Project Management Practices and Project Manager

1 downloads 0 Views 638KB Size Report
the information system technology project manager by catering to their needs for practical insights toward ... management with respect to IT project man- ... a clearly defined framework. .... helping team mates to carry their tasks, as ..... his mind while different technology bills .... to impossible deadlines, with limited resources,.
International Journal of Aviation Technology, Engineering and Management, 1(1), 37-51, January-June 2011 37

Project Management Practices and Project Manager Traits as a Key to Successful Information Systems Implementation Evon M. O. Abu-Taieh, Arab International University, Syria Jeihan M. Abu-Tayeh, USAID, Jordan Alia Abu-Tayeh, Jordan University, Jordan

ABSTRACT Information Technology project management lingers between science and art. Many will not dwell on such a thought, and define the information technology project manager as the one person that gets the information technology project done. This paper introduces 74 best practices and traits for the novice information systems project manager. The 74 personal traits and best practices were collected from 35 project managers and are based on personal experiences on a number of IT projects. This article provides an interactive platform for the information system technology project manager by catering to their needs for practical insights toward efficient and individually tailored project management. Keywords:

Best Practices, Information Systems, Information Systems Project Manager, Information Technology (IT) Projects, Project Management

INTRODUCTION Information Technology (IT) Project are not like any project, albeit a project is a finite endeavor with specific start and completion dates, during which set of goals are to be achieved to create a unique product or service thereby bringing beneficial change or added value, while honoring the project constraints composed mainly of but not limited to scope, time and DOI: 10.4018/ijatem.2011010104

budget. This finite characteristic of projects stands in sharp contrast to IT projects, where rarely the end product is tangible, although it may bring added value. Nevertheless, more important distinguishable characteristics lie in the focus whereby knowledge management is the foundation, coupled with considerations of the manager of the IT project vis-à-vis relevant experience, interpersonal skills, and competence. Within this context, as (Lewis, 2007) indicated that “project management is not for everyone”, however, (Lewis, 2007) went on

Copyright © 2011, IGI Global. Copying or distributing in print or electronic forms without written permission of IGI Global is prohibited.

38 International Journal of Aviation Technology, Engineering and Management, 1(1), 37-51, January-June 2011

to cite that “people skills” would be the most important trait when embarking on the task of managing a project. Accordingly, IT project management deals with a much greater amount of uncertainty, so it tends toward lightweight, adaptive models, based on integrated utilization of cross thematic approaches. Unlike traditional project management, where a heavyweight, predictive methodology could be employed, not only for implementing a successful development model, but also for seeing that each phase of development is successful. Regardless of the approach employed, careful consideration needs to be given to clarify surrounding project objectives, goals, and importantly, the roles and responsibilities of all participants and stakeholders. Additionally, today business leaders are under leading pressure to perform and make business commitment. Big part of achieving (or not achieving) commitments rests with an organization’s ability to maximize the full potential of its technology project investment. As such, having attained the necessary funding to finance the project; there is a liability on part of the project manager, who should assert credibility to fully deliver on the outcomes of the project efficiently and in a timely manner. Otherwise, across the globe, project managers could indeed be a leading contributory factor in depriving their endorsers’ valuable returns on their project investments. In this context, most are showing good intentions; however, many are experiencing shortcomings particularly around their ability to manage projects through the lifecycle. As a result, organizations are leaving expected benefits on the table. In light of the aforementioned, this research paper would attempt to shed light on the constructive best practices in terms of knowledge management with respect to IT project management, manifesting in a structured approach ensued in optimal project management within a clearly defined framework. In a manner that would not follow a single prescriptive process, but rather an adaptable process framework, intended to be tailored by the project manager and

the project team to select elements of the process that are appropriate catered for their needs. To quote an old saying “coming up with the project idea is the easy part, whereas executing it is the challenge”, thereby execution is as much about commitment as it is about capability.

LITERATURE REVIEW Today, the cycle of production is getting shorter, particularly since the market has been getting increasingly competitive, which leaves no space for IT project manager to fall behind nor can they afford to follow the method of “trial and error”. As (Lewis, 2007) cited that “project management is not for everyone”, managing a project cannot be taught, rather acquired through knowledge management. Project manager’s duties are multi dimensional; including administrative, technical skills, and personal traits, still, knowledge and expertise can be funneled to novice information systems project manager through some words of wisdom from successful project managers. Indeed project management is the discipline of planning, organizing and managing resources to bring about the successful completion of specific project goals and objectives. As a discipline, Project Management developed from different fields of application including construction, engineering and defense. Within this context, the authors conducted a thorough literature review of the topic at hand, which proved to be both onerous and time-consuming. Nevertheless, the authors observed that literature about this topic continuously indicate improvements in the governance framework organizations have developed to oversee their activities around major IT investments spend, albeit this could not be enough, without a constructive structured approach towards efficient project management.

