An_analysis_of_it_project_management_acr.pdf

An Analysis of IT Project Management Across Companies in an International Scenario Paulo Roberto Martins de Andrade(B)

and Samira Sadaoui

University of Regina, Regina, SK S4S 0A2, Canada {martinsp,sadaouis}@uregina.ca

Abstract. With the growing recognition of the importance of Project Management (PM), new solutions are still researched to improve PM practices in environments where there is a restriction on the project types. PM is becoming more widespread in business and academia but without enough information about the course of actions to be taken to archive success. This is principally true in the IT sector where the impact of new technologies is felt faster than in any other areas. This present study reviews the actual state of IT project management based on an online survey that we conducted with worldwide companies. Our aim is to provide insights and recommendations on how to increase the projects’ success rate based on the results of the survey analysis.

Keywords: Project management Risk management · IT projects

1

· Agile · Survey analysis

Introduction

As stated by [1], the concept of Project Management (PM) refers to “the application of knowledge, skills, tools and techniques to the project activities with the purpose of attending its requirements”. This concept along with the company culture and other business processes (e.g. IT, marketing, financial and commercial) produce what we call the outputs (artifacts) for the PM process. Outputs are generated from different departments across the business, and are part of the company’s culture. They facilitate the execution of PM throughout its cycle: initiation, planning, control and closure. Examples of such outputs are payment schedule, team member information, company hierarchy, stakeholders’ list and technologies adopted in the company. Nowadays, to increase the success rate of projects, it is necessary for businesses to learn from past PM practices that have been tested in different environments. Although managing the PM process is one of the crucial parts for the success of any project, especially when developing new systems or saving time and money, there is no study that depicted the actual picture of companies and their methodologies [1]. This situation is true especially for projects in the c Springer Nature Switzerland AG 2018  X. Larrucea et al. (Eds.): EuroSPI 2018, CCIS 896, pp. 95–107, 2018. https://doi.org/10.1007/978-3-319-97925-0_8

96

P. R. M. de Andrade and S. Sadaoui

IT sector, as there is a lack in the literature about PM in the IT sector [2–5]. Consequently, in this paper, we examine the PM standards and tools used by worldwide companies and assess their impact on IT projects. Albeit there is a considerable literature about PM, it is however very general with predetermined implementation formulas and without any insights on the project successes and failures and their implications. Additionally, there is a very limited accumulated knowledge on the management of IT projects. Most of the research focus on Agile frameworks and how they can be used to improve the PM practices [1]. The very essence of our study requires empirical investigation. Thus, we developed a robust survey with the intention of determining the characteristics of PM practices in the IT domain. Numerous companies, local and international, participated in the survey. As a result, based on real-world scenarios, we will present the actual picture of the PM field (what these companies are doing and archiving). IT Project Management (ITPM) is undoubtedly an emerging theme among professionals as well as in the Project Management Institute (PMI). To date, limited information can be found addressing the profiles of projects along with the profiles of professionals and companies in a synthesized way and under several angles that this research sought to address. Through the conducted data analysis in this paper, we will determine, in the future work, what are the best PM practices (what companies should be doing more) as well as the contributing factors to the success rate of projects from different angles. The outcome of this research will provide valuable lessons from the PM field, and insights for other areas, like engineering, business, medical and social.

2

Related Work

We are facing changes in different aspects of human life (social, cultural, political, technological, and economic) and it is happening at an increasing speed. Usually is common to associate results of projects with these significant changes [6]. Consequently, managing projects in an efficient way for an era of changes is a difficult challenge of modern-day management [7]. Overcoming this challenge is being prepared to manage projects in a planned and professional manner. In the last 60 years, several standards have risen, and they have contributed to increasing the level of PM professionalism. The IPMA (International Project Management Association), which represents associates of many national corporations (mainly in Asia, Africa, and Europe), created its own standards (formed by national programs developed by members of the association, the quality assurance process, and a central framework) and certification program. The Australian Institute of Project Management (AIPM) issued in 1996 the “National Standard of Competence for Project Management”. The Government of Australia approved it as a piece of the country’s national qualification system [8]. Furthermore, The Association for Project Management in England established norms of competence for PM too. The same happened across the globe, like the Project Management Institute (PMI) that published the PMBOK Guide and the British Central Computer and Telecommunications Agency (CCTA) that

