THE IMPACT OF INFORMATION TECHNOLOGY IN PROJECT RISK MANAGEMENT

The impact of Information Technology in Project Risk Management

Chapter 1: Introduction

Many organisations, despite of dimensions, enlist in not less than one and often numerous information technology (IT) projects and programmes each year. Yet, these projects and programmes such as the National Health Service nationwide events or the implementation of the Avis Enterprise asset designing or the Sainsbury supply string of connections system often have a high rate of failure. It could thus be advised that regardless of well-established best practice task management processes, present project managers still emerge to be ineffective in stopping project failure. (Moteff 2005)

 

Background

Project and programme management, in its up to date pattern, started to take origin only a couple of decades ago. Starting in the early 1960s, businesses and other organizations began to glimpse the benefit of organising work around projects and to realise the critical require to communicate and incorporate work across multiple departments and professions. Standards in project management are various. Most superior are those of the Project Management Institute and the Association for Project Management. Those suggested by the PMI are broadly utilised and are advised to be a competency standard. (Institute of Risk Management 2002)

 

Problem statement

The inherent rational assumptions of project risk management and the utility of best practice task risk management standards as an entire require to be interrogated because of the incident of interventions such as the need of information. IT project managers should first avert risk-related interventions from leveraging the use of project risk management. (Hutto 2009)

 

Purpose

The reason of this paper is to focus the major outcome of an effectively kept protected doctoral thesis that revised factors or interventions causing the discrepancy between how ample project risks should be organised and how project risks are really managed.

 

Rationale of the study

The reason of these “conventional” project management methodologies is to organise entities for example jobs, obligations and objectives in accelerate, and is reliant on hindsight as a predicator for future changes. The research describes the body of knowledge as a “self-evidently correct” set of processes and techniques, which very powerfully emphasises the activity of planning. The basic assumption of project management standards for example PMI Body of Knowledge guide is that the project is decoupled from its environment. That is to state that, one time the project is designed, alterations should occur only occasionally. (Gorrod 2004)

 

Aims and objectives

·         To find Specific risk-related interventions and if it leverage the productive use of project risk management.

·         Project managers tended to refute, bypass, and disregard risks and to hold up the management of risk. Risks were seen as discomforting, not acquiesced upon.

·         IT project managers were ignorant of risks and advised them to be out-of-doors from their scope of leverage and favoured to let risks determination themselves other than proactively engaging with them.

·         Factors such as the need of perception of risks by IT project managers appeared to constrain the submission of project risk management with the outcome that risk had a harmful ...