Investigating the performance of project management methodologies used in organisations

Abstract: This paper presents the findings of an investigation of the performance of project management methodologies used in organisations, looking specifically on the awareness of the methodologies, the project practitioner’s effectiveness and whether the project methodologies does assist organisations to better manage their projects. A qualitative approach was taken. Online survey questionnaire was designed using survey creator tool. Participants were randomly selected from the project management environment. While the study results showed an awareness and believe that project management methodologies add value, some practitioners still see no value in the use of methodologies. This can be attributed to the issues experienced when implementing a methodology. The results also indicated a huge shift from traditional project management methodology to the agile approach with 80% of respondents wanting a project management methodology that ensures flexibility. This has implication for both institutions providing project management education and training as well as for people choosing project management as their career path. It is of no value for one to provide or possess skills that are not needed in the work environment. Based on the assessment of current practices suggestions were made has to what organisations should do to improve the effectiveness of project management methodologies, and the key factors that are to be considered

An Operational Management Competency Model for Online Education Administrators

Despite the steady rise in online education and increasingly empirical studies on related learning technologies and technology support, there is considerable evidence that the field has not kept the pace with studies related to online education administrators (OEAs). Further investigation was needed into OEAs’ practice of day-to-day administration of their programs. Therefore, this study examined OEAs’ perceptions of their areas of responsibility, tasks to be accomplished and skills and knowledge needed for them to get the job done. A three-round Delphi research technique was employed as a structured group communication method between five participants to answer three research questions. The protocol consisted of anonymous participants using online surveys to respond to several rounds of questioning. The research concluded with a group consensus. The results produced nine functional areas, 12 operational tasks and 14 competencies of skills and knowledge for OEAs. Based on the findings, it was now possible to illustrate an operational management competency model as a resource for the administrator in charge of an online education program. After conclusions were drawn, the study provided recommendations for future research

IS Project Risks as Emergent Phenomena: Towards a Model of Risk Escalation and its Management

While the number of substantive investments in IS projects continues to grow, the number of failing projects also continues to increase at an alarming rate. Both the academic and industry literature suggests that inadequate attention to risk and its management continues to be a key factor in project failure. The typical approach taken is to identify and map potential risks, to act as a planning and diagnostic tool, and to prepare a contingency plan has been a factorbased approach. While it remains a valuable tool for mapping anticipated risks the factorbased approach is less effective when viewing project risks as emergent phenomena that unfold during the course of the project, and require ongoing attention and risk management. Informed by a case study of a failing university IS development project, this paper focuses on the phenomenon of risk escalation. The case findings suggest that rather than being defined ahead of the project, some project risks may emerge during the project as a consequence of escalation factors that were both antecedent to and a consequence of actual risk management decisions. The article concludes with suggestions as to how project managers can better man-age the emergent rather than static nature of risk phenomena