An Analysis of ITPM Across Companies in an International Scenario

97

published its own method. Other organizations with national-scale projects are eagerly involved in the advancement of the project manager ocupation in China, Japan and South Africa [6]. In 2015, Bonnie performed a search about the view and use of PM in the world. This study was based on data collected from important companies (i.e. PMI and the Harvard Business Review). Each one did their search with different industries and published their results. Table 1 provides an overview of the most relevant data from Bonnie’s study [2]. Table 1. Project management statistics in 2015 Key performance indicator

Level reached

% of companies used PM in the entire organization

59%

% of companies used PMBOK

41%

% of companies used others methodologies

33%

% of companies used a PM software

77%

% of companies conducted risk management

64%

% of companies used Agile Frameworks

38%

% of companies used Agile and choose Scrum for their process

16%

% of projects led by a certified project manager

80%

% of project managers that break up larges projects into smaller ones

30%

% of IT projects that ran over budget

45%

% of IT projects that ran over time

70%

% of IT projects that delivered less aggregated value than expected

56%

% of companies were unclear on the IT projects’ business objectives

45%

% of IT projects that met their goals

64%

% of project requirements that were usually out of sync with the business 78%

From Table 1, we can observe that the situation of the projects in the world is not the best and this is why researchers investigate these issues. A failure in a project means that companies will expend more time and more money to achieve their goals or even worst, they will fail as a business. For example, the “% of IT projects that ran over budget”. We can see that almost half of all projects expend more money that was planned to get it completed. This issue can happen from poor planning or for risks that were not managed right. We also noticed that not all organization use PM according to “% of companies that used the project management in the entire company”. With the value of 59%, we can conclude that this discipline needs to be more widespread in the culture of organizations. However, simply adopting a process is not a solution, as we can see in “% of project requirements are usually out of sync with the business”. The latter means

98

P. R. M. de Andrade and S. Sadaoui

that 78% of the interviewed people think that the project requirements should be reviewed because they do not aim the business goals. In addition, the Project Manager has been cited by some authors as a relatively new and emerging profession. It is because several organizations, public and private, research and education institutions, and others, are frequently seeking to study, propagate, put into practice, and envolve the knowledge, tools, models, and methodologies employed in this field and profession [1,9,10]. The authors of these papers were aligned with the data from Table 1. This shows the great necessity of more studies in the ITPM field.

3 3.1

Survey Design and Process Survey Design

In October 2016, we interviewed local IT businesses in Canada to determine what problems they face in their projects. We conducted an informal survey with five companies from three sectors (software development, real estate, and education), with a total of eight interviewees. From the survey, we noticed that all companies were having similar problems despite the use of different approaches (e.g. lack of documentation, teams were not really involved in all phases, miscommunication, and unexpected changes). If these problems occur in small companies where adaptations are easier to implement [11], so what could we expect from larger businesses? So, we developed a study based on an online survey with the goal of investigating the current PM situation of worldwide companies: what are they doing right and wrong? who is in charge for PM; and how are they managing the projects? These questions were fundamental in the survey design. We structured the survey into four parts: (1) profiles of the participant and companies; (2) profile of PM processes; (3) profile of projects; (4) organizational performance and risk management. The first three parts (they are presented in this paper as Sects. 4, 5, and 6 respectively) are used to profile the participant, the company, processes, and projects. Based on these profiles, we will conduct a qualitative analysis using crossed information. For instance, what companies with an income of more than 500 K with high-risk projects do differently from companies with low-risk projects? The last part assesses how risk management impacts the projects and also exposes the metrics used to measure the success of projects. This part of the survey and its data will be analyzed in a future publication. We will cross information obtained from part 4 with the other sections to conduct a qualitative analysis and compare some possible scenarios. We know for fact that these metrics change from company to company but we can find some intersection points that could be used by anyone [12]. We created the survey with the anonymous participation with the purpose of determining the best practices in the market and to develop a new approach with regard to the investigation results of the survey aligned with the literature review. The survey was published as a technical paper and can be accessed on [13]. This study was approved by the University of Regina Ethics Board.