METHODOLOGY In view that the literature review indicated that there are four major intertwined constraints,

Copyright © 2011, IGI Global. Copying or distributing in print or electronic forms without written permission of IGI Global is prohibited.

International Journal of Aviation Technology, Engineering and Management, 1(1), 37-51, January-June 2011 39

which must be balanced by the project manager: time, money, personnel moral, and end-product quality, while there are four elements that directly affect each other their interrelation is not always clear. Accordingly, the authors opt to follow a systematic data collection methodology based on sample interview, noting that since IT project is not an every day event, therefore; this data was collected over many years by authors, highlighting that following this methodology was not meant to stand on statistical study of the best practices of IT project management, rather to define the knowledge management that would feed into the best practices advised to be followed by project managers, accordingly, the authors considered this methodology valid since the interview tool is one of the better practices mentioned in knowledge management text books (Awad & Hassan, 2004). Within this context, the authors, who worked in quality assurance of IT projects over the past two decades, conducted the interviews with 35 randomly selected project managers who led successful projects. In this regard, it is worth noting that the term successful project was defined by the authors as “project that was conducted and finished within budget, time, and up to specification detailed in the first signed contract”. As such, the authors developed a form (Appendix) to be filled by the project manager at the end of each project. The form requested the project manager to name two best practices, traits, dos and don’ts advice, followed by an inquiry on how the suggested would further influence the project vis-à-vis time, cost, team moral, and quality of the end product. As such, the responses collection process started over a decade ago, during which the authors managed to accumulate 50 responses; of which many were dropped because of the continuous change in the arena of Information Technology and the tools and techniques advancements in the project management domain, as the totality list of best lessons and personal traits originally amounted to more than 150 practices. The authors kept reviewing the list, thereby eliminating invalid items. More

importantly, as the paper unfolds, additional items from literature were incorporated, coupled with suggested best practices based on personally gained experience in the field of IT project management quality assurance. Hence, the list of best practices and personal traits entailed 74 best practices and personal traits. The following are 74 best practices and personal traits, which, according to the authors would align to business activities intended to drive successful delivery and deployment of projects. It also provides the taxonomy for blue printing and producing enterprise architecture artifacts across its different domains. Starting with 19 personal traits and qualities desirable to be attained by the IT project manager, consequently, the paper continues to lay the rest of best practices of do(s) and don’t(s).

PERSONAL TRAITS AND DESIRABLE QUALITIES The personal traits and desirable qualities suggested in this research paper by the interviewee are the following 19. Some of these traits are acquired by learning, while others can be acquired by practice, however, all of the 19 personal traits (Figure 1) and desirable qualities were agreed upon by the interviewee in one degree of importance or another. For example some traits like “open mindedness” can be acquired with some easiness to some PM, others with less zeal. The character of the PM can influence that. 1. Be on top of the game: in very descriptive picture (Hoffer, George, & Valacich, 2005) indicated Modern System analysis and design scribes of 9 activities for the IST project manager, as a matter of fact (Hoffer, George, & Valacich, 2005) named the whole idea of IST project management as an art. This trait affected the moral of team by building trust between the PM and the team, thereby positively affecting the end product quality.

Copyright © 2011, IGI Global. Copying or distributing in print or electronic forms without written permission of IGI Global is prohibited.

Therefore, the team members will refrain from voicing their opinions even when they are right; which leads to wrong decisions. Needless to say, such scenario may affect the quality of the end-product. 12. socialJournal smart: whenTechnology, managing a project many people will January-June try to persuade the PM to 40 Be International of Aviation Engineering and Management, 1(1), 37-51, 2011 their direction. Unless the PM is socially smart and knows who is who in the game s/he will be like a leaf in the wind. Beings socially smart here means knowing how to Figure 1. Desirable traits for the project manager “read” people well enough so that PM can take a well calculated risk decision.

Figure 1. Desirable traits for the Project Manager

2. Be top on the numbers: as project managers

and encouraging working environment

13. Be honest: in the Western culture “Honesty is the best policy” and in the Arabic to urge team members to work, thereby must be on top of the numbers: products culture “lies have no legs to walk”. PM must be honest where appropriate. Since lies helping team mates to carry their tasks, as prices? How much money left in the budproduce uncalled for stress and anxiety which the PMconstructive already has much of both, these enabling attitude would get? How much left in the project? Such therefore; to avoid just two do not answer the question the reason why, affect mainly stating time, particularly since be-rather numbers will alwayslies indicate things: than lying, which leads to the next best practice “be firm” ing an obstructer would ultimately create manager credibility and project progress and consequently generate low in firm: front ofbeing the tophonest management. 14. Be does not mean being resistance, a push over, as certain decisions must be morale among the team and the end-user. 3. Be Ready: The PM must be equipped handled with care; thereby the PM must be firm about them. Letting every team with the necessary tools, knowledge and 5. Impertinence (thinking outside the box) member second guess the decision may lead to lack of respect. Therefore, PM must (Hoffer, George, & Valacich, 2005): The techniques for work breakdown structures, becritical firm, yet next best “Being Fair” is a manager must. must be able to think out project paththe analysis and practice earned value

of the box,handling s/he must team be bold, gutsy, and management, the be PMfair would beequal ready, treatment 15. Be fair: PM so must with when members and the courageous enough to take owner. a decision. understanding andalbeit applying toolsfirst and responsibility business owners, thethe PM’s is for the business techniques which are generally recognized as good practices for effective project management. 4. Be a facilitator not an obstructer: as project manager must provide an enabling

