The Experts below are selected from a list of 360 Experts worldwide ranked by ideXlab platform
Collee Hayes - One of the best experts on this subject based on the ideXlab platform.
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work that relationship investigating top management support via top and Project Manager relationships in software development Projects
Pacific Asia Conference on Information Systems, 2009Co-Authors: Ochini Madanayake, Shirley Grego, Collee HayesAbstract:High rates of failure are reported for software development Projects and top management support has been identified as a critical factor in avoiding such failure and achieving Project success. However, there has been little in-depth examination of what exactly is meant by “top management support” and how it can be realized. This study investigates top management support in the context of the relationship between a Project Manager and his/her immediate senior (top) Manager. Prior literature was used to develop a framework that characterizes the relationship between Project and top management. The framework was tested and refined using the data gathered in an exploratory study involving interviews with Project Managers and their top Managers in five organizations. The framework shows promise for deeper understanding of top management support in the context of top and Project Manager relationship. The ten important attributes of the relationship identified in the framework are communication, documentation, leadership, decision making, governance structures, governance processes, resourcing, education, Managerial engagement and time management.
Robert Amor - One of the best experts on this subject based on the ideXlab platform.
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the role of the Project Manager in agile software development Projects
Journal of Systems and Software, 2021Co-Authors: Yogeshwar Shastri, Rashina Hoda, Robert AmorAbstract:Abstract Agile teams are not meant to have Project Managers. Instead, agile methods such as Scrum and XP define roles such as product owner, scrum master, and coach. Studies have uncovered the existence of the Project Manager in agile Projects, pointing to disconnect between theory and practice. To address this gap, a Grounded Theory study with a mixed methods approach was conducted using multiple sources of data including over 45 h of interviews with 39 software practitioners and quantitative data from 57 questionnaire respondents. We present and describe the Project Manager’s role in agile Projects in terms of (a) everyday activities: facilitating, mentoring, negotiating, coordinating, and protecting, performed by the Project Manager using; (b) three management approaches: hard, moderate, and soft; (c) four traditional Project management activities continued to be performed by them, including: tracking Project progress, reporting on Project status, budgeting and forecasting, and managing personnel; and (d) the influence of the presence of the Project Manager on the frequency with which agile activities are carried out by the teams. Our study highlights the continued presence of the role of the Project Manager in agile software Projects as a part of the transition from traditional to agile ways of working.
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Does the “Project Manager” Still Exist in Agile Software Development Projects?
2016 23rd Asia-Pacific Software Engineering Conference (APSEC), 2016Co-Authors: Yogeshwar Shastri, Rashina Hoda, Robert AmorAbstract:The Project Manager has been a ubiquitous feature of traditional software development Projects. However, agile software development (ASD) methods which emphasize selforganizing teams and rapid response to change have done away with the Project Manager's title. New job titles such as the scrum master and product owner have been introduced instead. It is unclear as to what extent the "Project Manager" is still encountered in the agile software industry. An online survey was posted out to agile special interest groups on popular social media platforms to discover the frequency of the job title "Project Manager" in agile Projects. Analysis of the 97 responses from 31 countries around the world revealed that: a) the title of Project Manager is still widely used (67%); b) there is a correlation between the team size and presence of Project Manager such that there is a higher probability the Project Manager will be present in teams of 5-10 members and those over 25 members; and c) there is an inverse correlation between the co-location of a team and presence of Project Manager. Further research is needed to better understand why the Project Manager continues to be present on ASD Projects and how their role may have changed.
Kirsi Liikamaa - One of the best experts on this subject based on the ideXlab platform.
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developing a Project Manager s competencies a collective view of the most important competencies
Procedia Manufacturing, 2015Co-Authors: Kirsi LiikamaaAbstract:Abstract The Project management literature often presents many different recommendable requirements, skills, characteristics and roles for a successful Project Manager. The purpose of this article is to contribute to the discussion by reporting the results of Project Managers’ self-evaluations regarding personal and social competencies. The requirements of Project Managers’ working life skills and competency theories affect, at least in the background, their competencies. The web-based self-evaluation was performed by a large group (N = 750) of Project Managers, but also students, whose studies were considered as their “Projects.” This paper introduces a self-evaluation method to collect and analyze the data of a Project Manager's work-role based competencies. It is worth noting that the competency self-evaluation does not evaluate competencies directly but statements related to a Project Manager's work. As a valuable result, it shows a collective view of the most important competencies in a Project Manager's work, which should be considered when recruiting and developing Project Managers.
