Relationship between the Success of IT Projects and the Project Management standards

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A Critical Analysis of the Relationship between Project Management Standards and the Success of IT Projects in Government Departments: Success Factors to Successful Implementation of Project Management Standards in Projects in Government IT Departments

This paper will focus on investigating the theme of success factors to successful implementation of project management standards in projects in government IT departments within the topic of critical analysis of the relationship between project management standards and the success of it projects in government departments. The paper will accomplish this goal in two sections. The first section selects one theory that is meaningful for my research project from the list of various organisational theories studies in the course and Gareth Morgan’s book. The second section investigates the research theme through the lens or prism of the selected theory.

Selection of a Theory from Gareth Morgan’s Organizational Metaphors

According to Morgan (2006), an organization can be perceived as a machine, organism, brain, culture, political system, prison, flow in movement, and instrument for domination. The metaphor of machine considers an organization a series of linked components arranged or organized in a logical pattern with the aim of producing a repeatable output (Nobl Academy, 2020).  The organism metaphor considers an organization a collective reaction to its setting and holds that organizations must adapt to changing environment for survival. In relation to the brain metaphor, an organization is considered a set of roles or functions developed to process information and promote learning over time (Nobl Academy, 2020). As a cultural system, an organization serves as a mini-society having its own subcultures and culture defined by their rituals, beliefs, norms, and values. The political system metaphor considers an organization a game associated with the acquisition, influence, and coordination of power. When it comes to the psychic prison, an organization is perceived as a collection of stories and myths that limit individuals’ actions, ideas, and thoughts. As an instrument of domination, an organization is viewed as a means of imposing of a person’s will on other people and exploiting resources for individual gains (Nobl Academy, 2020). When it comes to the metaphor of flux and transformation, an organization is perceived as a constantly changing system indivisible or inseparable from its setting (Nobl Academy, 2020).

From the eight organizational metaphors suggested by Morgan (2006), the perception of an organization as a cultural system is preferred as a theoretical lens though which success factors to successful implementation of project management standards in projects in government IT departments will be examined or investigated. This theory views focuses majorly in the shared beliefs, rituals, and norms of an organization (Nobl Academy, 2020). As such, the theory will contribute largely to the examination of organizational norms, rituals, and beliefs that may influence the successful implementation of project management standards within government departments. Since this theory views the organization as a mini-society and focuses largely on the holistic experience associated with being an organizational employee, the theory will significantly contribute to the investigation of factors that positively impact the implementation of project management standards in government IT departments. When it comes to the realization of organizational change, this theory holds that cultural systems are innately systems that favour tradition and denounce change. This theory proceeds to argue that organizations inclined towards tradition often struggle to assimilate changes that threaten their core beliefs and values (Nobl Academy, 2020). The implementation of project management standards in government IT projects is a threat to the tradition of executing government IT projects in the absence of such standards. Therefore, the employment of the cultural systems metaphor in analyzing the success factors for implementing project management standards within government IT projects will greatly contribute to the comprehension of how various factors influence the success of implementing such standards in government IT projects. 

Investigation of the Research Theme through the Lens of Cultural Systems

This section investigates the theme of success factors to successful implementation of project management standards in projects in government IT departments through the lens of cultural systems. Sanjuan and Froese (2013) focused on the success factors for the establishment or development of project management assessment tool in The Office of Government Commerce in U.K. This tool integrated four international standards including the Project Management Body of Knowledge by the Project Management Institute (PMBOK), ISO 9000 family of standards, Projects in Controlled Environments 2 (PRINCE2), and the Competence Baseline by the International Association of Project Management. The findings of this study reveal a range of success factors for the implementation of project management standards in government IT projects. These factors include support from the top or senior management, presence of project mission and clear realistic objectives, availability of detailed or strong plan kept up-to-date, presence of good communication or feedback, client acceptance, the involvement of client or users, and availability of sufficient, suitably qualified, and skilled team or staff. Other factors include effective change management, robust business case or sound project basis, competent project manager, adequate or sufficient resources, familiar or proven technology, effective monitoring, realistic schedule, organizational adaptation, good performance on the part of suppliers, consultants , and contractors, provision of training, and adequate budget. The metaphor of the cultural systems holds that leaders should embody their cultures. Therefore, for successful implementation of project management standards in IT projects within government IT departments, leaders in such departments should focus on replacing their traditions within novel practices, particularly the factors identified by Sanjuan and Froese (2013).

According to Nobl Academy (2020), the metaphor of cultural systems is effective in situations involving fierce talent competition and employees desire or crave for shared identity within their work. In relation to this, Nekvapilova and Pitas (2016) the success of government IT project relies on the selection of a suitable person with professional skills, procedural and methodological skills, communication and social skills, and the ability to self-manage and integrate.  The authors proceed to state that the chosen manage-leaders should have the ability to select project team members with professional skills to ensure the attainment of project goals and ability to operate jointly in a team. Moreover, the chosen manager-leader should be capable of withstanding external pressures from individuals who are inclined towards nepotism, clientelism, and other forms of corruption. From the perspective of the cultural systems metaphor, the leader should act as an embodiment of a positive culture and eradicate norms and beliefs that hinder effective implementation of project management standards such as nepotism and clientelism among other natures of corruption. Moreover, Nekvapilova and Pitas (2016) assert that the chosen manager-leaders should have the ability to establish proper interpersonal relationship. When examined via the lens of the cultural systems metaphor, the establishment of robust interpersonal relationships transforms the organization into a mini-society and contributes significantly to the holistic experience of being an organizational employee.