Since PM is the team leader, s/he must master the vision and see the full picture. Impertinence affects the team moral which in turn affects the time and money elements of the project.

Copyright © 2011, IGI Global. Copying or distributing in print or electronic forms without written permission of IGI Global is prohibited.

International Journal of Aviation Technology, Engineering and Management, 1(1), 37-51, January-June 2011 41

6. Impartiality (Hoffer, George, & Valacich, 2005): impartiality is a trait that is essential to PM work. Lack of Impartiality, bias, will blind side the project manager from taking right decisions. A good measure for Impartiality is that not being able to describe the reason to like something or somebody in a technical manner. In other words, PM may like worker, supplier, or product over another; which may lead to wrong decision. Impartiality affects the team moral which in turn affects the time and money elements of the project. 7. Relaxing constraints (Hoffer, George, & Valacich, 2005): PM must be able to relax the constrains. PM must know that requirements and specifications are not chiseled in stone. In other words when the customer needs some alteration and it is technically possible then the PM must do it. Although, at first sight, PM may think that such a trait may prolong the life of the project, still such action may help PM gain the trust of the end-user(customer). 8. Be attentive to details (Hoffer, George, & Valacich, 2005): PM must be details oriented, trailing down the project plan to the level of activities while taking into account the full picture. Many people know the idea but not the details. As a leader, when the PM does not attend to the details, the rest of the team will follow suit. This may lead to sloppy work. This in turn will affect the end product quality. 9. Reframing (Hoffer, George, & Valacich, 2005): Reframing is ability to put the problem at hand from different perspective. The PM must have such ability in order to interpret the request of the end-user to specifications to the software engineer. Although the term originally stems from NLP still the term is used with the same spirit in this context. Reframing ability of the PM may save time since it enhance the communication between players in the project: team, customer, and end-user 10. Open mindedness: PM must be open minded to new ideas, products, workers,

and suppliers. If PM thinks less of her/his people s/he is bound to make mistakes. PM must listen and be open minded to ideas brought by team members since as a leader when listening to them they may rally after PM and the project which in turn creates loyalty to the PM consequently to the project itself. Which brings us to the next best practice be tolerant to different opinions. 11. Be tolerant to different opinions: some PMs tend to ridicule opinions that are different from their opinion. Such practice creates the fear factor among the team. Therefore, the team members will refrain from voicing their opinions even when they are right; which leads to wrong decisions. Needless to say, such scenario may affect the quality of the end-product. 12. Be social smart: when managing a project many people will try to persuade the PM to their direction. Unless the PM is socially smart and knows who is who in the game s/he will be like a leaf in the wind. Beings socially smart here means knowing how to “read” people well enough so that PM can take a well calculated risk decision. 13. Be honest: in the Western culture “Honesty is the best policy” and in the Arabic culture “lies have no legs to walk”. PM must be honest where appropriate. Since lies produce uncalled for stress and anxiety which the PM already has much of both, therefore; to avoid lies just do not answer the question stating the reason why, rather than lying, which leads to the next best practice “be firm” 14. Be firm: being honest does not mean being a push over, as certain decisions must be handled with care; thereby the PM must be firm about them. Letting every team member second guess the decision may lead to lack of respect. Therefore, PM must be firm, yet the next best practice “Being Fair” is a must. 15. Be fair: PM must be fair with equal treatment when handling team members and

Copyright © 2011, IGI Global. Copying or distributing in print or electronic forms without written permission of IGI Global is prohibited.

42 International Journal of Aviation Technology, Engineering and Management, 1(1), 37-51, January-June 2011

the business owners, albeit the PM’s first responsibility is for the business owner. 16. Be patient without leniency “a push over”: PM must be patient as long as the patience will not negatively influence the outcome of the project nor delay it, but be ware of being too lenient which may lead to project delay. 17. Be adaptable to change in plans, technology, people, and money: in project management of IT project CHANGE is the name of the game. Be apt, as PM, to change. Make sure to include and incorporate such idea in the project plan. For example while conducting the project, turn over and technology advancement should be expected, which may lead to budget cuts. 18. Be always ready to make a presentation: have the numbers and the status of the project always ready and at hand, whereby fully fledged presentation would be available on short notice for the top management, as being always ready to make presentation would both save time, and effort. 19. Leadership & Charisma: two important traits in the PM, although it may be said that those traits are inherited rather than acquired, yet, a true leader can manifest such traits when need be, particularly since such leadership qualities in PM are important as stated by (Cadle & Yeates, 2004) and discussed thoroughly. The aforementioned 19 personal traits and desirable qualities were agreed upon by the interviewee at one level or another, thereby concluding that Effective Project Management requires that the project manager understands and uses the knowledge and skills, in consequence the next section will lay out the best practices of the Dos and Don’ts .

