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Title:Kritični dejavniki uspeha vodenja it projekta
Authors:Weingerl, Aleksander Thomas (Author)
Sternad Zabukovšek, Simona (Mentor) More about this mentor... New window
Files:.pdf MAG_Weingerl_Aleksander_Thomas_2020.pdf (2,22 MB)
MD5: 669F1D98526FEF7751664499B504EDD6
 
Language:Slovenian
Work type:Master's thesis/paper (mb22)
Typology:2.09 - Master's Thesis
Organization:EPF - Faculty of Business and Economics
Abstract:Za opravljanje več medsebojno povezanih aktivnosti je postal projektni pristop nekaj tako splošno uporabnega, da se ga poslužujejo tako posamezniki kot tudi manjše in večje skupine. Določen proces oziroma problem rešimo veliko lažje, če ga razdelimo na več manjših podproblemov in se lotimo vsakega posebej, ter ga po potrebi glede na njegovo kompleksnost členimo še naprej. V magistrskem delu se bomo osredotočili na informacijsko-tehnološke projekte, ki jih uvrščamo med večje, zelo razčlenjene in posledično tudi kompleksne projekte. Zaradi njihovih lastnosti je v takšen projekt treba vložiti nekoliko več truda, saj so po navadi zelo razdrobljeni, vključenih pa je več oseb, tako na strani izvajalca kot na strani naročnika. Življenjski cikel takšnega projekta je dokaj strogo predviden in razdeljen na štiri glavne faze. Magistrsko delo smo razdelili na dva glavna segmenta, in sicer na teoretični in empirični del. V teoretičnem delu smo se podrobneje posvetili opredelitvi projekta oziroma projektnega managementa, kjer smo zajeli nekaj zgodovine s tega področja, različne definicije projekta, prednosti in slabosti projektnega managementa, proučili projektno dokumentacijo in zapisali tudi nekaj posebnosti informacijsko-tehnoloških projektov. V nadaljevanju smo se osredotočili na življenjski cikel projekta oziroma njegove faze. Nato smo zbrali, proučili in opisali nekaj klasičnih in agilnih metodologij vodenja razvoja programske opreme, pogledali pa smo tudi projektne vloge, njihove medsebojne povezave in nivoje, v katere posamezna vloga spada. Na koncu teoretičnega dela smo pozornost namenili kritičnim dejavnikom uspeha, kjer smo raziskovali, kateri so najpogostejši vzroki za neuspeh informacijsko-tehnoloških projektov, kako kritične dejavnike med projektom obvladati in kako upravljati tveganja. V empiričnem delu smo pripravili strukturiran intervju, s katerim smo želeli s strani projektnih managerjev izvedeti, katere metodologije razvoja se pri svojem delu največkrat poslužijo, katera izmed štirih faz življenjskega cikla je po njihovem mnenju najpomembnejša, ali je potrebnega več napora pri sodelovanju z naročnikom ali projektno skupino, kako pomembna je naklonjenost projektu s strani naročnika, kako obdržati predanost projektu s strani naročnika, kaj so ključni izzivi pri vodenju projektne skupine, ali se ob stiku poslovne in tehnične logike pojavljajo težave ter kateri so po njihovem mnenju ključni kritični dejavniki pri vodenju informacijsko-tehnološkega projekta. Po opravljeni evalvaciji intervjujev smo ugotovili, da se v praksi pri izbiri metodologije razvoja v večini primerov uporabljajo hibridni pristopi. Kot pomembnejši fazi v projektu sta se izkazali začetni fazi, kot bolj zapleteno sodelovanje pa tisto v smeri naročnika. Naklonjenost naročnika projektu intervjuvanci ocenjujejo kot zelo pomembno, ki jo je najbolje vzdrževati s sprotnim dostavljanjem rezultatov, večjih težav glede spoja poslovne in tehnične logike pa ne omenjajo. Kot najbolj kritični dejavnik informacijsko-tehnološkega projekta je izpostavljena priprava na razvoj.
Keywords:informacijska tehnologija, kritični dejavniki, projektno vodenje, razvoj programske opreme, metodologije razvoja.
Year of publishing:2020
Publisher:[A. T. Weingerl]
Source:Maribor
UDC:005.8
COBISS_ID:26109443 New window
NUK URN:URN:SI:UM:DK:55M4FWMZ
Views:314
Downloads:35
Metadata:XML RDF-CHPDL DC-XML DC-RDF
Categories:EPF
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Licences

License:CC BY-NC-ND 4.0, Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International
Link:http://creativecommons.org/licenses/by-nc-nd/4.0/
Description:The most restrictive Creative Commons license. This only allows people to download and share the work for no commercial gain and for no other purposes.
Licensing start date:20.05.2020

Secondary language

Language:English
Title:Critical success factors of it project managing
Abstract:Project approach has become commonly applied for performing several interrelated activities. It is used by many individuals, smaller and also larger groups if the size of the project requires so. A certain process or problem is solved easier if it is divided into several smaller subproblems and solved separately. Each subproblem due to its complexity, can be divided further. Master thesis focuses on information and technology (later IT) projects, which are classified as larger, very subdivided and consequently more complex. The projects are usually very fragmented and include many people, both on contractor’s as on client’s side. Therefore, they require more effort and work. The life cycle of such project is strictly envisaged and divided into four main phases. Master thesis is divided into two main segments, namely the theoretical and the empirical part. In the theoretical part the definition of project or project management was described in detail. The history of project management, various definitions, weaknesses and strengths, project documentation and specifics of IT projects are explained. Later, the life cycle and its phases are described. Then, some classic and agile methodologies of software development management are gathered, studied and described. Project roles, their interrelationships and levels to which each role belongs are also portrayed. At the end of the theoretical part, critical success factors along with the most common reasons for failure of IT projects and management of critical factors and risks are explained. In the empirical part a structured interview is applied. The purpose was to find out from project managers which development methodology they mostly use, which of the four phases from life cycle is the most important, whether more effort is required working with client or project team, how important is client’s commitment to project, how to maintain client’s commitment to project, what are the main challenges in managing a project team, whether problems arise when combining business and technical logic and which are the key factors in IT project management. After the evaluation of the interviews, it was determined that in practice different hybrid approaches are used when choosing development methodology. The initial phases proved to be the most important. More complex cooperation is considered the one in the direction of a client. The client’s commitment to the project is evaluated as very important, which is the best maintained with regular presentation of results. No major problems with combination of business and technical logic are mentioned. The most important factor is planning or preparation of development of a software solution.
Keywords:information technology, key factors, project management, software development, development methodology.


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