An 8 page paper proposing investigation into the use of IT portfolio management (ITPM) as a workable framework for IT projects. IT is famous for failed projects, as well as those that cannot adhere either to schedule or budget. One of the underlying reasons is that the project team often neglects to identify all applicable aspects of the project in the early stages, a problem that generally can be attributed to poor communication. The ultimate goal that will be pursued in another paper is implementing ITPM as a means of addressing these underlying communication problems. The paper contains a preliminary outline and a proposed work plan. The annotated bibliography lists 6 sources.
Name of Research Paper File: CC6_KScommProjMgmt1.rtf
Unformatted Sample Text from the Research Paper:
technology (IT) is famous for failed projects, as well as those that cannot adhere either to schedule or budget. One of the underlying reasons is that the project team
often neglects to identify all applicable aspects of the project in the early stages, a problem that generally can be attributed to poor communication. Statement of the Problem
IT projects are notorious for escalating in scope, often after work has begun on the original end goal. Items that should have been identified
before work begins rise up to demand attention and addition to the project, destroying the projects short-term work plan in the process and often threatening the entire schedule.
Organizational culture can influence the selection, sponsorship, prioritization, and ultimate success of projects in a variety of ways, beginning with the ability of "front-line" workers
to have input into projects under consideration. If projects originate with those far away from the processes they are intended to affect, then those originating them may be striving
to achieve positions and conditions virtually irrelevant to the needs of the business and the needs of those working in affected areas on a daily basis.
When this is the case, those working on the project team are dependent on those working in affected areas for information regarding business processes and rationale for
process components. If those who will be affected by the result of the project have not bought into the need for the change, then they are unlikely to be
of as much assistance as possible. Also, inclusion of the wrong people on the project team negatively affects the outcome of the project. Those who know virtually nothing