BEST PRACTICES OF DOS AND DON’TS In this section the research provides a blueprint of the Dos and DON’Ts as suggested by the

interviewed project managers, where the authors state 10 DON’Ts and 45 Dos of best practices, as such, the first section shows best practices of DON’Ts, as stipulated in Figure 2: 1. Don’t be selfish and hog the credit to oneself: as PM must have the best interest of the team members, highlighting the accomplishments of each, thereby substituting the pronoun “I” and “Me”, with that of “We” and “Us” such behavior will enhance the team’s view of the PM and increase their loyalty. 2. Don’t be afraid to ask questions: asking questions is only part of learning the facts. Many PMs will be afraid to ask the questions whether from top management or the team members. Think before ask, and ask the right questions at the right time. 3. Don’t be power hungry: delegate the responsibilities and make the team members accountable for their actions. To carry all the tasks and take responsibility for them will only add the responsibility and stress load. In fact, PM must empower the team members, in what is labeled by (Lewis, 2007) as “A moment of truth”, noting that the PM must remember always that their primary role “is to manage the project, not do the work” (Lewis, 2007). 4. No guts no glory: since the PM is the leader of the team s/he must be prepared to take risks and to be gutsy enough to take those risks. When taking risks usually any person will suffer from the anxiety which very uncomfortable feeling. Still the PM must be ready to take some actions that need guts and are risky. Having said that, one must take calculated risks not hub hazard. 5. Don’t be arrogant: arrogance usually attracts negative feelings and resentment from others, thereby hindering team members from pointing the ditches and loop holes during the life of the project. 6. Don’t play alone & be part of the team: it is much easier to play alone in a project but this has a price. Being part of the team may slow the PM down sometimes

Copyright © 2011, IGI Global. Copying or distributing in print or electronic forms without written permission of IGI Global is prohibited.

7. Don’t just sit behind the desk: be proactive, whereby not handling the project from behind a desk or manage the project by spreadsheets. So when the 50% task is done, then this should be coupled with field visits to ensure that in reality the task is half International Journal of Aviation Technology, Engineering and Management, 1(1), 37-51, January-June 2011 43 done, not just because some programmer worked on the task 20 hours out of 40 hours task. In fact (Roberts, 2006) advice PM that “do not hide in an office, they walk Figure 2. Theand DON’Ts of best practices in the middle of the team so they are approachable” around ideally sit physically

Break  promises

Be selfish  and hog  the credit  to yourself

Be afraid  to ask  questions

Be power  hungry

Cut corners

Don’t  No guts no  glory

Exaggerate

Just sit  behind the  desk

Play alone  be part of  the team

Be  arrogant

Figure 2. The DON'Ts of best practices

mayexaggerate: help him/her avoid some ditches “tell everyone the truthand all when 8. yet Don’t as PM may be temptedrecommends to show theto accomplished work that were never anticipated. Think of this the time”. put on the spot it is easy to overestimate and exaggerate the truth, although this may advice having a set brains thereby to think isblemishing 9. Don’tthe cutPM corners: when theinproject ap-the top lead toasmisrepresentation, creditability front of better than one. proaches the end or when pressured to finish management as well as the team members, reaffirming this, (Stellman & Greene, 7. Don’t just sit behind the desk: be proacthe project early PM tend to cut corners, 2005) recommends to “tell everyone the truth all the time”. tive, whereby not handling the project

thereby affecting the quality of the work

done, not just because some programmer

keep their promises, to the best they can,

the team so they are approachable”

business owner.

behind a desk or manage the project done. Therefore, poor quality will be 9. from Don’t cut corners: when the project approaches the end such or when pressured to finish by So when the 50% your portfolio your of credit thespreadsheets. project early PM tend to task cut is corners,reflected therebyinaffecting the and quality the work done, this shouldsuch be coupled field will betoreflected the business owner.portfolio and your credit done.then Therefore, poorwith quality in your visits to ensure that in reality the task is half 10. Don’t break promises: PM must always to the business owner.

