Purpose -The literature on software project management is extended into the broader domain of large-scale IS management by studying enterprise-wide system upgrade projects. In particular; examines the role that the intervention of project management practices (formal project methodologies and outsourcing) play in large and/or complex IS projects, which result in good project performance. Design/methodology/approach -A survey instrument was completed by 449 information systems managers about a specific upgrade project. The primary analytical approach used was structural equation modeling (SEM). Findings -It was found that neither project complexity nor project size are good indicators of meeting a project's target date. Large projects that adopted formal project management practices were more probable to meet the project target date. Projects with a high degree of complexity which involved outsourcing and adopted formal project management practices, were more likely to meet the project target date. Practical implications -Clearly, the message to managers of IS projects is to establish a project methodology, especially in large, enterprise-wide projects, and when some degree of outsourcing is required.Research limitations/implications -Future research should consider additional measures of performance such as cost, end-user satisfaction and business value. Originality/value -Much had been written in the literature about how large, complex IT projects have high failure rates. Our study provides conclusive evidence that, the greater the degree of methodology implementation, the greater the chance for meeting the project's target date. Prior to this research, this had not been explicitly shown in the research literature.
Paper and PowerPoint presentation format will describe process for much faster logistics and construction management of new high speed track construction and improvement of existing FRA track from FRA Class 4 to Class 5 and Class 6 standards on existing freight railway lines. This process involves an integration of the long materials supply chain together with rapid process state of the art construction machines. These machines have been used in both European and Chinese high speed construction projects. Huge gains in new track kilometers and miles per day have been made in the last decade on the machinery side of the equation. The authors will show several case studies. The critical key to these production rates has been in the integration of materials ordering and prepositioning. The economic advantage is that track time construction windows that delay other passing trains can be reduced at tremendous savings in service and operational costs to the operators already providing service in these new high speed corridors and construction zones. Examples and calculations are shown.
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