IT Projects & Their Specific Elements

Pensee Journal

Vol 75, No. 12;Dec 2013

IT Projects & Their Specific Elements Juan Carlos Piedra Calderón (Corresponding author) Pontifical University of Salamanca Av. de la Merced 108, 37005, Salamanca, España. E-mail: [email protected] Rubén González Crespo Pontifical University of Salamanca Paseo Juan XXIII, 3 - 28040 - Madrid. España. E-mail: [email protected] J. Javier Rainer Pontifical University of Salamanca Paseo Juan XXIII, 3 - 28040 - Madrid. España. E-mail: [email protected] This research is supported by the Society and Information Technology Research Group (GISTI), Pontifical University of Salamanca. Abstract One of the most important factors for IT project management is recognizing the specific nature of IT projects, that other types of project does not have. This means, it is necessary to analyze all the elements that are around this type of projects. Usually, all these elements are not taken in mind directly, although their contribution is indispensable. However, these elements are able to give unique features to projects that need to be taken into account in order to make better use and get optimum results over information and knowledge management, more aligned with IT strategy and meet the objectives. Keywords: Information and Knowledge Management, IT projects, IT major elements, dimensions of IT projects, IT project levels. Introduction Certainly IT projects are characterized by a recurring pattern that few projects have. Because that always faces major evolutionary advances that has the ICT market and to be closely linked to innovative or adaptive research, prior to their implementation (Díaz&Al, 2014). In fact, there are many companies seeking to adapt their IT solutions and IT services, to all new needs that emerge constantly. It might think that the work of an IT Consultant is simple, just because there are other projects that have been developed and that can be adapted to new demands. However, many times it is more difficult to find the best tool for adaptation, especially because reengineering is an arduous process and much responsibility. By the other hand, IT projects are based on research, but they are projects that generally need to be developed as new one. The experience in other projects, easily supports these developments, based on the knowledge and skills acquired, focusing them to propose new solutions. A good global vision at the beginning of the project, can help a lot at the time of undertaking the development of them. 1.

IT Projects

There are a variety of types of projects, however, must take into account that IT projects have several own specificities, among which it can highlight: the pressing need to be developed with IT tools, the 68

[email protected]

Pensee Journal

Vol 75, No. 12;Dec 2013

multidisciplinary teams and sometimes multinational teams. One of major may be the treatment of the information by changing the formal language into a programming language, and also the need to be developed with the support of a specific IT infrastructure, next to working with a collaborative culture with great interaction and focused on learning and transmitting knowledge to grow in experience and technical (Piedra-Calderón & Rainer, 2013). Every IT project must comply with standards established in the strategy and overall business objectives, because is there where the projects are chosen the more fit projects or come close to the line of IT, that it engages each organization (Roberts, 2008). It can find several elements that are helpful to know how an organization can identify the best projects to develop, such as: expectations, motivation, strategy management, profitability can be achieved, but always the most critical will be the technologies to be used (Horine, 2010). Always taking into account very indispensable element such as described below. 1.1.

Main Actors

Although there are not the unique because there are more actors involved in IT projects, the next can be considered as the major, which will receive a contribution of development (Malpartida, 2011). Table 1. Main Actors IT Enterprise Customers IT Consultant Project Team IT Architecture 1.2.

Stakeholders

The stakeholders, there are another kind of actors directly related to the project, such as: promoters, sponsors, customers, consultants, equipment, contractor and developer organizations, and others. They could be classified according to their function (Gibben, 2012). Table 2. Stakeholders Stakeholder result Stakeholder use Stakeholder support Stakeholder funding Stakeholder Collaboration Stakeholder audit Corporate Stakeholder Stakeholder related projects 1.3.

Development Context

Every IT project is directed toward a specific context, that is, will aimed towards a particular sector of society, which will also be an important factor that will determine the course to where management should be addressed (Coronel, 2012). Table 3. Development Offer 69

[email protected]

Pensee Journal

Vol 75, No. 12;Dec 2013

Demand Internal External 1.4.

Types

Organizations confront a very demanding and evolving market, from which they get requests that have to comply each of the needs that exist on the market and that continue forming according to technology advances (Lombana, 2008; Abad, 2013). The response provided by the project are: Table 4. Stakeholders Solutions Services 1.5.

Classification

According to market demand, IT organizations opted for a type of product which will be dedicated mainly because, depending on the size of the company, they can dedicate projects to more IT sectors (Fernández, 2010; Carrión, 2010). They are classified in: Table 5. Classification Software Hardware Web communications 1.6.