10. worked Don’t on break promises: PM must keep their to the best they can, the task 20 hours out of 40 hoursalways otherwise it ispromises, not recommended to make otherwise it is not2006) recommended to makesuch suchpromises, promises, as breaking promises task. In fact (Roberts, advice PM that as breaking promises will will “do not hide an office, they walk around bothinthe and kudos reflect on in both the credibility and kudos reflect of theonPM thecredibility future among team and and ideallyowner. sit physically in the middle of of the PM in the future among team and business As 8. the Don’t 10 Don’ts of bestaspractices highlighted earlier, next the paper illustrates the Dos exaggerate: PM may bewere tempted of best to practices reflected from our interviewees. show the accomplished work and when As the 10 Don’ts of best practices were put on the spot it is easy to overestimate and exaggerate the truth, although this may lead to misrepresentation, thereby blemishing the PM creditability in front of the top management as well as the team members, reaffirming this, (Stellman & Greene, 2005)

highlighted earlier, next the paper illustrates the Dos of best practices reflected from our interviewees.

1. Listen to people – feedback: as a project manager try and listen to people and their

Copyright © 2011, IGI Global. Copying or distributing in print or electronic forms without written permission of IGI Global is prohibited.

44 International Journal of Aviation Technology, Engineering and Management, 1(1), 37-51, January-June 2011

2.

3.

4.

5.

feedback. Many time project managers dismiss the feedback as a “back talk”. Sometimes little feedback will take the project along way. Use many sources for the information: try having more than on source of information. Relaying on source is like putting the eggs in one basket, which transpires into higher risk. The best source of information is the direct source. In case of choosing a software or hardware visiting the website of the manufacturer is essential. Still, PM must dig up the local representative of the firm and approach other customers that used such product. Know the game: In the IT arena it is very easy to get fooled by promises and talk of sales people. Remember talk is cheap, rather the PM must know the various technical parts of the project. To learn and keep learning are essential ingredient in the success of the IT professional, particularly in view of the internet availability, nowadays, thereby loads of facts and information are within reach. Respect others’ views and opinions: project manager must respect others’ opinion because it could be a valid opinion, as others means user, customer, team mate etc. Lack of respect in this case may lead to two unconstructive results: person’s opinion was valid and the PM missed the fruits of a valid opinion. Second, person opinion was not valid, but s/he is not convinced because it was never respected and discussed. In this case the person will keep on behaving negatively towards the PM and the project. Another negative outcome is others will stop voicing their valid and beneficial views because they are afraid of being disrespected. Communicate with people (customer, user, team mates, and sponsor): the PM must communicate with others. There are many means of communications: emails, meeting, hallway discussions, etc. Remember that people are what make the project not the hardware and software.

6. Know the market, the people, hardware & software: when PM knows well the market, the people involved in the project, and the software and hardware of the project s/he he can deal with unforeseen events and problems. The better s/he know the ingredient of her/his project the better s/he can deal with the unknown events or mishaps that may arise. Hence, when need arise it is imperative that PM has the right replacement for any of the items at hand. 7. Dress up: the PM have the status of being at the front line and the cover of the book, as such, attire choosing should be wisely done. As dressing up, especially when dealing with top management will transpire into a reputable image of the PM, whereby the PM is of good kudos and so their investment in good hands, whereas the team would be assured that the PM has the appropriate characteristics to lead the way into project successful completion, although the PM would need to earn the team’s respect as a leader, depending on the PM’s knowledge and expertise. 8. PM organize time, money and resources: The PM wears many hats in this regard. The PM must be HR manager, Finance Manager, time keeper and quality assurance. The PM must be always ready with the numbers, in order to be able to address questions, such as: how much did you spend so far? How much time do you have? Who is doing what NOW? Etc. This entails not only organizing all the resources, and using computer programs to follow up, but necessitates field visits, as well. In addition the PM must well aware of her/his team skills, abilities and know how. This will give flexibility to PM’s decisions regarding assigning job to the team members. 9. Know the laws, bylaws, regulation, culture, the business: it is essential that PM knows the culture of the business. Part of the culture is the legal aspect of the business. In some countries like Jordan, Syria, regulations prevails over the law, and some ties regulations DO NOT align with the law.

Copyright © 2011, IGI Global. Copying or distributing in print or electronic forms without written permission of IGI Global is prohibited.