An Analysis of ITPM Across Companies in an International Scenario

3.2

99

Survey Process

In March 2017, we invited companies to participate in the survey and distribute it to their partners. At the beginning, we chose companies located in the city of Regina (Canada). This was the first round of invitations to get feedback from the interviewed about the research. Based on the feedback, we extended the survey by including more options in the questions and improving their descriptions, and then posted it online. Next, we sent an invitation to the Project Management Institute (PMI) Chapters to disseminate our survey. From the PMI Global, we had support from chapters of Houston, Central Virginia, Metrolina, Costa Rica, Quad City Area, Central Italy, Ivory Coast, Norway, and Southern Italy. From the PMI Brazil, we had support from chapters of Amazonia, Rio Grande do Sul, Pernambuco, Sergipe, and Rio de Janeiro. Considering the large number of companies and professionals affiliated with PMI Chapters, it was necessary to determine a sample with respect to the criteria of accessibility and representability (with close connection to PM in the IT sector). Then, we created several distribution lists to institutions and researchers that are related to our subject. These lists have helped the research to reach a more diversified and multicultural public. The survey remained open until May 2017. In summary, the total number of invitations was 3,439 people. From this number, we had 1,262 accesses to the survey where 157 responses were obtained (around 12.4% of the accesses).

4

Profiles of Participant and Company

Knowing the profile of employees and companies is an important step before adopting any PM approach [14]. This step is crucial because each business domain (banking, education, telecommunication, government, etc.) has it own particularities. Thanks to the profiles, it is possible to understand the PM standards and then compare them between companies. The goal here is to determine why a certain approach was a successful or a failed practice. The profile analysis is a fundamental principle before the development of best market practices. 4.1

Participant

The primary goal here is to identify what kinds of professionals are working with ITPM and their qualifications. One of the factors is to check how the status of a qualified professional or his knowledge of a specific approach (though certifications and experience) can influence the project success rate. According to our data, 52% of participants are between 36 and 50 years old. This information could tell us that more than a half of the participants are in an advanced position in their careers and with more expertise to share. Another useful information that we observed is the degree level. We found out that 76% of the sample has a degree higher than the Bachelor level. This could demonstrates a necessity in the market for the continuous professional improvement since, in PM, a professional needs to go beyond the undergraduate degree to hold a good position.

100

P. R. M. de Andrade and S. Sadaoui

Regarding the professional experience with general projects, we have eight participants (5.3% of the sample) that never managed a project. These people are basically team members or have another position in the company. In another hand, 71.4% of participants managed more than 6 projects in the past. This data is significant for this kind of study since it brings assertive practices gained through time and experience. We also asked about the professional certification and the answers brought some surprises. According to [7,15], most of people who work in IT projects possess the Agile certification CSM (Certified ScrumMaster). However, our data shows that 58.7% of participants holding the Project Management Professional Certification (PMP), 28.7% the ITIL Certification, 20.7% the CSM, 11.3% the COBIT Certification, 10.7% a Six Sigma Certification, and 7.3% the PRINCE2 Certification (an acronym for PRojects IN Controlled Environments). Some other certifications were mentioned but they do not have an expressive number. Next, we extracted information about the professional experience with IT and Agile projects. Our data shows that 74.7% of our sample have more than six years of experience in PM. Within this set, 91.1% have more than one year of IT experience and 81.6% have more than six years (68% of the global sample). Inside the sample, we selected people that is less than 25 years old and with at least one year of experience with IT projects, from where we obtained the amount of 71.6% using Agile (48.7% of the sample). 28.6% of people with more six years of experience with IT projects have used Agile. We can conclude that Agile principles have become more important in recent years and its adoption has been growing among the professionals in the PM field [1]. This statement is true since the PMI created an agile certification (PMI-ACP) and in its new publication, “AGILE Practice Guide”, PMI aligns PMBOK PM best practise with the principles and values of the Agile Manifesto [15,16].

