1

Minimizing I.T Project Management Failures:

Early Empirical Results

Table of Contents
1.1.

Introduction

1.2.

Background of the Study

1.2.1.

Significance of the Study

1.3.

Research Aim

1.4.

Research Objectives

1.5.

Summary of Methodology

1.6.

Limitation of the Study

References

Chapter 1: Introduction

1.1. Introduction
According to Schwalbe (2015), project management is a methodological approach that is
concerned with planning and guiding of processes that revolves around designing, developing,
analysing and evaluating the different projects.The project management in information
technology takes planning, organizing and allocating the technological resources of an
organization in completion of its goals. The major components of IT project management are
consistent with hardware installation, software development, cloud computing, data
management, network upgrades and the data management through the implementation of I.T
related projects (De Reyck, et al, 2009). Empirical evidence suggests that I.T. projects have seen
increased rates of failures since last decade, even though organizations have adopted a versatile
range of efforts to make it successful (Marchewka, 2014). Nevertheless, the focus of managers
has always been the change in traditional spectrum of project management and its variations. In
the view of Marchewka (2014), the success or failure of I.T projects is built on the advanced
infrastructures and how it manages the data of an organization, or simply its security systems.
There is a strong relationship among software, hardware, data and network infrastructure that
lead to successful project management in I.T field (Chen and Yang, 2009).
On the other hand, Andrew (2012) explained that organizations engage stakeholders, such as
contractors, decision makers, engineers, and IT personnel in order to make a project successful in
the field of information technology. Empirical evidence shows that stakeholders can make or
break the success of a project. Even if the project delivers ultimate satisfaction interms of
objectives, if key stakeholders are not happy, the long-run effects of projects will not be
favourable. Kruger (2011) further demonstrated that if project shares common culture of
communication, negotiation and decision making with stakeholders, it has strong chances to get
successful. An organization must not compromise on individual characteristics and the level of
participation for stakeholders, otherwise it will nail down the interest of stakeholders within the
project and it will not gain future attention (Baker, Murphy and Fisher, 2008)
Project Management Body of Knowledge (PMBOK) is a guide that sets that rules and standard
terminology for project management. The PMBOK follows five process groups i.e. Initiating,

Planning, Executing, Monitoring and Controlling, Closing.The guide of PMBOK helps in

understanding in projects in process-form (Schwalbe, 2015). It is based on Software Engineering
Institutes CMMI and the ISO 9000 that takes processesin three major forms, i.e. Inputs, Tools
and Techniques and Outputs.

Figure 1: Project management process groups

(Source: PMBOK, 2008)
As per the report of PMBOK (2008), the process of project management consists of groups
called as, Initiation, Planning, Executing, Monitoring & Controlling, and Closing. These process
groups get repeated after each phase of project is completed, and lead towards exit and closing
phase in order to finish a project.
Critical assurance of PMBOK guidelines helps an organization reduce the chances of I.T project
failure(Patanakul, Iewwongcharoen and Milosevic, 2010). In such consideration, this study is
dedicated to critically analysethe development and to have retrospective look on the project
management success or failure. It will also focus on different causes and overcoming strategies
to minimize the failure of I.T. projects in reference to the PMBOK and other methodologies of
making I.T projects as successful venture (Schwalbe, 2015).

1.2. Background of the Study

According to the Project Management Institute (PMI 2013, 5), a project is termed as a temporary
activity that is performed to create a unique product, service or result. Project management has