International Journal of Aviation Technology, Engineering and Management, 1(1), 37-51, January-June 2011 45

Unlike UK, US cultures where regulations are an explanation of the law. 10. Calculate risk carefully: calculating risk does not mean not to take the risk. In other words, the PM must calculate the risk carefully, whereby taking into account all factors of risk, albeit rather unfeasible yet manageable. 11. Make a network of contacts for work – remember names, faces, affiliates etc.: the PM must have constant strong networking, in order to be constantly equipped of the updated information in the market.. 12. Show the work: people tend to be skeptical of things, of which they are ignorant; thereby the PM must ensure that stakeholders (project owners, team members, suppliers, business workers etc.) know what is the recent work through emails, presentations, meetings, newsletters, etc. This should rally the culture of business at hand while the team members would be involved in the big picture of the project. In addition, since many stakeholders will be approaching the team members, as such, it is imperative that the team is aware of the newest updates vis-à-vis the project achievements. 13. Recognize the importance of people: PM must not dismiss people and their opinions based on their insignificance to the project. As the saying goes “great fires start with a spark”. The PM must lobby for the attention and involvement of the project stakeholders. 14. Have a plan and prepare contingency plan: to manage a project properly PM needs a project plan updated and ready for execution. In project management expect the unexpected and for such circumstances always have a contingency plan ready. 15. Follow your own rules: PM is a leader and must practice what s/he preaches specially regarding sticking to schedule, hard work, etc. The team may not follow the leader if s/he comes late every day to work and preaches time discipline. 16. Recognize team mates’ achievements and acknowledge competitors: Positive

incentive is highly recommended whether that may be tangible, with salary increase, or, more importantly psychological positive incentive, as praising team mates’ accomplishments and achievements whether in/ out side work arena, thereby enhancing the sense of ownership and belongingness to the team. 17. Take your time to make decisions but not too long: take time to make decision and study all its aspects. Once the decision is made stick by it. In the same token, time is important factor when taking a decision. When a decision is too late, sometimes; it is not worth the paper written on it. 18. Show your smartness in the right time but not all the time: sometimes PM is advised to express his/her shrewdness and intelligence, and not to act ignorantly. 19. Have a “black book” for the lessons learned: Keep track of the “lessons learned” for future reference. Each project managed is a lesson to learn and an experience to embrace. The more lessons learnt the less mistakes to be made in the future. 20. Document, don’t forget the paper work: part of the work is documentation. Although, most PMs refrain from documentation partly because it is boring and partly because it takes much needed time. Still documentation is needed to back track the project, find out the source of mistakes and is a good tool to measure progress. 21. Have the right negotiating skills: the PM must be equipped with negotiation skills to avoid bureaucratic channels and red tape that may hinder project implementation. 22. Learn how to manage the well educated: In IS projects most of the workers are well educated people (engineers, programmers etc). Such types of people are not managed easily. Most of the time well educated people need convincing rather than ordering around. Since PM cannot watch such people or overlook their shoulder 24X7, the PM must be able to convince. 23. Incentives & Punishment: both are part of the management process. PM must be

Copyright © 2011, IGI Global. Copying or distributing in print or electronic forms without written permission of IGI Global is prohibited.

46 International Journal of Aviation Technology, Engineering and Management, 1(1), 37-51, January-June 2011

capable of using both incentives and punishment wisely. The PM must distinguish between incentives and handout which really calls on controlling the PM to her/ his emotions. Also, PM must distinguish between punishment and vendetta. Punishment is used when a team member does something wrong while vendetta is when the PM has an ill and personal feeling against the team member. For any team member when the environment is healthy s/he would know that good deeds don’t go unrewarded, then the team member will put in the 110%. 24. Create healthy environment of work: any team member must have the healthy environment to work in. If the PM wants the team to work s/he must create and provide needed ingredients for healthy environment weather physical of non physical ingredients. For example, physical ingredients like PC, desk, well lit room, phone, fax, etc are essential for the team member. Other non-physical ingredients like nice atmosphere of work, ability to speak their minds, fair pay, etc. Healthy environments are a driving factor that allows team members to function properly, efficiently, and effectively. 25. Share the decision making: part of the job of PM is to take decision. Needless to say those decisions when taken are bound with agreement and disagreement. When sharing the decision making process with the team members this will create some camaraderie, loyalty among the team and PM. Also, once the decision is made by the team, then the team will work hard to make the end results right. 26. Learn how to say NO: PM must be able and capable to say NO to people. Otherwise, the project may run forever and over budget. Saying NO at the right time is essential. When developing a website to an organization a project ran for 2 years. Reason being the business owner kept changing his mind while different technology bills

and whistles kept coming out. The PM kept saying yes to every requested change. 27. Learn how to read and write: many project managers relay on the verbal orders to be carried out. Still verbal orders are not as accurate as written orders and are not as well thought of. When writing the order this gives to the PM to think out the order and the team member to remember, ponder upon, think out the order. When the PM receives the orders from the business owner s/he must be able to read and understand the order properly. Having said that, every business has its own lingo, expressions and set of vocabulary. For example: the word “materials” means something in construction company and another thing in a university. Hence, PM must be aware of the importance of the reading and writing the correct order using the right vocabulary. This brings us to the next item of discussion. 28. Learn how to convince people by speaking their language: when speaking with the business owner, the user, team members, etc PM must to each one speak their business-language. Business-language entails jargons, expression, etc. 29. Set realistic standards: PM must be realistic when setting the work standards. What applies in New York may not apply in Damascus. Also, what applies in NASA does not apply to supermarket chain. Some PMs may the standards so high that will reflect in a devastating manner on the project. When managing a project to develop an employee attendance system to a certain organization i.e. company with 15 employees, PM may not want retina recognition software. In other words, Strive to perfection but be realistic. 30. Teach team honest competition: The PM as a leader of the team usually sets the competition rules among the team members. Also, Part of the healthy environment is competition rules if the PM encouraged bad competition rules this will lead to low self esteem among the team members which will reflect on the end result of the project.

