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A GUIDE TO EFFECTIVE PROJECT MANAGEMENT IN TECHNOLOGY-BASED FIRMS Used effectively, project management can increase a firm’s market share, product quality, and customer satisfaction. Though technology-based companies place themselves at a competitive disadvantage if they neglect this strategic tool, many overlook project management’s benefits because they see themselves as continuously adapting organizations. In reality, this role makes project management even more vital. Managing Technology-Based Projects imparts the latest approaches and tools essential to lead a successful technology-based project. It outlines the practical integration of project management with four key areas: strategic alignment of projects within the enterprise, the project management process and its organizational support system, invaluable tools and techniques, and the individual and group leadership within a project’s organization. Complete with examples of industrial applications, the book includes: Methods for defining key performance indicators and assessing project management process effectiveness Suggestions for fine-tuning and continuous improvement Practical case scenarios, discussion topics, end-of-chapter reviews, and exercises Attention to project management as it applies to a globalized business No one in a managerial role should be without Thamhain’s expert advice. This guidebook is your road map to successfully incorporating enterprise project management into technology-based work.

Over the last several decades, employers have increasingly replaced permanent employees with temporary workers and independent contractors to cut labor costs and enhance flexibility. Although commentators have focused largely on low-wage temporary work, the use of skilled contractors has also grown exponentially, especially in high-technology areas. Yet almost nothing is known about contracting or about the people who do it. This book seeks to break the silence.

Innovative digital twins (DTs) that allow engineers to visualise, share information, and monitor the condition during operation is necessary to optimise railway construction and maintenance. Building Information Modelling (BIM) is an approach for creating and managing an inventive 3D model simulating digital information that is useful to project management, monitoring and operation of a specific asset during the whole life cycle assessment (LCA). BIM application can help to provide an efficient cost management and time schedule and reduce the project delivery time throughout the whole life cycle of the project. In this study, an innovative DT has been developed using BIM integration through a life cycle analysis. Minnamurra Railway Bridge (MRB), Australia, has been chosen as a real-world use case to demonstrate the extended application of BIM (i.e., the DT) to enhance the operation, maintenance and asset management to improve the sustainability and resilience of the railway bridge. Moreover, the DT has been exploited to determine GHG emissions and cost consumption through the integration of BIM. This study demonstrates the feasibility of DT technology for railway maintenance and resilience optimisation. It also generates a virtual collaboration for co-simulations and co-creation of values across stakeholders participating in construction, operation and maintenance, and enhancing a reduction in costs and GHG emission.

Purpose The purpose of this paper is to provide guidance to SMEs to sense and seize digitally enabled growth opportunities as well as start a project-based learning process to transform the organization in order to remain competitive in turbulent environments. Design/methodology/approach The proposed framework is nurtured from a dynamic capabilities approach as well as from digital transformation studies and mitigates shortcomings of existing frameworks on IT-enabled business transformation. A pilot study has also been carried out for testing the proposed framework. Findings The results of the pilot study show that the framework is well understood by SME owners or managers and contributes to a comprehensive perception of digitalization challenges and potentials. The overall maturity level of the 52 companies analyzed is moderate. Firms are better at “sensing” than “seizing”, that is, at identifying digitally based growth opportunities than in profiting from them. The test of the proposed framework also contributes to its further adjustment and refinement. Practical implications The developed framework is useful for owners and managers of SMEs as a self-assessment of digital maturity. It sets a baseline regarding the current position and supports coordinated initiatives for digitally enabled growth. Originality/value Few frameworks regarding digital maturity have been developed. Most of them lack a sound theoretical foundation and are less suited to the needs of SMEs. There are few studies on digitalization in SMEs and they are not focussed on capabilities development but mostly on processes (Trung Pham 2010; Blatz et al., 2018; Mittal et al., 2018). Therefore, the originality of this paper is to propose a framework that allows SMEs to assess their digital maturity level and the capabilities associated with each level to enhance digitally enabled growth, contributing to expand the research on the relationship between dynamic capabilities and digitalization (Teece, 2017).

The popularity and potential of FinTech for generating business value has been highlighted in an evolving number of studies. Nevertheless, there is still ambiguity on the success of such disruptive technologies. To address this gap, this paper draws on a case study of an IT vendor in Japan. We interview key stakeholders involved in the case project to (i) explore the success factors of FinTech applications adopted by non-financial organisations, (ii) illustrate the applicability of the multi-dimensional project success framework in FinTech projects, and (iii) highlight the importance of the FinTech Project Management field that warrants further investigation. We contribute to the IT Project Management field, where we extend the theoretical background with aspects of FinTech adoption and success. We also inform practice in terms of lessons for managers to improve the existing processes and assist their organisations in business transformational initiatives using FinTech.

While much is known about selecting different types of control that can be exercised in information systems development projects, the control dynamics associated with ISD offshoring projects represent an important gap in our understanding. In this paper, we develop a substantive grounded theory of control balancing that addresses this theoretical gap. Based on a longitudinal case study of an ISD offshoring project in the financial services industry, we introduce a three-dimensional control configuration category that emerged from our data, suggesting that control type is only one dimension on which control configuration decisions need to be made. The other two dimensions that we identified are control degree (tight versus relaxed) and control style (unilateral versus bilateral). Furthermore, we illustrate that control execution during the life cycle of an ISD offshoring project is highly intertwined with the development of client-vendor shared understanding and that each influences the other. Based on these findings, we develop an integrative process model that explains how offshoring project managers make adjustments to the control configuration periodically to allow the ISD offshoring project and relationship to progress, yielding the iterative use of different three-dimensional control configurations that we conceptualize in the paper. Our process model of control balancing may trigger new ways of looking at control phenomena in temporary interfirm organizations such as client-vendor ISD offshoring projects. Implications for research on organizational control and ISD offshoring are discussed. In addition, guidelines for ISD offshoring practitioners are presented.

