Success and Failure of IS/IT Projects : A State of the Art Analysis and Future Directions / / by D. Laurie Hughes, Yogesh K. Dwivedi, Antonis C. Simintiras, Nripendra P. Rana

• Record Nr.: UNINA9910254937103321
• Autore: Hughes D. Laurie
• Pubbl/distr/stampa: Cham : , : Springer International Publishing : , : Imprint : Springer, , 2016
• ISBN: 3-319-23000-X
• Edizione: [1st ed. 2016.]
• Descrizione fisica: 1 online resource (98 p.)
• Collana: SpringerBriefs in Information Systems, , 2192-4937
• Disciplina: 658.4038
• Soggetti: Business information services; Project management; Information technology - Management; Business Information Systems; Project Management; Business Process Management
• Lingua di pubblicazione: Inglese
• Formato: Materiale a stampa
• Livello bibliografico: Monografia
• Note generali: Description based upon print version of record.
• Nota di bibliografia: Includes bibliographical references and index.
• Nota di contenuto: Introduction -- Project Failure and its Contributing Factors -- An Analysis of the Components of Project Success -- Project Management Processes and Practice -- Change Management -- Integration of Change and Project Management -- Conclusion.
• Sommario/riassunto: 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 establishingtheir own integrated approach.