Building a Better World through Information Systems

Project Management and IS Development

According to a recent Gartner survey, 28% of large information technology (IT) projects fail. The challenges associated with systems development and integration, and management of large IT projects are immense.  With an ever-changing technological landscape, IT projects may involve IT application development, work process redesign, systems integration, IT infrastructure deployment or a combination of these. These projects are often carried out in complex and highly politicized organizations that are subject to a highly competitive and turbulent environment. In many cases, characteristics of specific industries and domains of expertise, such as government agencies, healthcare organizations or SMEs, contribute to shaping unique and vexing challenges for stakeholders. Further, any parts of these efforts may be insourced, outsourced or off-shored requiring significant coordination within and across organizations. It is, therefore, extremely challenging to complete IT projects that meet the requirements and quality goals while respecting the constraints of time and budget.  Despite 50+ years of industry experience in systems development and integration initiatives, and the rise of PM certifications (e.g., PMI’s PMP), organizations frequently undertake projects that consume more resources than they should before they are either cancelled or turned around, produce systems and platforms that are error-prone, and implementations and infrastructures that are poorly aligned with stakeholder requirements or non-compliant with demands unique to the domain.

This track is a broad-based call for research aimed at understanding and improving our ability to engage in, monitor, manage, and succeed with IT initiatives. These IT initiatives may be aimed at IS Development, legacy systems integration, IT platform modernization, deployment and rollout of ERP systems and IT infrastructures, or other efforts that have a significant IT component in large organizational or inter-organizational settings; requiring project management practices such as initiating, planning, executing, monitoring, and controlling, as well as identifying and mitigating risks.

Topics of interest include, but are not limited to:

·         IT project management capabilities, competence and maturity

·         Virtual and distributed IT project management

·         Knowledge management in IT project management

·         IT project governance and control structures

·         Risk management in IT projects

·         Leadership, power, and politics in IT project management

·         Value creation and IT project management

·         IS design and development in practice, including methods and tools

·         Systems integration in practice

·         Agile development and agile project management

·         Implementation of enterprise systems and other packaged software applications

·         Component-based process for IS development

·         Service-oriented IS design and development

·         Managing IS development and integration

·         IS quality management and assurance

·         Mobile apps development for internal (organizational) use as well as for external customers

·         Managing outsourced or offshore outsourced development projects

·         Program management

·         Open source development

·         Developing and managing cloud computing applications

·         Managing health information technology (HIT) projects

·         Novel theoretical perspectives and research approaches that broaden or question our understanding of IT project management, IS development or systems integration

Track Chairs

Associate Editors