Environment

Within the business environment and society, national or international, there are three of the factors to consider that it will concern the influence of the environment where projects are undertaken, which can directly affect the development or implementation of a project (Pmi, 2004), these are: Table 6. Environment Socio-cultural Socio-political Socio-Environmental 1.7.

Lifeline

Each project consists of a sequence of activities that are interrelated, that comes to give a body to project, that clearly defines to which objectives, technologies, customer types or market where will run its approach, development and implementation. This body of the project is structured by the whole processes and actors involved in it. They are part of the whole lifeline that consists of several elements that ultimately make up that whole (Moreno, 2012). This lifeline of IT project consists of a series of processes, which are forming step by step until accomplish all of the goals set by the IT Consultant. 1.8.

Lifecycle

In general, a lifecycle of a project are all necessary steps to be performed during the entire project management in order to obtain a solution or service of the project as a final product. This has achieved the 70

[email protected]

Pensee Journal

Vol 75, No. 12;Dec 2013

objectives proposed, following a strategy through the activities and tasks set by the IT Consultant in the analysis of IT project processes (Solisurdain, 2011). The whole set of processes, activities and tasks undertaken in the project is known as "lifecycle", which also forms one of the essential parts of the project lifeline (Solisurdain, 2011). This indicates that within the policies of the company, could build a definition of how to conduct a lifecycle, taking into account that some organizations have a general descriptions of lifecycle to follow in all projects, while others prefer to perform one cycle for each project to be undertaken (Degypi, 2011). 1.9.

Strategic Dimensions

The strategic dimension of a project is influenced by the performance of four elements, two of which have a major contribution because these are the general guidelines to follow in the strategy, and two that have a secondary contribution, but equally importantly, because influence on the strategy according to an adaptation to the environment and characteristics of the organization and the people who use them (Cavazos, 2008; Aguado, 2010). These dimensions are: Table 7. Strategic Dimensions Business Technologies Methodology Resources 1.10.

Input Dimensions

The project provides several contributions, which directly affect all the actors involved in it, through the results of the development of IT projects. Those are: Table 8. Input Dimension Business Social Personal 1.11.

Restrictive Dimensions

All projects will be influenced by demand factors, which give guidelines to where they should go. Projects are affected by the convergence of three dimensions of the environment. Those are: Table 9. Restrictive Technical Economic Strategic 1.12.

Limiting Dimensions

A project will always be defined mainly by three dimensions that clearly restrict the final product. This is not a bad in all because it is not mean a restriction of resources, but to mark a margin to the maximum limits within which one can develop the operability of the project (Coronel, 2012). Those are:

71

[email protected]

Pensee Journal

Vol 75, No. 12;Dec 2013

Table 10. Limiting Dimensions Scope Cost Time IT Infrastructure 1.13.

Planning Levels

Each project consists of a set of features that give a body composed of a series of activities that determine their lifecycle, scope, limitations, resources, which will directly influence the final result (Calderón, 2012). These levels are: Table 11. Planning levels Plan Program Project 1.14.

Instances Administration

Within all the activity that a company makes IT a vital is the viability of projects, to help them through the organization is up to date and productive. To do companies turn to the different levels of project management (Pmi, 2008), in which you can identify development opportunities and projects are: Table 12. Instances Administration Portfolio Program Project 1.15.

Projects And Operations

Any organization looking to stay productive, with responses from their projects and operations. They have many things in common: the same restrictions, team workers, lifecycle, strategic plan, and others (Coronel, 2012; Saludjian, 2010). The things that differ are: Table 13. Projects and Operations Projects Operations 1.16.

Collaborative Projects

This element is one of the most important to be managed constantly, because its contribution goes to the measure of the addition of joint efforts, competence, knowledge, skills and experience to be shared and that through joint and strategic interaction, it can achieve a common goal (Redilce, 2013). There are many contributions obtained through collaborative work, as: growth in learning and achieve new knowledge through diversity of thought. Especially collaborative projects are projects that use the entire ICT infrastructure, to enhance knowledge transfer and collaboration. Through these projects is possible to create inside the groups a mutual cooperative relationship, individual responsibility, group evaluation to the improvement and sharing social aspects as cultural exchange, linguistic, motivational, technical, and others (Educared, 2008). 72

[email protected]

Pensee Journal

Vol 75, No. 12;Dec 2013

1.17.