its roots in ancient times. It was in the 1950's that an organization made project management a
central discipline in its recorded operational activities. As an order, project management created
different fields and commercial enterprises of application including development, building and
other significant changes (Bradley, 2008).Project management is the movement of sorting out
and overseeing project assets and requirements with the point of creating an effective
accomplishment of particular undertaking objectives and goals. Furthermore, project
management in Information Technology (IT) considers the development of projects through IT is
just two or three decades old. This caters complexity for older organizations that have been
existent for more than two or three decades. For the oldorganizations, it is quite endeavouring to
apply for the most secure and successful practices that may enhance the credibility of project and
guarantee its success (Kerzner, 2013).
Project Management Institute (PMI) is one such institute which is a non-profit organization that
advances the profession of project management calling through comprehensively perceived
standards and accreditations, cooperative groups, a broad exploration system, and profession
advancement opportunities. In such consideration, Project Management Body of Knowledge
(PMBOK) is one of the principles published by the Project Management Institute (PMI) (PMI
2013). The methodology utilised as a part of the PMBOK portrays work being executed in
procedures and hence fits with other worldwide standards; for example, the International
Standards Organization 9000 (ISO 9000) which manages the essentials of quality management
frameworks is a strong back up of PMBOK (PMBOK, 2015). The PMBOK follows five different
process groups which are very common to every project management cycle i.e. Initiating,
Planning, Executing, Monitoring and Controlling, Closing. The guide of PMBOK supports in
understanding in projects in process-form (Schwalbe, 2015). It depends upon Software
Engineering Institutes CMMI and the ISO 9000 which follows three major forms, i.e. Inputs,
Tools and Techniques and Outputs. Critical assurance of PMBOK guidelines helps an
organization reduce the chances of I.T project failure (Burke, 2013).
Be that as it may, in spite of the accessibility of readymade rules, procedures, apparatuses and
exercises numerous ICT projects such as Smart card and the poor (ICTForDevelopment, 2015)
demonstrate a high rate of disappointment as indicated by the Chaos Reports (Meredith
andMantel, 2011).Different examiners of project management in such concern have ascribed

inability to diverse reasons including deficient prerequisites, unrealistic calendars among others
to make information technology completely embedded within project management. The most
prominent research around there to learn the result of projects has been led by the Standish
Aggregate- a Boston-based research company, having over the years directed overviews and
meetings with reference to why projects come up short and succeed known as the Chaos Reports
(Kerzner,2013). Similarly, Different variables were found that lead to project failure, e.g.,
absence of general concession to project objectives, utilization of an unseemly software
development strategy, disparity to past projects, requirements unpredictability, and insufficient
technology or infrastructure base (Larson&Gray, 2011).
In the context of PMBOK, A few components such as planning and executing added to the
project success, clearly defines the achievement criteria, objective commitment of the project
group, and satisfactory project group ability. Some of those variables and related management
techniques have been a piece of the traditionalmind-set about management of project as
proclaimed, e.g., in PMBOK. PMBOK concentrates on practices and implementation of a assets
and concentrates on-time and on-spending plan completion of project plans. Related success
variables incorporate scope management, risk management and detail planning which proved to
the reason for reducing the IT failure in past research studies.
1.2.1. Significance of the Study
Project management has been a widely accepted field of business that ensures high quality
standards, routine tasks, and the organizational objectives to be followed in the same spectrum.
Not to speak of the organizational scope, i.e. small, medium or large, project management has
significantly become a prominent area of focus by the management. It is in its process, i.e.
initiation, demonstration, planning, executing and implementing that all organizational projects
become coherent with its business objectives. Similarly, the field of information technology is
not an exception to it. The world is becoming more dependent on IT than before. Functions such
as cloud computing, telecommunications, data management, and others have gained oversight
and assurance by the managers due to its complexity and shorter-time delivery to clients.Burke
(2013) suggests that since IT projects are based on software, hardware, data and other
information, there are increased chances of project failure in information technologies as it is
difficult to find coherence in all these components at the same time.

Following the above notion, this research is significant in finding ways and techniques to ensure
high quality projects of IT and the reduction in its failure. Meanwhile, the rationale behind
selecting this topic is supportive of PMBOK guidelines, techniques and practices that explain
how organizations can reduce the failure rate of IT projects. This study will, therefore, be
significant and beneficial for project managers as well as the overall organizations, especially in
the field of information technology, that are in the quest of findings ways to overcome the
challenges of IT projects and their success rate decline.

