ISO 21500:2012 and PMBoK 5 processes in information systems project management

The purpose of this research is to contribute to a better understanding of information systems (IS) project management practice, by investigating the ISO 21500:2012/PMBoK 5 processes implemented by project managers in this kind of projects. Responses to an international web-based survey, representin...

Full description

Saved in:
Bibliographic Details
Published in:Computer standards and interfaces 2017-02, Vol.50, p.216-222
Main Authors: Varajão, João, Colomo-Palacios, Ricardo, Silva, Hélio
Format: Article
Language:English
Subjects:
Information management
Information systems
Information technology
Practice
Processes
Project management
Projects
Quality management
Risk management
Time management
World Wide Web
Citations: Items that this one cites
Items that cite this one
Online Access:Get full text
Tags: Add Tag
No Tags, Be the first to tag this record!
Description
Summary:The purpose of this research is to contribute to a better understanding of information systems (IS) project management practice, by investigating the ISO 21500:2012/PMBoK 5 processes implemented by project managers in this kind of projects. Responses to an international web-based survey, representing 472 projects in total, showed that processes from knowledge areas as, for instance, scope management, cost management, and time management, are frequently implemented. However, there are processes from important areas as, for instance, quality management and risk management, that are being relegated to a second plane, what is a matter of concerning. Since IS projects do not have a very good reputation concerning success, these results can be of outmost importance to help researchers and practitioners to improve project management performance. [Display omitted] •ISO 21500:2012 and PMBoK 5 processes are being implemented in IS projects.•Standards and Bodies of Knowledge are suitable to characterize the IS PM processes.•Scope, cost and time management processes are frequently implemented in IS projects.•Quality and risk management processes are relegated to a second plane in IS projects.•The project manager and the methodology influences the implementation of PM processes.
ISSN:0920-5489
1872-7018
DOI:10.1016/j.csi.2016.09.007