Viability And Feasibility Of A Project

These are two elements which have to confront any project, be viable and feasible. Practically the difference is that the viability will depend on internal factors, while the feasibility will depend on external factors (Gerencie, 2010; Aragua, 2013). Table 14. Viability and Feasibility Viability Feasibility Conclusion Through this little analysis, one can see the importance of recognizing IT projects as projects with unique features, that they need to have a proper treatment for their nature. The methodologies, policies, rules and other business elements that are used in the development of IT projects, will have an exclusive character especially in its technical and technological elements. Without ruling out other techniques used in other projects that can add value to the development of IT projects. The large number of internal and external elements that are related to the development and implementation of IT projects reveals the importance that needs to recognize them, because depending on this recognition, IT enterprises will give a better and quicker response to their customers. References Abad, W. (2013). ¿Qué es Servicio TI? Blog Publication of Gestión de Servicios de Tecnología de la Información. Retrieved June 15, 2013, from http://gsticperu.blogspot.com.es/2013/02/que-es-servicio-deti.html?_sm_au_=iVVrjS3PWb7H3KZr Aguado A, R. (2010). Elaboración y Planeación del Plan Tecnológico. Web Publication from Premio Nacional de Tecnología e Innovación Portal. Retrieved June 15, 2013, from http://www.fpnt.org.mx/boletin/Enero_2010/Pdf/Elaboracion_y_planeacion_del_plan_tecnologico_1.pdf Aragua. (2013). Estudio de Factibilidad Económica. Introducción a un estudio de Factibilidad del Ayuntamiento de Aragua Venezuela. Retrieved June 17, 2013, from http://proyectos.aragua.gob.ve/descargas/ESTUDIOFACTIBILIDADECON%C3%93MICA.pdf Calderón, D. (2012). Cómo Elaborar un Proyecto: Guía Para Diseñar Proyectos Sociales y Culturales. Síntesis Online del Libro "Cómo elaborar proyectos" de Ezequiel Ander-Egg. Retrieved June 15, 2013, from http://www.slideshare.net/andreagrelo/cmo-hacer-un-proyecto-sntesis-de-ander-egg Carrión, H. (2010). Planificación de Proyectos Web Para el Desarrollo. Imaginar Online Presentation. Retrieved June 16, 2013, from http://imaginar.org/iicd/index_archivos/TUS18/1_planificacion_web.pdf Cavazos, E. (2008). Los 4 Factores de Éxito en un Proyecto de TI. Gravitar Web Publication. Retrieved June 17, 2013, from http://www.gravitar.biz/index.php/tecnologia_negocios/4-factores-exito-proyectos-ti/ Colabora. (2010). Proyectos Colaborativos. Online Presentation of Comunidad de Aprendizaje Colaborativo. Ministerios de Educación Nacional de Colombia. Retrieved June 17, 2013, from http://www.slideshare.net/mostrete/qu-son-los-proyectos-colaborativos Coronel, A. (2012). Introducción a la Gestión de Proyectos. Wiki EOI Web. Chapter 1. Part 1: Fundamentos. Retrieved June 15, 2013, from http://www.eoi.es/wiki/index.php/INTRODUCCI%C3%93N_A_LA_GESTI%C3%93N_DE_PROYECT OS_en_Gesti%C3%B3n_de_proyectos_2#El_Contexto_de_los_Proyectos Degypi. (2011). Ciclo de Vida del Proyecto y Organización (Resumen PMBOK). Resumen Online Publication of Departamento Expresión Gráfica y Proyectos de Ingeniería de la Universidad del País Vasco. Chapter 2. pp. 1 – 2. Retrieved June 18, 2013, from http://www.ehu.es/Degypi/PMBOK/tema%202Meto03.pdf.

73

[email protected]

