基于PMBOK的企业效能管理系统分析与设计 ——以某企业大雁系统为例外文翻译资料

ISO21500：2012[14]

pmbok5[32]

ISO21500：2012[14]

pmbok5[32]

管理利益相关者

StM：计划利益相关者

经营

StM：管理利益相关者

订婚

StM：控制利益相关者

订婚

沟通：

通信(CmM)：CmM：计划通信

经营

计划通信

CmM：管理通信

分发信息

CmM：控制通信

管理通信

采购：

采购(PM)：

计划采购

PM：计划采购

经营

选择供应商

PM：进行采购

PM：控制采购

管理合同（涉及PMBOK中的“控制采购”和“密切采购”）

PM：关闭

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基于PMBOK的企业效能管理系统分析与设计

——以某企业大雁系统为例

摘要：PMBOK是国际上对于项目及项目管理的知识成果公认的标准。葡萄牙学者们用对472个项目的国际网络调查证明PMBOK中的范围管理、时间管理、成本管理正在被广泛利用，但质量管理和风险管理较为缺失，并指出项目管理需要信息系统支撑。

关键词：信息系统；PMBOK；信息技术；项目；项目管理；实践；过程；标准

引用文献一：

ISO 21500:2012 and PMBoK 5 processes in information systems projectmanagement

Keywords:Information-systems,Information-technology,Projects,Project-management,Practice,Processes,Standards

1. Introduction

A process can be defined as a“set of interrelated or interacting activities, which transforms inputs into outputs”[13]. In the past decades many guides of good practices, comprising processes and techniques, have been developed, covering all aspects of managing projects from their initiation to their closing [47].

Nevertheless, Project Management (PM) remains a highly proble- matical endeavor. Projects still fail to live up to the expectations of stakeholders as they continue to be disappointed by projects results [9,10,12,36,48]. In the particular case of information systems (IS), the projects continue to show lower levels of success [8, 19,33,34,42,43,7] due to several reasons [5]: project underestimates; inadequate require- ments when the delivery decision is made; changes in scope; risks not re-assessed, controlled, or managed through the project; unrealistic expectations; inappropriate methodology; etc.

A common feature of failed projects is the lack of effective project management [2,18]. The proper implementation of PM processes best practices should improve PM performance, thus resulting in improving the speed and quality, fewer mistakes, lower cost because of less rework, fewer delays and snags, better use of time, and customer satisfaction [23].

Several guides can be used by organizations in selecting the most appropriate processes and techniques to improve PM in a given context, being ISO 21500:2012 and PMBOK good examples of

standards. ISO 21500:2012 provides guidance for project management and can be used by any type of organization, including public, private or community organizations, and for any type of project, irrespective of complexity, size or duration [14]. ISO 21500:2012 is aligned with PMBOK 5. PMBOK 5 (A Guide to the Project Management Body of Knowledge – Fifth Edition) provides guidelines for managing indivi- dual projects and defines project management related concepts. It also describes the project management life cycle and its related processes, as well as the project life cycle [32].

On one hand, it has been recognized over the last decades that project management is an efficient tool to handle novel or complex activities [28]. On the other hand, practice shows that IS projects continue to not achieve the most desirable results [42,43]. So, it is important to investigate to what extend the PM standards are actually used, to identify opportunities of improvement. As we can observe in the literature, there is only limited evidence on the standards im- plementation in PM practice, being the research of [30] one of the few available studies, however it is not focused in the particular case of IS projects. Other efforts include partial implementations like the one provided in the work of [46], which pictures an effort to combine ABC analysis with PM standards or efforts conducted in the field of, for instance, risk analysis [16,21].

The purpose of this paper is to identify which ISO 21500:2012 and PMBoK 5 processes are being implemented in IS projects. Our study, part of a wider international study seeking to characterize severaldimensions of IS projects success, complements existing research by providing a richer understanding of IS project management practice.

This research addresses the gap in the literature by examining the following research questions:

1) Are the ISO 21500:2012 and PMBoK 5 processes being implemen- ted in IS project management?

2) Are the project management standards (ISO) and Bodies of Knowledge suitable to characterize the IS project management processes?

To answer these questions, we conducted an international survey with 107 experienced IS project managers. We asked each of them to identify the frequency of implementation of a list of processes in the last projects they participated.

This paper is organized as follows. The following section sum- marizes the relevant literature on project management processes. The research design and methodology are described next. Then, the key findings and results are presented. This is followed by the discussion of results. Finally, we conclude with implications from this study for practice and research and some highlights for further research.

2. Background

2.1. Information systems

Information Systems (IS) play an extremely important role in modern organizations, since they are present in almost every aspect of business [44,45]. IS are nowadays a business core asset, essential to improve productivity [44], reduce operational costs, improve the managerial decision making, and gain competitive advantages, just to mention a few benefits.

In a rapidly changing business and technological environment, the ability to develop and deploy new systems is an important asset that can differentiate one organization from another [31]. Moreover, organizations must continuously innovate in terms of product, process, market and business model in order to remain sustainable [29]. The sustainable success of any organization is strongly associated with the success of the IS projects [7]. However, the success of IS projects is far from the desirable and the establishment of effective and efficient project management pract

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