Fig. 1. Profile of participants by age

An Analysis of ITPM Across Companies in an International Scenario

101

Moreover, Fig. 1 summarizes the data discussed previously using the age as a division. It also includes the two primary professional certifications for project managers: PMI (PMP, PM-ACP, and CAPM) and Scrum (Scrum Master and Product Owner). With this view, we can evaluate the reality and experience of each group. One intriguing data here is the link between the number of people that managed six projects or more and the number of people that holds a PMI Certification. If we look people with more than 25 years, are really close, what means, according to [17], a necessity for certified professionals in advanced PM positions. In other words, these certifications help the companies to ensure that their professionals are more prepared to take care of their projects and to have more responsibilities for high risk and complex projects. Another information that we can observe here is the low adoption of the Agile Certifications. For the our research propose (and listed in the survey as options) we are considering the following Agile Certifications: PMP-ACP, CSM, CSPO, and CSP. 4.2

Company

Here, we identify the companies where we are getting the results from, such as the type of industry, country, annual income, and size. With these information, we can analyze which techniques work better for which kinds of companies. We can also check if the industry or the location (both influences the business culture) has an impact on the choice of methodologies. This will helps us to better understand the universe of our study. First, we looked into the location of each company, and we can observe that most of the participants came from Brazil (with 40.7%). Other countries with a good participation are Cote d’Ivoire (15.3%), Canada (11.3%), United States (8.7%) and Italy (8%). The diversity of countries brings a rich multicultural view to the study. Moreover, we categorized the industries of each company. We noticed that the ITPM field is present in all kinds of industries. We have, among the participant, a total of 30.6% of companies specifically from the IT industry, 28.7% from Education, 11.3% from Consulting, 9.3% from Government, and 20.1% from other kinds, such as Business Administration, Law Firms, Hospitality and Commerce. So, we can deduce what types of practices are more present. For example, we can state from that only 63% of companies from the IT Industry employs Agile frameworks in their projects. This means that besides the proven benefits of using Agile in the ITPM [18], not all companies agree that it is the best option. Despite that, 91.3% of the IT industry from our sample have someone with knowledge and experience with Agile frameworks.

5

Profile of Project Management Processes

Now, we need to go deeper about how the PM field works on the daily basis. A robust PM process is a key to the success of any projects [16]. Having this in mind, we can state that managerial and administrative decisions have a big impact on the projects since they create the enterprise culture, and consequently define how the PM area will be handled.

102

5.1

P. R. M. de Andrade and S. Sadaoui

Formal Approaches

One of the first points to investigate is whether the company has a formal PM approach (well defined and internalized in the business culture) or not. This is important because if companies do not have an approach, they are considered just makers: they proceed with each project using a different process, not thinking about the standards and project constraints or about the RM. This will create uncertainty about the success of the project. In other words, they do not plan ahead their projects and just follow the orders from someone else, thus making it difficult for projects to be successfully completed. From the sample, 70.7% of companies have a formal approach to manage their projects. This is unexpected since in the market there is a pressure for faster delivery of new products and services, and at the same time companies need to save money [11,12]. This is a difficult task without the help of a PM approach. Another interesting data is that from companies that have a formal PM approach, 80.2% have the PMBOK has one the components for their approach, 45.3% have a Agile Framework as a component, 15.1% use PRINCE 2, and only 7.5% have they own specific PM methodology. Moreover, we noticed that only 51.3% of companies checked the project complexity. It was a surprise since we know that is necessary to check the project complexity before its launch in order to chose the right tools and process to achieve success [16]. We also identified a low rate of companies having a risk verification method. Risk management is an important sub-field of PM since it can contribute to the success or failure of a project [19]. A risk could be harmful (a threat), such as a team member leaving the company, late payment, late approval, or problems with suppliers. It can also be beneficial, such as new technologies or frameworks to implement to reduce the job amount, quick approval, or low exchange currency rate to pay for resources. Therefore, it is necessary to manage risks to avoid threats and take advantage of opportunities. From the data, only 60.7% of companies have a proper method to manage risks. According to [1], anything below 70% is considered as a low adoption value and as a signal that we need to improve PM in business. Moreover, the survey data show that 43.3% of companies have a portfolio management. The latter is a step forward to the PM because it takes care of all the company’s projects and prospects. From our study, we can notice that Italy is the most thoughtful in managing project complexity, with 75% of its companies having an underlying methodology. Following is Cote d´Ivoire with 52.17%, Brazil with 49.18%, and Canada with 47.1%. 5.2

