In this paper the role of an internal IT and the handling of IT projects is discussed. The success factors of a good project and the problems which can occur are inspected. Furthermore, an MPM approach for the handling of several simultaneous projects is shown.
In the seventies electronic data processing was a big issue for several companies. Early systems were big number crunchers and were installed exclusively by large organizations. Nowadays, the situation has changed. Data processing departments were renamed to IT departments and the IT is available to the smallest company. In the last years a lot of the internal IT departments were outsourced to reduce the costs. But later it was recognized that it is not always the best way to compete with others, particularly in terms of the globalization without an own IT. Those companies which kept their IT department also have problems. The IT is often considered as a black box with own rules. Projects which need IT resources often move into a dependency on the IT.
In the last years the number of projects increased enormously. The high number of projects ends in a high requirement for the IT department. The problem is that nearly every project needs IT resources. Another problem is that in most companies several projects are handled simultaneously. For that, the IT must be efficiently organized with standardized processes to meet the demand for the resources. The classic project management has no tool in the portfolio to manage simultaneous projects and the resources because only a single project is considered. A new approach is needed, which is the missing link between the classic project management and the handling of simultaneous projects. An efficient way to handle several projects at the same time is the multi-project management (MPM) approach, which could close the gap.
Table of Contents
1 Introduction
2 The role of an internal IT department
2.1 The need of project management
2.2 Problems of managing Projects
3 Multi-project-management the missing link
3.1 Prioritization of projects
3.2 Analysis of project dependencies
3.3 Successful multi-project management
4 Conclusion
Objective and Research Scope
This paper examines the evolving role of internal IT departments and addresses the challenges associated with managing numerous, simultaneous IT projects. It explores why traditional single-project management methods are insufficient and introduces Multi-Project Management (MPM) as a strategic approach to bridge the gap and efficiently allocate resources.
- Evolution of internal IT from cost centers to strategic assets.
- Core success factors and common pitfalls in IT project management.
- Implementation of standardized process models like the V-Modell-XT.
- Strategies for project prioritization and dependence analysis in a multi-project environment.
- The role of the Multi-Project Manager in harmonizing project objectives and resource scheduling.
Excerpt from the Book
2.2 Problems of managing Projects
Managing projects is often a big challenge. A lot of stakeholders are to satisfy and the project leader has to deal with several problems. Additionally the project should be finished in time and money. Especially the managing of projects with an IT aspect and the involvement of an internal IT Department is quite a challenge. A good IT project depends on several success factors:
Qualified project manager: For the success of a project it is important that a good project manager is selected at the start of the project. The project stands or falls with a good project manager. A good manager needs a lot of experience and only the best employees should be considered to be a project manager. For the support and the qualifying of the project manager trainings should be started. Often the role of a project manager is not absolutely clear. A clear role definition is necessary because the responsibility and the authority has to be defined exactly. The project manager has to know about his tasks and duties. Without a clear definition everybody relies on the other. Another problem is that in many companies with an internal IT department there are several project managers at the same time. The first project manager is provided by the requesting department the second by the IT department. This situation has a lot of conflict potential. A possible solution could be that one project manager is the senior manager and the other project manager is subordinated to avoid turf wars.
Chapter Summary
1 Introduction: This chapter outlines the historical shift of IT departments and identifies the rising number of simultaneous projects as a critical management challenge.
2 The role of an internal IT department: This chapter analyzes how internal IT functions as a strategic weapon and discusses the necessity of professional project management, alongside common obstacles like insufficient standards and resource conflicts.
3 Multi-project-management the missing link: This chapter introduces the Multi-Project Management (MPM) approach, detailing essential methods for project prioritization, dependency analysis, and the specific role of the MPM manager.
4 Conclusion: This chapter synthesizes the main findings, emphasizing that while MPM and process models are helpful, success remains dependent on strong leadership, clear communication, and motivated teams.
Keywords
Multi-project management, IT infrastructure, project prioritization, resource scheduling, V-Modell-XT, project dependencies, strategic value, IT department, project management, software lifecycle, business processes, dependency matrix, management support, project success factors, IT strategy
Frequently Asked Questions
What is the primary focus of this paper?
The paper focuses on the challenges faced by internal IT departments when handling multiple simultaneous projects and proposes Multi-Project Management (MPM) as the solution.
What are the core themes covered?
The core themes include IT project lifecycle management, the transition to MPM, resource conflict resolution, and the strategic alignment of IT projects with organizational goals.
What is the central research question?
The research investigates how companies can efficiently manage a high volume of simultaneous IT projects that share limited resources.
Which scientific or management methods are suggested?
The paper suggests using the V-Modell-XT for standardized processes, portfolio diagrams for project prioritization, and interdependence matrices for analyzing project correlations.
What topics are discussed in the main body?
The main body examines the evolution of IT, standard success factors for projects, common management pitfalls, and specific operative tasks for a Multi-Project Manager.
Which keywords define this work?
Key terms include Multi-Project Management, IT governance, project prioritization, resource planning, and dependency analysis.
Why is the "SAP Launch" project used as an example in the matrix?
It illustrates a "strong push project" with high influence on other projects, demonstrating why the MPM manager must keep such projects under constant observation.
What is the function of the "Have a Look!" square in the portfolio diagram?
This category identifies projects with high strategic value but low immediate capital value, indicating they are useful long-term but require careful launch assessment.
What role does the MPM manager play in the organization?
The MPM manager acts as an internal consultant who maintains a high-level view of all projects to identify dependencies, schedule shared resources, and facilitate communication.
What is the main takeaway regarding project culture?
The author concludes that while models and software tools are indispensable, the success of IT projects ultimately relies on management support, clear responsibility, and a motivated team.
- Quote paper
- Matthias Herreiner (Author), 2011, Opportunities and limits of an internal IT with a multi-project management approach, Munich, GRIN Verlag, https://www.grin.com/document/1348063