Copyright © 2011, IGI Global. Copying or distributing in print or electronic forms without written permission of IGI Global is prohibited.

International Journal of Aviation Technology, Engineering and Management, 1(1), 37-51, January-June 2011 47

31. If you talk the talk then walk the walk: although the PM is a person with many responsibilities, yet the level of authority depends on the top management, thereby (Stellman & Greene, 2005) advises the PM to take things into their hands, when need be. 32. Build camaraderie: also part of the healthy environment is to establish communication links and camaraderie among team members, thereby making sure that the team members care for each other, additionally, the PM must set an example to the team members by taking the right initiative. 33. Time to work and time to lay back: even in a project there is time to work and time to relax, sharing happy and sorrowful moments. As such, it is highly recommended to mark the calendar for team members’ birthdays, and their spiritual holidays, in addition to planning weekend luncheon, as this will further enhance the family feeling among team members. 34. Learn how to trust people: Trusting people to do their jobs, while giving them the appropriate timeline to do it, without constantly watching over their shoulders, thereby insinuating trust and faith, as (Stellman & Greene, 2005) indicated to “trust your team”. 35. Project Manager must acquire theory and practice: there are many theories written for project management, the PM must be aware of such theories in fact PM must use such theories. Some theories implement progress measures and estimation methods like: Internal Rate of Return (IRR), Analogy methods, Analysis effort methods, Programming method, Direct estimation based on project break down, The Delphi technique, Constructive cost model (COCOMO), and Function point analysis. Such methods and tools shed a light for the PM on the way the PM can conduct the project. In addition many theorists suggested system development life cycles (SDLC).In (Abu-Taieh, 2009) there is a compartives study for 16 different SDLCs.

36. Give clear orders: when the PM issues orders, the order must be clear. In other words and order that cannot be understood or explained in different ways. The vagueness of the order is a source of hodgepodge. 37. Communicate your ideas wisely/simply/ directly: when communicating ideas to the team and other people involved the PM must state the idea in a simple manner and directly to the person concerned. PM must be wise when communicating the idea so as not to lose the meaning of the idea. Communication skill are an essential ingredient in the PM personality 38. Project’s goal must be clear to PM and to the team: Any project must have a goal and an aim that all parties involved must be aware of. The project manger and the team must understand and know the goal. Lack of understanding the goal of the project may lead to confusion, bewilderment, uncertainty and chaos. 39. Closure: upon project completion, there should be closure, i.e. exit strategy. Closure means that all parties involved in the project know that the project is finished and are aware of the end result of the project. As PM must create this closure to the customer, end-user, team mates, management, etc. Also PM must show the end product and propagates the benefits of the end product. 40. Recognize the ripple effect: when communicating an idea or when announcing a piece of news there is a ripple effect. Just like when throwing a stone in a pond, there is a ripple. Except the ripple effect of words results in bigger wave. What one person hear and transfer to another is usually different. 41. When communicating, try to explain all the technical jargon (CRM, ERP, etc): people tend to communicate with computer jargons and abbreviations like (CRM, KM, DSS, etc). Most people expect that such way of communication is understandable to all. Such idea is complete misrepresentation of the truth. When using shortened terms try to say the whole term. Another,

Copyright © 2011, IGI Global. Copying or distributing in print or electronic forms without written permission of IGI Global is prohibited.

48 International Journal of Aviation Technology, Engineering and Management, 1(1), 37-51, January-June 2011

aspect of this problem is that such terms are quite new in the IT arena therefore some standard definition is lacking. One person will understand KM as knowledge management with Artificial Intelligence aspect others will see it as glorified Data mining system. 42. PM and End user satisfaction: Although the top management covers the project cost, nevertheless, what matters is end-user satisfaction of product quality, as such, consumer satisfaction is of immense importance and the PM must pay attention to it. 43. Learn from history of the organization: the PM must be knowledgeable of the organization’s history, being the sponsor of the project, as this will be provide the PM with the necessary insight vis-à-vis the organization’s commitment to this project. 44. Address conflict rather than leaving things to fester (Roberts, 2006): whenever there is team work there is always some sort of conflict. PM must address the conflict right away and deal with it effectively. 45. Review everything, test everything: this advice is also by (Stellman & Greene, 2005), which recommends testing and reviewing, in order to keep all parties concerned on their toes, which can only enhance the creditability of the project.

