Information
Technology Project Management within the Marshall
University
Computing Services Department: An Analysis
Terri
L. Tomblin-Byrd
Capstone
Project submitted to the faculty of the College of Information Technology &
Engineering
and Marshall University in partial fulfillment of the requirements for the
degree
of
Master
of Science
In
Technology
Management
Dr.
Bernard Gillespie
Dr.
James Hooper
Dr.
William Pierson
Fall, 2000
Marshall University
Huntington, West Virginia
Information Technology
Project Management within the Marshall University
Computing Services
Department: An Analysis
Tern L. Tomblin-Byrd
(ABSTRACT)
This research project
addresses the issues affecting information technology (if) project management.
The issues represented in this study are addressed in the context of if
implementation and maintenance, especially with regard to the question of the
needs and perceptions of employees within Marshall University Computing
Services. In addition, this study will provide an exploratory look at the
problematic issues surrounding management of if implementation projects and how
Computing Services employees perceive them.
More specifically, this
study provides the following: a discussion of management and organizational
issues that have a direct relationship to if implementation needs; a discussion
of the problems which are specific to Computing Services with regard to if
implementation; a comprehensive view of the principal problems associated with
managing the IT implementation and maintenance process in organizations;
descriptive data revealing Computing Services employee perceptions about the
issues surrounding project management and the organization’s culture; and a
basis for development of an if project management methodology suitable for the
Computing Services organizational culture. Each of these provisions is integral
to developing a comprehensive understanding of the problems associated with
managing the implementation and maintenance of ifs in higher education
institutions. These provisions lay the foundations for future development of an
IT project management methodology for Computing Services.
The research in this study
suggests that a standardized project management methodology for IT is
fundamental to the ultimate effectiveness of if implementation. Project
management has proven to be a difficult accomplishment regardless of
organization type or culture. This study specifically addresses many of the
issues
ii
surrounding this problem, as it is
integral to the project management process as a whole. Secondly, it is shown
that communication and collaboration are major factors in effective if project
management.
Current industry trends
have shown a propensity towards centralization and standardization of an
organization’s project management process. This trend speaks directly to the
issue of interdepartmental coordination, communication, and the difficulties
Computing Services managers face when attempting to implement and maintain
technologies. Finally, it is shown that the expertise levels of employees with
regard to project management tools and techniques has proven to be a
contributing factor to the effectiveness of Computing Services’ project
management process.
iii
Table of Contents
Abstract page(s)
ii-iii
Acknowledgements page(s) iv
Table of Contents page(s)
v-vi
Chapter 1:
Introduction page(s) 1-7
• Purpose of Analysis
• Research
Questions
• Problem
Statement
• Description
of Issues
• Significance
of Study
Chapter
2: Literature Review page(s)
8-25
Section 1
• General
Background Literature
• IT
Implementation
• Project
Management
Section 2
• Organizational
Structures and Personnel
• Organizational
Environment
• Project
Management Practices & Tools
Chapter
3: Methodology page(s) 26-33
• Introduction
• Basic
Approach to the Research
• Research
Methodology
v
• Survey
Sample and Population
·
Statistical Analysis
• Limitations and Assumption
Chapter 4: Results and
Data Analysis
page(s) 34-70
• Introduction
• Issues
Categorization
• Survey
Respondents
• Analysis
of General if Data
• Analysis
of Primary if Data
• Case
Studies
Chapter 5: Conclusions and Recommendations page(s) 71-81
• Introduction
• Conclusions
• Recommendations
Appendix A (Computing Services
Organizational Structure) page(s) 86
Appendix B (Corporate Culture Comparison) page(s) 87
Appendix C (Project Management Software Packages) page(s) 88
Appendix D (Case
Studies) page(s) 89-101
Appendix E (Survey
Responses and Frequency) page(s) 102-139
Appendix F (Project Management Procedure Outline) page(s) 140-141