Business Model for Project Management

When we think about PM, support and guidelines from the administrative board are needed to make the process flow well. Here, 70% of companies have this support. Still, there are companies where their IT departments did not get the necessary help to make their projects happen because they are resilient to new projects and technologies [11]. We have some examples in the literature about big

An Analysis of ITPM Across Companies in an International Scenario

103

companies that resisted the changes, making their projects be late or archived [5]. When companies create their own Project Management Office (PMO), they recognize the importance of PM and the need of a different department to provide all the necessary support and centralize processes and projects. According to [15], “Strategic PMOs enable strategic change in organizations. (...). Some serve as a means to standardize project-related governance processes (...). Others serve as centers of excellence (...)” [16]. From the survey data, only 53.3% of companies have a PMO, which could impact the projects’ standards and how the projects are conducted. Regarding the big companies, with the annual income more than 100 million of US dollars, the number goes to 71.2%. Although the advantages of the PMOs, not all companies are prepared to take this step further in their organizational architecture. In short, the importance of a well-defined PM process is crucial. However, if we consider only the companies with a defined formal methodology, we note that there is still room for improvement in their process. For example, 68.2% of these companies have a portfolio management approach, and 67.9% do a complexity study before starting the projects to obtain the rights resources. If we consider the historical database, 58.7% have something similar and 76.5% have a methodology to manage risks. Among the companies with a formal PM process, 79.3% use a specialist software to manage their projects and 12.3% use only electronic spreadsheets and text editor to do their work.

6

Profile of Projects

With the “Profile of Projects”, we can obtain information about the project (results, approaches, success and failure rates, problems) and underlying methodologies. So, it is possible to evaluate which approach helped more the companies to attain project success or to predict incidents (threats and opportunities). The efforts of the project team and manager should be spent on managing what many authors and researchers call the“triple constraint” (cost, time and scope) of project needs [1,16]. We can also include the project quality as a fourth piece, that can be affected by the balance of the triple constraint. These four “forces” maintain a natural balance between each other in a project, which we establish through the creation of baselines (snapshots of the project) for the scope, time, and cost. From this point where the baselines were creates, changes in a constraint (e.g. costs) will be reflected in one or more of other factors. For example, to meet a customer request for reducing the project cost, the project deadline should be increased or the project scope should be decreased. Otherwise, we will end up having a negative impact on the quality of the project because we will need to hire cheaper and less experienced teams, or to use cheaper and possibly lower quality materials, or to reduce the number of tests. 6.1

General View of Projects

Considering the triple constraint, our sample show that only 22.7% of companies consider more than 80% of their projects as a success (accomplished the initially

