 2022). Given that conventional measurements may not work for contemporary projects, it makes sense to introduce new criteria that are going to generate viable alternatives for the organizations willing to innovate. It can be noted that project management and information systems are interconnected because informed use of technology could bring additional advantages.
The researchers took an important step when they introduced the Iron Triangle (scope, cost, time) and presupposed that it could be utilized to evaluate the success of project management initiatives. The presence of processes that could define success evaluation is relatively limited, leaving it up to project managers whether to implement information systems or not (Pereira et al., 2022). The researchers suggested that the functioning of information systems requires project managers to define additional criteria that are going to demarcate the goals and values intended to improve organizational outcomes (Pereira et al., 2022). Project management should go beyond the Iron Triangle in order to exploit information systems properly and create a multidimensional environment where behaviors, economics, strategy, and technology are equally important for the organization.
Silva, H., & Pejic-Bach, M. (2019). Key competences of information systems project managers. International Journal of Information Technology Project Management (IJITPM), 10(3), 73-90. Web.
Project managers represent one of the essential groups of stakeholders when it comes down to deploying information systems to alter project management outcomes. The essential problem for project managers to resolve is how they can gain all the required abilities, knowledge, and experience prior to being exposed to a complex scenario (Silva & Pejic-Bach, 2019). Without highly developed capabilities related to information system management, project managers are not going to succeed (Silva & Pejic-Bach, 2019). The rationale behind viewing project management together with information systems is that market requirements are ever-changing and require the organization to maintain a specific balance between business, technology, and innovation objectives. Knowing that the role of technical competences continues to grow, it is impossible to ignore the impact of information systems on project management. Nevertheless, contextual and behavioral strengths also have to be considered for efficient management initiatives.
It is crucial to note that the importance of all the competencies mentioned above is relatively equal. A well-balanced project manager is going to display relevant behaviors in order to remain in line with the organizational requirements and respond to the growing complexity of solutions required by any given market (Silva & Pejic-Bach, 2019). From the point of project management, this is an essential topic of discussion. Every individual involved in the process should possess at least an average level of expertise in order to showcase their skills and apply domain expertise to create win-win scenarios. This is why Silva and Pejic-Bach (2019) pay close attention to leadership skills within the framework of project management. The implications of having a manager that possesses articulated leadership traits are largely positive. Again, the concept of multi-dimensionality should be respected by the management in order to establish a stress-free environment for information system deployment.
The ultimate reason to consider the combination of project management and information systems is the connection between one’s management and interpersonal skills. With both hard and soft skills, the manager could attain more positive outcomes while adhering to the team’s essential attributes and capabilities (Silva & Pejic-Bach, 2019). It means that cost performance and potential client satisfaction could be mediated by project managers via meaningful use of information systems. The importance of human skills cannot be underestimated because project management is mostly based on interpersonal interactions and not mere deployment of information systems. Despite the growing role of technology, contextual and behavioral factors are just as important (Silva & Pejic-Bach, 2019). This is why the best available members of the workforce should compete for the position of project manager, especially when information systems are involved.
References
Pereira, J., Varajão, J., & Takagi, N. (2022). Evaluation of information systems project success –insights from practitioners. Information Systems Management, 39(2), 138-155. Web.
Silva, H., & Pejic-Bach, M. (2019). Key competences of information systems project managers. International Journal of Information Technology Project Management (IJITPM), 10(3), 73-90. Web.