CONCLUSION In the book “Fundamentals of Project Management, (Lewis, 2007) raises a vital question: do you want to be a project manager? And the authors Lewis asset question if answered by yes then go ahead. The questions ask by Lewis were: “Do you like having the responsibility with very limited authority? Do you enjoy working to impossible deadlines, with limited resources, and unforgiving stakeholders? Are you in other words a bit masochistic? If you are then you will love being a project manager.”

This paper suggested 74 personal traits and best practices. At the first section the paper suggested 19 essential personal traits. Then the research suggested 10 DON’Ts of best practices. Finally the paper suggested 45 Dos of best practices. As mentioned before project management is not for everyone, therefore, the 74 best practices and traits will not make a person a perfect IT project manager. Still, such practices and traits may enhance the ability of the PM. In conclusion, this research paper attempted to shed light on the constructive best practices in terms of knowledge management with respect to IT project management, manifesting in a structured approach ensued in optimal project management within a clearly defined framework. In a manner that would not follow a single prescriptive process, but rather an adaptable process framework, intended to be tailored by the project manager and the project team to select elements of the process that are appropriate catered for their needs. To quote an old saying “coming up with the project idea is the easy part, whereas executing it is the challenge”, thereby execution is as much about commitment as it is about capability.

REFERENCES Abu-Taieh, E. (2009). Comparative Study . In Kidd, T. (Ed.), Handbook of Research on Technology Project Management, Planning, and Operations. Information Science Reference. Information Technology Projects System Development Life Cycles. Awad, E. M., & Hassan, G. (2004). Knowledge Management. Prentice Hall. Cadle, J., & Yeates, D. (2004). Project Management for Information Systems (4E ed.). prentice hall. Chaffey, D. (2004). E-Business and E-Commerce (2 E ed.). Prentice Hall. Conroy, J. (2007, 10 23). 7 Challenges of Implementing a Content Management System. Retrieved 12 30, 2007, from http://www.cmswire.com/cms/ enterprise-cms/7-challenges-of-implementing-acontent-management-system-001848.php

Copyright © 2011, IGI Global. Copying or distributing in print or electronic forms without written permission of IGI Global is prohibited.

International Journal of Aviation Technology, Engineering and Management, 1(1), 37-51, January-June 2011 49

El-Mahied. M. T., & Abu-Taieh, E. M. (2005). Knowledge management: nurturing culture, innovation and technology. North Carolina, USA: World Scientific Publishing Co. Pte. Ltd. Hoffer, J., George, J., & Valacich, J. (2005). Modern Systems Analysis and Design (4th Edition ed.). NewYork, USA: Prentice Hall. Lewis, J. P. (2007). Fundamentals of Project Management By. USA: Published by AMACOM Div American Mgmt Assn.

O’Shaughnessy, B. (2002, 9 18). Challenges of Implementing GIS in a gas utility. Retrieved 12 30, 2007, from GIS for Oil & Gas Conference: http://www. gisdevelopment.net/proceedings/gita/oil_gas2002/ papers/boshauhnessy.asp Roberts, M. (2006). Project Management Book. Retrieved from HR Consulting: http://www.hraconsulting-ltd.co.uk/project-management-book-0302.htm Stellman, A., & Greene, J. (2005). Applied Software Project Management. O’Reilly.

Copyright © 2011, IGI Global. Copying or distributing in print or electronic forms without written permission of IGI Global is prohibited.

50 International Journal of Aviation Technology, Engineering and Management, 1(1), 37-51, January-June 2011

APPENDIX Interview Form Project Management Dear Project Manager, The following form is a survey form for scientifically purpose only. We appreciate your time to fill this form. Project Name: ____________________________________ Project Location: ____________________________________ Project Manager Name: ____________________________________ Mailing Address: __________________________________________ __________________________________________ __________________________________________ TEL:_______________________________________________ FAX________________________________________________ E-MAIL:____________________________________________ Please fill the following from

Do You Consider Your project a Successful One? • • •

Achieved all objectives stated in the specification document Yes No Within budget Yes No Within time frame Yes No

What are the two most important best practices that you have practiced during this project? And how did the best practice affected the project? Improve employee moral

Save time

Save money

Improved quality of end product

1. 2.

Please indicate two do’s and don’t advices to project manager that may have conducted this project at hand Improve employee moral

Save time

Save money

Improved quality of end product

1. 2.

Copyright © 2011, IGI Global. Copying or distributing in print or electronic forms without written permission of IGI Global is prohibited.

International Journal of Aviation Technology, Engineering and Management, 1(1), 37-51, January-June 2011 51

In your own opinion what are the two most important traits that you think should be in a person to conduct this project? Improve employee moral

Save time

Save money

Improved quality of end product

1. 2.

Copyright © 2011, IGI Global. Copying or distributing in print or electronic forms without written permission of IGI Global is prohibited.