IT project management control and the Control Objectives for IT and related Technology (CobiT) framework

Bernroider, Edward; Ivanov, Milen

doi:10.1016/j.ijproman.2010.03.002

Cited by 52 publications

(36 citation statements)

References 28 publications

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“…They articulated "Manage Projects"(PO10) in CobiT framework, and mentioned the 3 level measurement schemes of goals, processes and activities in view of Iron Triangle [15].…”

Section: Visual Project Management Toolsmentioning

confidence: 99%

A Practical 1 Page Contextual Diagram for Monitoring Multiple Projects: An Empirical Study of an IT Organization

Lee¹,

Jeong²

2016

Journal of Internet Computing and Services

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Company A, an embedded system manufacturer, has been managing multiple development projects. Executives need to understand the risk level of every project and prioritize resource distribution. Traditional project monitoring tools or excel sheets are too complex for calculating the risk factors across a functional organization. Two new charts, "Spear-head Chart" and "Float Chart" were designed to assist high level decision making processes. Two charts were used for weekly executive meetings in order to monitor project progress and rectify project direction. One page graphical monitoring tools in Company A are good enough for high management decision making. Authors explain the characteristics of two charts and propose its practical implementation in real working environment. Spear-head chart was also implemented as a system.

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“…They articulated "Manage Projects"(PO10) in CobiT framework, and mentioned the 3 level measurement schemes of goals, processes and activities in view of Iron Triangle [15].…”

Section: Visual Project Management Toolsmentioning

confidence: 99%

A Practical 1 Page Contextual Diagram for Monitoring Multiple Projects: An Empirical Study of an IT Organization

Lee¹,

Jeong²

2016

Journal of Internet Computing and Services

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“…The provision of this control influence tasks completion competency and project management performance. It assists the optimization of employees behavior in a way that allows the achievement of organizational goals (Bernroider;& Ivanov, 2011).…”

Section: Communications Of the Ibimamentioning

confidence: 99%

“…The above analysis clearly identifies that these frameworks are serving specific areas of IT and no one cover them in a whole 7 Communications of the IBIMA (Bernroider;& Ivanov, 2011). Thus in order to perform comprehensive IT project management which cover all areas of business, requires the usage of two frameworks.…”

Section: Attributes Frameworkmentioning

confidence: 99%

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An Approach to Audit Dynamic Changes within Project Development Life Cycle – A Case of Omani Public Organization

Ali¹,

Badi²

2013

CIBIMA

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In the field of project management, rapidly changing environments are newly recognized and of increased challenge. Old-fashioned inflexible methods, focused around process control, are considered obsolete. Along with the increasing diffusion of project management worldwide, a comprehensive governance principle does not yet address this objective. Therefore, the driven dynamic changes (DC) into the business environment strongly influence the business processes and the project objectives. Thus, the risk of failure for outsourced information technology projects will increase. Thus, there is a clear need of an approach which will handle dynamic changes (DC) into project development life cycle (PDLC). This research focus on how the adoption of control principle in project development life cycle (PDLC) will reduce the effect of dynamic changes on overall project objectives. A qualitative approach has been followed by incorporating project management controls from different industrial standards, secondary data from available scientific literature and case study of Omani public organization were adopted and analyzed. This research will outline the foundation of an approach to how dynamic changes can easily be managed by using control practices during PDLC and can be accommodated within project budget.

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“…Em se tratando de gerenciamento de projetos de TI, pesquisas recentes adotaram vertentes distintas, relacionadas às normas de relacionamento (Muller & Martinsuo, 2015), às habilidades gerenciais (Keil, Lee & Deng, 2013), à aplicação de princípios de governança ao campo de gerenciamento de projetos (Bernroider & Ivanov, 2011;Marnewick & Labuschagne, 2011) e aplicação de gerenciamento de projetos de TI no setor público, tratando esse tema de forma conceitual (Rosacker & Rosacker, 2010).…”

Section: Introductionunclassified

Gerenciamento de projetos: contribuições para a governança de TI no setor público brasileiro

Medeiros

Danjour

Neto

2017

GeT

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A presente pesquisa tem como objetivo avaliar em que medida a adoção de práticas de gerenciamento de projetos influenciam na melhoria da governança de TI das instituições públicas. A pesquisa se torna oportuna, considerando a ausência de estudos que possam comprovar a relação entre estes aspectos no contexto do setor público, bem como o crescimento de pesquisas relacionadas ao tema governança e elementos das práticas de gerenciamento de projetos. Para isso, foram analisadas 372 instituições públicas incluídas na lista de instituições avaliadas pelo Tribunal de Contas da União (TCU) acerca das práticas de governança de TI utilizadas. A pesquisa adotou uma abordagem quantitativa, através das técnicas de correlação e regressão linear múltipla. Os resultados demonstram que as questões relacionadas às práticas e gerenciamento de projetos adotadas por estas instituições contribuem para a melhoria da governança de TI, sendo o gerenciamento de portfólio uma das práticas de maior influência.

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IT project management control and the Control Objectives for IT and related Technology (CobiT) framework

Cited by 52 publications

References 28 publications

A Practical 1 Page Contextual Diagram for Monitoring Multiple Projects: An Empirical Study of an IT Organization

A Practical 1 Page Contextual Diagram for Monitoring Multiple Projects: An Empirical Study of an IT Organization

An Approach to Audit Dynamic Changes within Project Development Life Cycle – A Case of Omani Public Organization

Gerenciamento de projetos: contribuições para a governança de TI no setor público brasileiro

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