Pensee Journal

Vol 75, No. 12;Dec 2013

Díaz P, F N & Medina G, V H & González C, Rubén. ICT as a Means of Generating Knowledge for Project Management. The 8th International Conference on Knowledge Management in Organizations. 617-629. Springer Netherlands. 2014/1/1 Educared. (2008). Proyectos Colaborativos. Educared. Proyecto Enseña a Aprender. Retrieved June 17, 2013, from http://www.slideshare.net/edutics/proyectos-colaborativos-393753 Fernández, J. (2010). Administración de Proyectos de Software. Veracruzana University Publication. pp. 1 – 4. Retrieved June 16, 2013, from http://www.uv.mx/personal/jfernandez/files/2010/07/1_Conceptos2012.pdf. Gerencie. (2010). Diferencie entre un Proyecto Viable y Factible. Gerencie Web Publication. Retrieved June 17, 2013, from http://www.gerencie.com/diferencia-entre-un-proyecto-viable-y-factible.html Gibben, G. (2012). Stakeholders, Identification and Analysis. EPO eBook – Electronic Project Office... Version 12. pp. 1 –15. Retrieved June 16, 2013, from http://members.shaw.ca/epo/Stakeholder%20Identification%20and%20Analysis.pdf Horine, G. (2010). Gestión de Proyectos. Edición Revisada y Actualizada 2010. Anaya Multimedia Editorial. ISBN: 978-84-415-2607-5. pp. 24 – 33, 35 Lombana, A. (2008). ¿Qué es una Solución Tecnología?. Blog Publication El Mundo Tecnológico. Retrieved June 16, 2013, from http://lawebtecnologica.wordpress.com/%C2%BFques-es-una-soluciontecnologica/ Malpartida C, H. (2011). Introducción a la Dirección de Proyectos: Comunicación Efectiva. Online Presentation of Centrum Enterprise. Pontifical Catholic University of Peru. pp. 7 – 9. Retrieved June 15, 2013, from http://www.slideshare.net/hugomc25/gerencia-de-proyectos-6132002 Moreno, L. (2012). Los Proyectos y Sus Características Fundamentales. Instituto Universitario de Tecnología Antonio José de Sucre. pp. 1 – 6, 11, 13. Retrieved June 15, 2013, from http://www.slideshare.net/LEYBERMORENO/los-proyectos-y-sus-caracteristicas-fundamentales Piedra-Calderón, J C & Rainer, J J. Global Collective Intelligence in Technological Societies: as a result of Collaborative Knowledge in combination with Artificial Intelligence. International Jorunal of Interactive Multimedia and Artificial Intelligence, vol. 2, issue Regular Issue, no. 4, pp. 76-80, 12/2013. Pmi. (2004). Guía de los Fundamentos de la Dirección de Proyectos. Project Management Institute. PMBOK Guide. Third Edition. ANSI/Pmi: 99-001-2004. Pmi. (2008). Aguide To the Project Management Body Of Knowledge. Project Management Institute. PMBOK Guide. Fourth Edition. ISBN: 978-1-933890-51-7. Redilce. (2013). ¿Qué son los Proyectos Colaborativos?. Red ILCE. Espacio para el Fomento del Aprendizaje y la Cultura. Retrieved June 17, 2013, from Digital.http://red.ilce.edu.mx/index.php?option=com_content&view=article&id=3&Itemid=104 Roberts, P. (2008). Guía de Gestión de Proyectos – Obtener Beneficios Perdurables a través de Cambios Efectivos. Gestión 2000 Editions. Planeta de Agostini Profesional y Formación. Barcelona. ISBN: 97884-9875-013-3. pp. 9 - 30, 339 – 341. Saludjian, F. (2010). Dirección de Proyectos TI. Online Presentation of MSC Consulters Enterprise. pp. 7 – 11, 15 – 23. Retrieved June 17, 2013, from http://www.slideshare.net/FedericoSalu/direccion-deproyectos-ti-parte-1-3596678 Vitae Juan Carlos Piedra Calderón received his Advance Study Diploma (DEA) part of doctorate program and received his Master degree in Business Process Management and Master in Information and Knowledge Management from Universidad Pontificia de Salamanca (UPSAM – Spain). Actually is full time working on his doctoral thesis for PhD degree in Information and Knowledge Society (UPSAM). He has been working as a Knowledge Management Expert in several projects. Rubén González Crespo received a PhD in Software Engineering from Universidad Pontificia de Salamanca (UPSAM – Spain). He is working in the department of Languages and Computer Systems. Director of the Research Group of Society and Information Technologies. Director adjunct of the engineer area in Universidad de La Rioja. Technical Adviser of the Panama Government. 74

[email protected]

Pensee Journal

Vol 75, No. 12;Dec 2013

J. Javier Rainer received a PhD in Robotic and Automation from Universidad Politécnica de Madrid (UPM - Spain). He is working as a Director of research and engineer investigation area in Bureau Veritas Business School and researcher in Intelligent Control group of UPM. He received the best paper Award in IARIA Cognitive 2010.

75

[email protected]