IT Project Management from a Systems Thinking Perspective: A Position Paper

We proposes a Systems Thinking approach to the study of IT project management and show how this approach helps project managers in controlling their projects. To illustrate our proposal, we present an example model of the dynamics of IT out-sourcing projects. The example model explains these dynamics in terms of feedback loops consisting of causal relations re-ported in the literature. The model provides insight in how coordination, trust, information exchange and possibilities for op-portunistic behaviour influence each other and together influence delivery quality, which in turn influences trust. The integra-tion of these insights provided by applying the Systems Thinking perspective helps project managers to reason about how their choices influence project outcome. The Systems Thinking perspective can serve as an additional tool in the academic study of IT project management. Applying the Systems Thinking perspective also calls for additional research in which this perspective is itself the object of study

Looking for Reasons behind Success in Dealing with Requirements Change

During development, requirements of software systems are subject to change. Unfortunately, managing changing requirements can take a lot of time and effort. Yet some companies show a better management of changes in requirements than others. Why? What is it that makes some projects deal with changing requirements better than others? We pursue the long term goal of understanding the mechanisms used to successfully deal with change in requirements. In this paper we gather knowledge about the state-of-the-art and the state-of-practice. We studied eight software development projects in four different companies --large and small, inclined toward structured and toward agile principles of development--, interviewing their project managers and analyzing their answers. Our findings include a list of practical (rather than theoretical) factors affecting the ability to cope with small changes in requirements. Results suggest a central role of size as a factor determining the flexibility showed either by the organization or by the software development team. We report the research method used and validate our results via expert interviews, who could relate to our findings

eCustoms Case Study: Mechanisms behind Co-operation Planning

Members of existing e-commerce trading networks constantly assess their network to identify opportunities for increased co-operation and integration of e-commerce IT systems. Failing to identify the mechanisms involved in co-operation compromises correct investment decisions. In this paper, we use Systems Thinking as a reasoning model that helps decision makers to uncover such mechanisms. We use Systems Thinking to analyse a real-world case called eCustoms, an inter-organisational network of customs organisations. The resulting model explains the mechanism of planning co-operation in terms of a feedback loop that comprises political support, operational potential, and information flow. This mechanism also explains why it is important to select potential partners for closer co-operation as early as possible, the importance of willingness to participate, and the gain or loss of decision power that joining a network implies

Discovering Strategies to Improve Business Value in Outsourcing Projects

This paper deals with the problem of leveraging client business value in a software development outsourcing relationship. We have observed software development projects from two different Dutch IT outsourcing companies and studied the approach they apply in their (successful) projects. The results show that they create a role dedicated to facilitate communication. This arrangement has the potential to put team members in a better position to communicate, facilitating the transfer of information supporting the rationale behind design decisions. Teams are thus better equipped to anticipate change and to react faster in solving everyday problems. This paper describes our observations and the practical implications we expect, such as the improvement of re-buy intention on the client's side

Exploiting a Goal-Decomposition Technique to Prioritize Non-functional Requirements

Business stakeholders need to have clear and realistic goals if they want to meet commitments in application development. As a consequence, at early stages they prioritize requirements. However, requirements do change. The effect of change forces the stakeholders to balance alternatives and reprioritize requirements accordingly. In this paper we discuss the problem of priorities to non-functional requirements subjected to change. We, then, propose an approach to help smooth the impact of such changes. Our approach favors the translation of nonoperational specifications into operational definitions that can be evaluated once the system is developed. It uses the goal-question-metric method as the major support to decompose non-operational specifications into operational ones. We claim that the effort invested in operationalizing NFRs helps dealing with changing requirements during system development. Based on\ud this transformation and in our experience, we provide guidelines to prioritize volatile non-functional requirements