The metaphor of the cultural systems focuses on the shared norms, ritual, and beliefs within an organization (Morgan, 2006). In relation to this, Anantatmula and Rad (2018) identified shared organizational norms or practices that contribute to the success of implementing project management standards in government IT projects. The findings of the authors revealed that the presence of a project portfolio management function in organizations improve the possibility of assigning priority for projects and attaining quality expectations, as well as project objectives. According to the authors, the availability of formalized processes of project management may impact the assignment of project priority and the employment of project planning techniques and tools. In addition, organizations with project procedures and policies have a higher likelihood of requiring their project managers to embrace project management standards (Anantatmula & Rad, 2018).

Organizations that are rooted in traditions often experience challenges such as rejection of change. In relation to this, Aikins (2012) established that the planning and implementation of government IT projects such as e-government projects are fought with different obstacles including resistance to change, absence of funding, regulatory and legal frameworks, and political and leadership commitment. The author proceeds to state that comprehending the project management standards, particularly the system development life cycle (SDLC) and adherence to project methodology is of great significance. Shah, Khan, and Khalil (2011) assert that public sector’s organizational culture differs from that of private sector organizations and this highlights the need to establish and adopt project management applications and strategies suitable for organizations within the public sector. According to the authors, significant factors such as absence of appropriate and adequate skills within the public sector, presence of enormous amounts of stakeholders with clashing interests, and lengthy bureaucratic processes of project approval, as well as funds release should be taken into consideration.  From the perspective of the cultural systems metaphor, organizations that are rooted in tradition often struggle to assimilate changes that threaten their status quo or core beliefs and values. As such, Shah et al. (2011) emphasize the replacement of negative practices and norms with practices and aspects such as provision of appropriate and adequate skills in the public sector, enhancement of mutual agreements among stakeholders, and shortening of bureaucratic processes involved in project approval and release of funds for projects. The authors add other success factors for the implementation of project management standards in public IT projects including effective monitoring, controlling, and closing systems, accurate and timely identification of delays and contributing factors, and establishment of the capacity of project management experts or professionals.

Ndachi and Kimutai (2018) established a robust positive relationship between project management practices and successful implementation of health projects within public hospitals. The critical success factors identified by the authors were favourable government policies, availability of funding, and project planning. The presence of funding was established to be the most significant critical success factors for the adoption of project management practices in government IT projects. The authors recommended the eradication of norms such as interferences from politicians and the government, as they impede IT project management teams or staff from freely implementing project management practices. Chandrachooodan and Radhika (2020) assert that the selection of the appropriate project management standard or methodology is critical to the success of e-government projects, as all methodologies are suited for different projects. As such, the authors argue the critical success factors for selection of appropriate project management methodology are alignment of the project to the project management methodology, availability of time, presence of stakeholder participation, and availability of funds. Zwikael and Globerson (2006) emphasize critical success factors for the adoption of project management methodologies in government IT projects including definition of activities or events to be executed in the project, development of schedule, staff acquisition, communications planning, establishment of a project plan, and organizational plan.

In conclusion, this paper focused on employing the metaphor of organizations as cultural systems in investigating the success factors for the adoption of project management methodologies or standards in government IT projects. The metaphor of organizations as cultural systems, emphasizes the significance of shared beliefs, rituals, and norms in organizations. This concept perceives organizations as mini-societies and highlights the significance of holistic experience of being an organizational employee. By focusing on the metaphor of cultural systems, the paper has identified several success factors for the implementation of project management practices or standards in IT projects in government IT departments.  These factors exist in four categories including organizational-related factors, employee-related factors, and IT project related factors, as well as stakeholder related factors. Organization-related success factors are support from the top or senior management, presence of good communication or feedback, provision of adequate or sufficient resources, effective change management culture, adequate budget, organizational adaptation, and provision of training. Employee-related success factors were suitably qualified and skilled team or staff, competent project manager. Project-related success factors include presence of project mission and clear realistic objectives, availability of detailed or strong plan kept up-to-date, robust business case or sound project basis, familiar or proven technology, effective monitoring, realistic schedule, and project portfolio management function. Other project-related success factors include availability of formalized processes of project management, adequate comprehension of the comprehending the project management standards, and alignment of the project management standard to the project. Besides, shortened bureaucratic processes involved in project approval and release of funds for projects, and effective monitoring, controlling, and closing systems are included among the project-related success factors for the implementation of project management standards in government IT projects. Stakeholder-related success factors include the involvement of client or users, client acceptance, good performance on the part of contractors, consultants, and suppliers, and presence of mutual agreements among stakeholders.

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