104

P. R. M. de Andrade and S. Sadaoui

planned scope, time and cost) and 31.3% had a success rate between 45% and 80%. We consider this as a good range since the Chaos Report pointed the average of success in IT projects in 2016 as 38% [20]. This also means that companies that had more than 80% of success rate could be viewed with an excellent performance. For companies with more than 80% of their successful projects, 29.4% created their own approach, 41.2% used the Agile/Scrum or an approach based on this methodology, and 70.6% used an approach based on PMBOK. If we consider companies with a success rate between 45% and 80%, we have a reduction in the adoption of Agile frameworks (only 28.2% uses Agile/Scrum). We can observe that the adoption of Agile could help to improve the success rate, but it is necessary to analyze other factors such as the experience of who is managing the project, company and project size, company culture and PM process. With this analysis, we can state that Agile has contributed with 9% in the success of large size companies, and 23% for medium size companies. We got this percentage after crossing the information about the success rates and data from the previous section. Moreover, the RM contributed to 41% in the success of large companies, 20% for medium-sized, and 37% for small-sized. The complexity is another factor that we considered, but instead of the company size, we adopt the project size. With this comparison, a methodology to check the complexity before the project could start can have an influence of 39% in the success rate for large projects (more than one year) and 24% for medium projects (between six months and one year). If we based the statics on the experience of who is managing the project for the same context (same size of project and company), there is only 7% of the difference in the impact of the success rate. It means that with the right support and methodologies, the experience with projects will have a small impact in the general success rate of a project but its come as a significant impact in the context of risk management (since this discipline becomes easier with experience and a project/lessons learned database). In addition to this information, Table 2 demonstrates that all analyzed factors have a close range, which means, inside of our sample, these factors do not have a direct influence if a project is challenging or not. Different of our expectation, this analysis shows that we need to have new ways to identify a challenging project besides with we already have in the literature. We could consider other factors such: if the company has the right approach for that kind of project; if there is all the necessary information for the scope; the culture of the company; the right and necessary definition for the product quality; and others. We analyzed, for each range of Challenging Projects percentage, the Complexity Approach (CA), Project Management Office (PMO), Risk Management (RM), Historical Database (HDB), Board Support (BS) and Training for Teams (TT).

An Analysis of ITPM Across Companies in an International Scenario

105

Table 2. Challenging projects analysis Challenging projects Data analysis CA PMO RM HDB BS

7

TT

0%

50% 50%

75% 50%

63% 25%

1%–15%

29% 47%

47% 71%

76% 41%

16%–45%

55% 61%

59% 71%

77% 41%

46%–80%

60% 60%

76% 76%

80% 40%

>80%

50% 50%

55% 73%

78% 41%

Conclusion

By examining pragmatically whether a company has expectations about the success of its projects, it is interesting to get as much information as possible about other projects inside (historical basis) or outside (best market practices and literature) the company. This way we can minimize the risk, optimize the operations and even save money. This paper presents the initial results of our ongoing study of providing insights on how to increase the project’s success rate. Our ultimate goal is to create a new PM approach, focused on risk management, and based on the best practices identified in this research. In this work, we already identified some crucial decisions for companies. Management. According to our data, as an average, less than 50% of the companies have a complexity approach, which combine with other factors such as the training for teams (average of 40%) influences the challenge of a project (how difficult it will be to manage and archive success). Is also possible to notice low adherence to risk management. From the data presented, where only 22.7% of the companies had success in more than 80% of their projects, we can verify from the general analysis that the adoption of a well-known standard (such as the PMBOK or an Agile Framework) is not a guarantee of success. The companies need to put more effort to the Risk Management, and they need to include the CA and TT as essential parts to the success. We can conclude that most of the large companies are putting effort into the PM discipline. However, some areas that can influence the success of projects are still left out. This research is still not conclusive regarding the impact that each factor cited in this study (e.g. complexity, methodology, training, and others) can have on PM. As a future work, we will verify the data collected using the fourth part of the survey and realize an in-depth qualitative analysis. We will cross the information found in this new analysis with the previous information presented on this paper to suggest a new practices to solve the identified issues. Acknowledgment. The CNPq (Conselho Nacional de Desenvolvimento Cientifico e Tecnologico - “National Counsel of Technological and Scientific Development”) and the University of Regina support this work. The University of Regina Ethics Board had approved this work through the certificate posted on https://goo.gl/OOYZHj.