Although building information modeling (BIM) has a promising future in the architecture, engineering and construction industry, its wider adoption and implementation is desired. Grounded with a technology-organization-environment (TOE) framework and the theory of technology acceptance model (TAM), this study extracted “social influence”, “organizational support”, “BIM technical features”, and “government BIM policies” as four key external antecedents—in reference to the particular BIM practices in China—and proposed a model to predict project owners’ BIM adoption behaviors. To test the proposed model, structural equation modeling (SEM) analysis was applied for configuration analyses on a sample of 188 project owners from the Chinese construction industry. Results show that BIM technical features, and government BIM policies have positive effects on perceived usefulness, but social influence and organizational support have no significant influence on perceived usefulness. Furthermore, both social influence and BIM technical features have positive effects on perceived ease of use, while organizational support and government BIM policies have no significant influence on perceived ease of use. Attitude plays a significant intermediary role among perceived usefulness, perceived ease of use and behavior intention. Additionally, attitude significantly affects behavior intention, and behavior intention can also affect BIM adoption behavior. This study is the first attempt to investigate project owners’ behaviors toward BIM adoption and the findings are expected to provide a better understanding of the essential elements of project owners’ BIM adoption behaviors and guide industry practitioners in developing proper strategies to achieve more effective BIM implementation.

Purpose This paper aims to extend the theory relating to knowledge sharing barriers and enablers in the public sector information and communication technology (ICT) project context. Design/methodology/approach A case study method was used whereby project managers from each of the seven departments of the Victorian Public Sector in Australia were interviewed about their knowledge sharing practice. A semi-structured interview instrument based on Riege’s (2005) barrier framework was used to explore the barriers to knowledge sharing that they experienced as part of their work. Findings The study found that many of Riege’s (2005) barriers did not apply in the public sector ICT project environment, demonstrating that context matters. In addition, five enablers were identified, resulting in a new model of enablers and barriers to knowledge sharing in public sector ICT projects. Research limitations/implications This study focuses on a single case, the Victorian Public Sector, and consequently the results are not generalisable. Future research should explore the applicability of the model in other public sector ICT project contexts. Practical implications The study highlights the relationship between knowledge sharing and the project manager and the role it plays in project delivery. The model presented provides a starting point for public sector practitioners to develop their knowledge sharing practice, potentially enhancing project outcomes in the process. Originality/value This study examines barriers to knowledge sharing in an under-researched context, that of the public sector ICT project environment. It builds on current theory and provides insights for practitioners in the public sector.

•Reported to SAGE on immunization and surveillance data quality & use, October 2019.•Improvements since 2011, but gaps persist in data quality (fit-for-purpose) and use.•Improving data quality and use requires better governance, people, tools, and processes.•Better use of existing data needed to continuously improve programme performance.•Report relevant for “data-guided” implementation of the Immunization Agenda 2030. Concerns about the quality and use of immunization and vaccine-preventable disease (VPD) surveillance data have been highlighted on the global agenda for over two decades. In August 2017, the Strategic Advisory Group of Experts (SAGE) established a Working Group (WG) onthe Quality and Use of Global Immunization and Surveillance Data to review the current status and evidence to make recommendations, which were presented to SAGE in October 2019. The WG synthesized evidence from landscape analyses, literature reviews, country case-studies, a data triangulation analysis, as well as surveys of experts. Data quality (DQ) was defined as data that are accurate, precise, relevant, complete, and timely enough for the intended purpose (fit-for-purpose), and data use as the degree to which data are actually used for defined purposes, e.g., immunization programme management, performance monitoring, decision-making. The WG outlined roles and responsibilities for immunization and surveillance DQ and use by programme level. The WG found that while DQ is dependent on quality data collection at health facilities, many interventions have targeted national and subnational levels, or have focused on new technologies, rather than the people and enabling environments required for functional information systems. The WG concluded that sustainable improvements in immunization and surveillance DQ and use will require efforts across the health system — governance, people, tools, and processes, including use of data for continuous quality improvement (CQI) — and that the approaches need to be context-specific, country-owned and driven from the frontline up. At the country level, major efforts are needed to: (1) embed monitoring DQ and use alongside monitoring of immunization and surveillance performance, (2) increase workforce capacity and capability for DQ and use, starting at the facility level, (3) improve the accuracy of immunization programme targets (denominators), (4) enhance use of existing data for tailored programme action (e.g., immunization programme planning, management and policy-change), (5) adopt a data-driven CQI approach as part of health system strengthening, (6) strengthen governance around piloting and implementation of new information and communication technology tools, and (7) improve data sharing and knowledge management across areas and organizations for improved transparency and efficiency. Global and regional partners are requested to support countries in adopting relevant recommendations for their setting and to continue strengthening the reporting and monitoring of immunization and VPD surveillance data through processes periodic needs assessment and revision processes. This summary of the WG’s findings and recommendations can support “data-guided” implementation of the new Immunization Agenda 2030.