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replacement of the Project Manager reflected through activity theory and work system theory
ISD, 2011Co-Authors: Tero Vartiainen, Heli Aramoimmonen, Jari Jussila, Maritta Pirhonen, Kirsi LiikamaaAbstract:Replacement of the Project Manager (RPM) is a known phenomenon in information systems (IS) Projects, but scant attention is given to it in the Project management or IS literature. Given its critical effects on the Project business, the organization, the Project team, and the Project Manager, it should be studied in more depth. We identified factors which make RPM occurrences inherently different and we show that work-system theory and activity theory give comprehensive lenses to advance research on RPM. For the future research on RPM we identified three objectives: experiences on RPM, process model for RPM, and organizational culture’s influence on RPM occurrences.
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replacing Project Manager reasons of replacement interpreted through the activity theory
Pacific Asia Conference on Information Systems, 2010Co-Authors: Tero Vartiainen, Heli Aramoimmonen, Kirsi LiikamaaAbstract:In this study the reasons for replacing a Project Manager (RPM) during an ongoing IT Project are classified. We give an interpretation on a Project through the lens of Activity Theory (AT) and exam ...
Ochini Madanayake - One of the best experts on this subject based on the ideXlab platform.
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work that relationship investigating top management support via top and Project Manager relationships in software development Projects
Pacific Asia Conference on Information Systems, 2009Co-Authors: Ochini Madanayake, Shirley Grego, Collee HayesAbstract:High rates of failure are reported for software development Projects and top management support has been identified as a critical factor in avoiding such failure and achieving Project success. However, there has been little in-depth examination of what exactly is meant by “top management support” and how it can be realized. This study investigates top management support in the context of the relationship between a Project Manager and his/her immediate senior (top) Manager. Prior literature was used to develop a framework that characterizes the relationship between Project and top management. The framework was tested and refined using the data gathered in an exploratory study involving interviews with Project Managers and their top Managers in five organizations. The framework shows promise for deeper understanding of top management support in the context of top and Project Manager relationship. The ten important attributes of the relationship identified in the framework are communication, documentation, leadership, decision making, governance structures, governance processes, resourcing, education, Managerial engagement and time management.
Yogeshwar Shastri - One of the best experts on this subject based on the ideXlab platform.
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the role of the Project Manager in agile software development Projects
Journal of Systems and Software, 2021Co-Authors: Yogeshwar Shastri, Rashina Hoda, Robert AmorAbstract:Abstract Agile teams are not meant to have Project Managers. Instead, agile methods such as Scrum and XP define roles such as product owner, scrum master, and coach. Studies have uncovered the existence of the Project Manager in agile Projects, pointing to disconnect between theory and practice. To address this gap, a Grounded Theory study with a mixed methods approach was conducted using multiple sources of data including over 45 h of interviews with 39 software practitioners and quantitative data from 57 questionnaire respondents. We present and describe the Project Manager’s role in agile Projects in terms of (a) everyday activities: facilitating, mentoring, negotiating, coordinating, and protecting, performed by the Project Manager using; (b) three management approaches: hard, moderate, and soft; (c) four traditional Project management activities continued to be performed by them, including: tracking Project progress, reporting on Project status, budgeting and forecasting, and managing personnel; and (d) the influence of the presence of the Project Manager on the frequency with which agile activities are carried out by the teams. Our study highlights the continued presence of the role of the Project Manager in agile software Projects as a part of the transition from traditional to agile ways of working.
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Does the “Project Manager” Still Exist in Agile Software Development Projects?
2016 23rd Asia-Pacific Software Engineering Conference (APSEC), 2016Co-Authors: Yogeshwar Shastri, Rashina Hoda, Robert AmorAbstract:The Project Manager has been a ubiquitous feature of traditional software development Projects. However, agile software development (ASD) methods which emphasize selforganizing teams and rapid response to change have done away with the Project Manager's title. New job titles such as the scrum master and product owner have been introduced instead. It is unclear as to what extent the "Project Manager" is still encountered in the agile software industry. An online survey was posted out to agile special interest groups on popular social media platforms to discover the frequency of the job title "Project Manager" in agile Projects. Analysis of the 97 responses from 31 countries around the world revealed that: a) the title of Project Manager is still widely used (67%); b) there is a correlation between the team size and presence of Project Manager such that there is a higher probability the Project Manager will be present in teams of 5-10 members and those over 25 members; and c) there is an inverse correlation between the co-location of a team and presence of Project Manager. Further research is needed to better understand why the Project Manager continues to be present on ASD Projects and how their role may have changed.