106

P. R. M. de Andrade and S. Sadaoui

References 1. Andrade, P.R.M., Albuquerque, A.B., Frota, O.F., da Silva Filho, J.F.: PM5: one approach to the management of IT projects applied in the Brazilian public sector. In: Proceedings of 13th International Conference on Software Engineering Research and Practice - SERP, WorldComp, pp. 49–54 (2015) 2. Bonnie, E.: Complete collection of project management statistics 2015 (2015). https://www.wrike.com/blog/complete-collection-project-management-statistics2015. Accessed 28 Mar 2018 3. Garwood, D.A., Poole, A.H.: Project management as information management in interdisciplinary research: “lots of different pieces working together”. Int. J. Inf. Manage. 41, 14–22 (2018) 4. Cavarec, Y.: Revisiting the definition of project success. In: 2012 PMI Global Congress Proceedings, Vancouver, Canada, pp. 10–18. Project Management Institute (2012) 5. Marinho, M., Sampaio, S., Lima, T., de Moura, H.: Overcoming resistance to change in business innovation processes. Int. J. Eng. Technol. (IJET) 04, 148– 161 (2012) 6. Bierwolf, R.: Towards project management 2030: why is change needed? IEEE Eng. Manag. Rev. 45(1), 21–26 (2017) 7. Prikladnicki, R., Lassenius, C., Carver, J.C.: Trends in agile updated: perspectives from the practitioners. IEEE Softw. 35(1), 109–111 (2018) 8. Padalkar, M., Gopinath, S.: Six decades of project management research: thematic trends and future opportunities. Int. J. Proj. Manag. 34(7), 1305–1321 (2016) 9. Killen, C.P., Hunt, R.A., Kleinschmidt, E.J.: Project portfolio management for product innovation. Int. J. Qual. Reliab. Manag. 25(1), 24–38 (2008) 10. Heising, W.: The integration of ideation and project portfolio management - a key factor for sustainable success. Int. J. Proj. Manag. 30(5), 582–595 (2012) 11. Andrade, P.R.M., Albuquerque, A.B., Araujo, R.G., Filho, J.C., Pereira, T.R., Mendonca, N.C.: Improving business by migrating applications to the cloud using cloudstep. In: Procedering for the 29th International Conference on Advanced Information Networking and Applications Workshops, pp. 77–82. IEEE, Gwangju (2015) 12. Andrade, P.R.M., Sadaoui, S.: Improving business decision making based on KPI management system. In: 2017 IEEE International Conference on Systems, Man, and Cybernetics (SMC), pp. 1280–1285. IEEE, Banff (2017) 13. Andrade, P.R.M., Sadaoui, S.: Survey questions for a study of the project management behavior in the IT sector. Technical report, University of Regina, April 2018. https://doi.org/10.13140/RG.2.2.20010.11209 14. Marinho, M., Sampaio, S., Lima, T., de Moura, H.: A guide to deal with uncertainties in software project management. Int. J. Comput. Sci. Inf. Technol. (IJCSIT) 06, 1–20 (2014) 15. Project Management Institute: About us (2018). https://www.pmi.org/about. Accessed 29 Jan 2018 16. Project Management Institute: A Guide to the Project Management Body of R Guide), 6th edn. Project Management Institute, Newtown Knowledge (PMBOK Square (2017) 17. Silva, L.A., Damian, I.P.M., Padua, S.I.D.: Process management tasks and barriers: functional to processes approach. Bus. Process Manag. J. 18(5), 762–776 (2012)

An Analysis of ITPM Across Companies in an International Scenario

107

18. Eickhoff, F.L., McGrath, M.L., Mayer, C., Bieswanger, A., Wojciak, P.A.: Largescale application of IBM design thinking and agile development for IBM z14. IBM J. Res. Dev. 62(99), 1–9 (2018) 19. Waterman, M.: Agility, risk, and uncertainty, part 1: designing an agile architecture. IEEE Softw. 35(2), 99–101 (2018) 20. TSG International: Chaos report 2016 (2017). http://www.standishgroup.com/ outline. Accessed 12 Feb 2018