Abstract: Information Technology (IT) is being used by almost all organizations throughout the world. However its success at supporting and improving business is debatable. There is always the risk of IT project failure and studies have proven that a large number of IT projects indeed do fail. There are many components that further the success of IT projects; these have been studied in previous studies. Studies have found the most necessary components for success in software development projects, executive information systems etc. In this study previous literatures that have looked into these success promoting factors have been critically reviewed and analyzed. 15 Critical Success Factors (CSF) of IT projects were enlisted and examined. These factors can be applied to all IT projects and is not specific to a particular type of IT/IS project. A hypothesis was also generated after the evaluation of the factors.
Abstract: Defense and Aerospace environment is continuously
striving to keep up with increasingly sophisticated Information
Technology (IT) in order to remain effective in today-s dynamic and
unpredictable threat environment. This makes IT one of the largest
and fastest growing expenses of Defense. Hundreds of millions of
dollars spent a year on IT projects. But, too many of those millions
are wasted on costly mistakes. Systems that do not work properly,
new components that are not compatible with old ones, trendy new
applications that do not really satisfy defense needs or lost through
poorly managed contracts.
This paper investigates and compiles the effective strategies that
aim to end exasperation with low returns and high cost of
Information Technology acquisition for defense; it tries to show how
to maximize value while reducing time and expenditure.
Abstract: The Ministry of Defense (MoD) spends hundreds of
millions of dollars on software to support its infrastructure, operate
its weapons and provide command, control, communications,
computing, intelligence, surveillance, and reconnaissance (C4ISR)
functions. These and other all new advanced systems have a common
critical component is information technology. Defense and
Aerospace environment is continuously striving to keep up with
increasingly sophisticated Information Technology (IT) in order to
remain effective in today-s dynamic and unpredictable threat
environment. This makes it one of the largest and fastest growing
expenses of Defense. Hundreds of millions of dollars spent a year on
IT projects. But, too many of those millions are wasted on costly
mistakes. Systems that do not work properly, new components that
are not compatible with old once, trendily new applications that do
not really satisfy defense needs or lost though poorly managed
contracts.
This paper investigates and compiles the effective strategies that
aim to end exasperation with low returns and high cost of
Information Technology Acquisition for defense; it tries to show how
to maximize value while reducing time and expenditure.
Abstract: The trend in the world of Information Technology
(IT) is getting increasingly large and difficult projects rather than
smaller and easier. However, the data on large-scale IT project
success rates provide cause for concern. This paper seeks to answer
why large-scale IT projects are different from and more difficult than
other typical engineering projects. Drawing on the industrial
experience, a compilation of the conditions that influence failure is
presented. With a view to improve success rates solutions are
suggested.
Abstract: Information Technology (IT) projects are always
accompanied by various risks and because of high rate of failure in
such projects, managing risks in order to neutralize or at least
decrease their effects on the success of the project is strongly
essential. In this paper, fuzzy analytical hierarchy process (FAHP) is
exploited as a means of risk evaluation methodology to prioritize and
organize risk factors faced in IT projects. A real case of IT projects, a
project of design and implementation of an integrated information
system in a vehicle producing company in Iran is studied. Related
risk factors are identified and then expert qualitative judgments about
these factors are acquired. Translating these judgments to fuzzy
numbers and using them as an input to FAHP, risk factors are then
ranked and prioritized by FAHP in order to make project managers
aware of more important risks and enable them to adopt suitable
measures to deal with these highly devastative risks.
Abstract: Many IT projects come to failure because of having
technical approach, focusing on the final product and lack of proper
attention to strategic alignment. Project management models quite
often have technical management view [4], [8], [13], [14]. These
models focus greatly on the finalization of the project product and the
delivery of the product to the customer. However, many project
problems are due to lack of attention to the needs and capabilities of
the organizations or disregarding how to deploy and use the product
in the organization. In this regard, in the current research we are
trying to present a solution with the purpose of raising the value of
the project in an organization. This way, the project outputs will be
properly deployed in the organization. Therefore, a comprehensive
model is presented which takes into account the whole processes
from initial step of project definition to the deployment of the final
outputs in the organization and then the definition of all roles and
responsibilities to put the model into practice. Taking into account
the opinions of experts and project managers, to prove the
performance of the model, the project problems were recognized and
based on the model, categorized and analyzed. And at the end it is
made clear that ignoring the proper definition of the project and not
having a proper understanding of the expected value on the one hand
and not supervising the emerged value in the process of production
and installment are among the most important factors that bring a
project to failure.