1.3. Research Aim

In conjunction with the background information, the research aims to study and test the extent to
which traditional project management spectrum, i.e. PMBOK and new paradigm VDCL are
helpful in increasing the success rate of I.T projects. Following the notion, the main objective of
this study is to find out the effectiveness of PMBOK practices, guidelines and methodologies that
are used to reduce the probability of project failures in I.T industry. The problem statement, in
that context, is:
How to reduce the I.T. Project Management Failures by Using PMBOK guidelines and
methodologies

1.4. Research Objectives

The objectives of a research are consistent with the problem statement that is to reduce the
Failure rate of I.T projects. Hence, the research objectives for this study are:

To understand the concept, guidelines, practices and methodologies of PMBOK

To compare PMBOK practices with VDCL
To identify the major differences between traditional and new project management

practices in I.T. field.

To what extent does PMBOK guidelines and methodologies can be used to reduce IT

project management failure

To analyse how PMBOK guidelines and methodologies can be used to reduce IT project
management failure.

The research objectives will be followed in detail in second chapter of this research, i.e. literature
review along with the major limitations and gaps that are identified within the same context.

1.5. Summary of Methodology

In such concern, this study is based on the collection or primary responses through questionnaire
about PMBOK guidelines, practices and methodologies by organizations to reduce the I.T
project failure. The questionnaire is sent to project managers who are well-informed about
different components and techniques being used within I.T projects.
Following it, the research hypotheses are generously tested in order to validate the results taken
from the similar study conducted by Hidding& Nicholas in 2009 about how to reduce failures in
IT projects. . The sample size in that concern is taken as 16 projects that are paired from eight
organizations [I am not sure about this part. I am planning to send questioners to IT managers,
not sure about the type of project they will be involved in the past (but it will be IT projects or
close related) but it is something that we can ask in the questioners to ascertain experience and
number of projects delivered what do you thinkany recommendations/suggestions?]. The
organizations are from different industries i.e. Education, Manufacturing, Healthcare, Utilities,
Insurance and Consumer goods, including both profit and non-profit[Good, but I get a bit
confused sometime is this going to be the sample?]. In such concern, this study follows a postpositivism approach to analyse the data. According to Kumar and Phrommathed (2005), post
positivism is a stance that criticizes the positivism approach of a study. On that note, positivism
approach is a philosophy that states theory in its true form of knowledge and understands it on its
natural phenomenon. The positivism approach does not involve human interpretation to
components of a study; and rather interprets it through logic and reason. However, this study is
related to post-positivism that assesses criticizes how PMBOK guidelines, techniques, and
practices have been implemented to make I.T projects successful and to reduce its failures. In
similar context, the research design is exploratory which is based on the research strategy of
survey. Since, research model is already available in previous benchmark study conducted by
Hidding& Nicholas in 2009; the deductive approach is followed by quantitative data analysis
technique.

1.6. Limitation of the Study

In relation to the research implications, it is noticed that although literature provides
comprehensive knowledge of PMBOK practices that have been implemented by different
organizations in order to reduce the failure of I.T projects; yet there is less consensus over the

methods that can be used to enhance the credibility of such practices. On the other hand, the
scope of this study is limited as eight organizations are taken to test the hypothesis in form of 16
projects. The eight organizations might not be true representation of how PMBOK techniques are
effective in making I.T project a success. Although the study also evaluates VDCL techniques
that are new in the field of project management, there is less focus on how VDCL taking a
retrospective approach to reduce the failure of projects in Information technology. Hence, this
study is generalized only on the basis of selected sample and approach used to analyse the data.
All the results might not be true for industries other than selected ones.

1.7. Structure of forthcoming chapters

This study consists of five chapters in total where the first chapter has already been discussed in
detail with sufficient background, significance, scope and limitations of the study. On the other
hand, the second chapter, i.e. Literature review will measure the research objectives in secondary
data analysis form where different views from different authors are compared and contrasted
related to the topic. The third chapter discusses research methodology, i.e. data analysis
technique, sample size and technique, research strategy, philosophy and approach. Furthermore,
the fourth chapter caters to the overall results and discussion related to the primary data collected
in conjunction with research objectives.Lastly, the fifth chapter summarizes the overall findings
and give solutions to the problem statement.

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