Methodologies for Implementing VLITPs

Methodologies for Implementing VLITPs

Matthew Guah (Erasmus School of Economics, The Netherlands)
Copyright: © 2009 |Pages: 23
DOI: 10.4018/978-1-59904-546-7.ch004
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Abstract

Different VLITP methodologies are capable of solving various types of problems during a project life cycle. This chapter shows that effect of VLITP methodologies can be widespread, especially in regards to project phases, resource allocation, project monitoring, adjustment of project scope, correction activities, and so forth. It reviews several methodologies that are often used to implement VLITP.
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Introduction

Project methodologies allow businesses to maximize the value of VLITPs for themselves—usually by changing focus. Charvat (2003) describes project methodology not only as a mindset used by businesses to reshape their entire organizational processes, but also as a radical cultural shift for organizations. The problem with this description is the need for methodologies to change as businesses do. With this clarification, a VLITP methodology can be defined, as a list of activities to do that can be adapted to a particular situation, within a specific period of time. Such a list would control and lead the actions of all members of VLITP teams during the life of the project. This requires that all members of the team be familiar with the project methodology, support and use it throughout the life of the project.

There are times when project methodology can go wrong (Cleland, 1990; Patel and Morris, 1999). During such times the VLITP managers need to be able to identify which aspects of the methodology is not working or those resulting to inappropriate resolutions. Charvat (2003) suggests the following project methodologies shortcomings:

  • They are often rather abstract and presented at high level than project managers can deal with.

  • They sometimes contain insufficient narratives to support problems resulting from their usage and may not have any performance metrics.

  • They could either be non-functional or incapable of addressing problems with crucial areas of the project.

  • They use non-standard project conventions and terminology, ignoring the industry standards and recognized best practices.

  • They may look impressive but frequently lack real integration into many business issues of real importance to the host organization.

  • They compete for similar resources without addressing this problem.

  • They could even take too long to complete because of bureaucracy and administration.

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Review Of Existing Methodologies

Each year, the largest companies in the world cancel hundreds—even thousands—of VLITPs before completion. These projects might be new application software (custom or off-the-shelf), new network architectures, or even new desktop operating systems, but they share one characteristic: discontinued by management before completion. The host organization never reaps the anticipated benefits and wastes thousands, and sometimes millions, of dollars (Keil, 2000). This section examines some of the primary reasons that VLITPs fail, and outlines some of the steps that can be taken to avoid these pitfalls and give VLITPs their best chances for success.

A VLITP is a series of steps, completed by team of project managers over a very long period of time to achieve that goal. Therefore, developing the ability to plan and complete a VLITP is critical to reaching the direction of the host organization’s goals and objectives (Rosenau and Githens, 2005). Managing VLITP effectively is one of the most important capacities an organization can possess, as these projects comprise the work of many people, and of any new product, service or initiative (Tao, 2000).

The following are many ways the host organization can ensure a VLITP will reach completion stage:

Complete Chapter List

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Table of Contents
Foreword
Leslie Willcocks
Acknowledgment
Chapter 1
Matthew Guah
This chapter classifies the purpose of project management in IT projects as a means of introducing the topics covered in the book and demonstrates... Sample PDF
Introduction to Very Large IT Projects
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Chapter 2
Matthew Guah
By examining the history of what was earlier considered project management, this chapter not only points out lessons from past practices but also... Sample PDF
The Field of Project Management
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Chapter 3
Matthew Guah
The basis upon which the objectives and policies for managing a VLITP are formulated is the need to achieve the project objectives on time and under... Sample PDF
Why Implement Very Large IT Projects
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Chapter 4
Matthew Guah
Different VLITP methodologies are capable of solving various types of problems during a project life cycle. This chapter shows that effect of VLITP... Sample PDF
Methodologies for Implementing VLITPs
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Chapter 5
IT Governance  (pages 69-83)
Matthew Guah
VLITP managers face unprecedented expectations for their governance. These expectations are driven by mandates and other demands from host... Sample PDF
IT Governance
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Chapter 6
IT Security  (pages 84-95)
Matthew Guah
One area that has scarcely received attention in the IT security literature, is the role that individual compliance plays in preventing... Sample PDF
IT Security
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Chapter 7
Matthew Guah
The study of diffusion, adoption, and IT project implementation in popular literature relies on theories which do not address the question of why... Sample PDF
Human Resource Issues in VLITP
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Chapter 8
Matthew Guah
Medical accidents, such as those that occur as a consequence of errors in medical systems, rarely happen because of a single failure. They are... Sample PDF
Ergonomics of Very Large IT Projects
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Chapter 9
Matthew Guah
For centuries, organizations have been trying to exchange information between their applications by linking them together. However, such application... Sample PDF
Service-Oriented Architecture: A New Platform for Very Large IT Projects
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Chapter 10
Matthew Guah
The chapter seeks to advance the practice perspective of VLITP by drawing attention to individual, collective sub-teams and host organizational... Sample PDF
Business Process Management
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Chapter 11
Matthew Guah
VLITP escalation has been documented to be a widespread phenomenon in the 21st century. Nearly every research in this area has portrayed escalation... Sample PDF
Outsourcing and Escalation Issues in VLITPs
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Chapter 12
Matthew Guah
The traditional way to achieve the automatic execution of project management processes is to develop or purchase an application that executes the... Sample PDF
VLITP Management Framework
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Chapter 13
Matthew Guah
The National Programme for Information Technology is the largest civil IT program worldwide at an estimated cost of £6.2 bn, US$ 10 billion, over a... Sample PDF
Case Study I: National Program for IT
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Chapter 14
Matthew Guah
VLITP can shift the direction of organizations by introducing new systems and emerging technologies that can serve as a trigger for change to the... Sample PDF
Case Study II: RFID—A Technology for Enterprise Systems in the Airlines Industry
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Chapter 15
Matthew Guah
Prediction markets have proven high forecasting performance in many areas such as politics, sports, and business-related fields, compared to... Sample PDF
Case Study III: VLITP in Public Transport— Implementing OV-Chipcard in The Netherlands
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