Information Technology Project Management: Providing Measurable Organizational Value

Information Technology Project Management

Why did I choose this resource?

I chose this resource to expand my knowledge of project management specifically relate to information technology.

What did you learn from it?

I learned what sets information technology projects apart from others, the best way to execute them, and how to handle risks and change to a project.

Key Knowledge

  • IT projects are set apart from other because they involve both technical systems and a variety of people, creators and users.
  • When applying a new IT system make sure to always, document how to use them, who should use them, and how they are going to be used by the business.
  • Project charter should include MOV, (Measurable Organizational Value – an independently verifiable gauge of your project’s success, as approved by your stakeholders.)
  • Impress the importance of a project and its affect on day to day business to the IT manager.
  • Project scope should include details about change requests
  • How to change the project scope
  • Who is financially responsible
  • How to manage those affected by the change
  • Creating Project Estimates
    • “The Delphi technique” – Multiple influences that reach one verdict
    • “Time-boxing” – All work has a time limit
    • “Top-down estimating” – Establish how long a project should take without considering set backs
    • “Bottom-up estimating” – Establish how long a project will take by adding up time needed for each task; based on personal experiences.
  • Project management software is extremely valuable, but needs to be used correctly.
  • Research risks of a project, but remember risks can also turn into a higher profit.
  • COMMUNICATION IS KEY! Make it standardized.
  • Clearly define the requirements for a task to be considered complete.
  • Formal procedures allow for projects to move along smoothly
  • IT managers must always remember it is human nature to return to old habits when they are not being monitored, unless the individual believes they made the decision to change.
  • Processes that MUST be done when outsourcing to avoid issues :
    • Planning
    • Contracting
    • “Asking sellers for responses to your procurement request”
    • Selecting Vendors
    • Managing the conditions of the contract
    • Closing out the procurement
  • Determine the type of leadership the project requires based up your team, their situations, and the tasks at hand.
  • Review every project after completed and document all information. Include feedback from stakeholders, management, and the team.

How are you using what you learned?

I am using what I learned to continuously update our project management process to make it more effective and efficient.

Key Changes / Key Actions

  • Schedule a formal review when a project is completed.
  • Include a “manual” for all software created/given/bought for clients.


  • Name : Information Technology Project Management
  • Author : Jack T. Marchewka
  • Link to Book

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