Event: Americas Conference on Information Systems (AMCIS)

Call for Papers: 18th Americas Conference on Information Systems (AMCIS), August 9 – 12, 2012, Seattle, Washington

IT Project Management Track (and associated mini-tracks)

18th Americas Conference on Information Systems (AMCIS), August 9 – 12, 2012, Seattle, Washington

Track Information:

Unfortunately, information technology (IT) projects have become notorious for high failure rates or having significant cost or budget overruns. Both research and anecdotal evidence suggests that many IT projects struggle to meet functionality and quality targets. Research has identified multiple reasons for these challenges in IT projects, such as: project escalation, poor risk management, failure to manage user expectations, poor software development or project management processes, or inability to learn from past mistakes and successes. As a research community, there is still much to be learned and discussed about improving success rates for IT projects.

IT Project Management Mini-tracks:

 Minitrack 1: IT Project Management in Small Shops: Challenges and Solutions Minitrack Chairs: Jeffry Babb, Jacob Norbjerg

Description: More than 80% of US software developing companies have less than 10 employees. Similar numbers apply to other countries and regions. Yet, we know surprisingly little about the software project practices and challenges of these companies. The purpose of this mini-track is to focus on the challenges and practices of small shop IT project management.

 

Minitrack 2: The Interaction of Collaborative Information Technologies and Dynamic Events in Project Management Minitrack Chairs: Tayfun Keskin, Nazim Taskin

Description: The medium of collaboration is changing as groups rely on information technologies to share information. Collaborative information technologies (CITs) have provided an economical alternative to travel for project members who provide necessary skills. Early adopter organizations quickly took advantage of functions of several information processing technologies, from web conferences to virtual workspaces. Those virtual tools have not replaced conventional teamwork, but they have had an impact on the information sharing processes. The mini track solicits research studies that seek to explore the business role of collaborative information technologies especially in dynamic project environments.

Minitrack 3: Agile Project Management

Minitrack Chairs: Meghann Drury, Orla McHugh

Description: Agile methodologies were developed in response to frustrations with traditional software development methodologies and the management of software development projects. As organizations increasingly continue to adopt agile methodologies, a number of challenges have emerged in relation to agile project management (APM).

For example, agile software development (ASD) teams work largely on their own and manage their own workload, which is a cultural shift for managers, developers, and customers alike. Managers must relinquish control to the team and avoid the imposition of too many formal controls or too much structure, which may result in unintended consequences. This dramatic change provides challenges for advocates of agile methodologies who can find it difficult to obtain management support for implementing agile methodologies. Empirical research in agile methodologies is continuously growing. Yet, little research exists on the management of ASD teams as agile methodologies imply there is no need for a project manager. However, ASD teams require leadership and a different approach to project management. Therefore, we are seeking high quality research papers that investigate various aspects of agile project management.

 Minitrack 4: General Topics in IT Project Management Minitrack Chairs: Stacie Petter, Hazel Taylor

Description: Project-based work structures have become the norm within a number of industries, including the Information Technology (IT) sector, and these structures present new challenges for managers and researchers. For project managers in the wider arena, particularly in construction and engineering, such project-based work structures still operate within a clear overall management structure, with project teams that are likely to remain the same from project to project, working on projects that are relatively well-defined and with a high degree of repeatability. In contrast, the IT sector is characterized by rapidly changing technology and contexts of application. Project managers typically face new, diverse, and ill-defined requirements for each project, and must manage their projects in rapidly changing conditions and under high time pressure. In addition, IT project managers usually work within a poorly defined management structure.

Therefore, they must gain the support and commitment, without direct position power, of a loosely aggregated set of team members who often change from project to project, and even from stage to stage, within a project. Increasingly in IT projects, team members are also geographically distributed, presenting yet another set of challenges for their project managers. As a result, while the project management profession has seen considerable performance improvements in the last fifty years, IT projects have been reported as having a track record of poor performance. This has occurred even though proven best practices from the wider sector have been applied in the IT arena.

Minitrack 5: Management of IT Outsourcing Projects in a Global Economy Minitrack Chairs: Jahyun Goo, Matthew Swinarski

Description: While academics and practitioners alike suggest that relationship management is a crucial factor in the overall success or failure of an IT outsourcing project, managing outsourcing relationship becomes a daunting task as the traditional IT outsourcing projects (application development, database development, etc.) has developed into a highly specialized marketplace of IT-enabled service projects such as business process outsourcing (BPO), knowledge process outsourcing (KPO), etc. over the last decade. The phenomenon of significant, sustained trend of IT project globalization, has led to the fact that researchers in many disciplines are reframing and refocusing their efforts around project management that explore whether findings in one context hold true in another. Along this line, a recent report by Gartner points out that many firms have failed to build a skills base to meet the challenge of managing their new outsourcing environment and are therefore at risk of a low return on service value. Therefore, this mini‐track invites research articles that focus on social, managerial and knowledge-related topics in IS outsourcing/offshoring project management, which we believe lead to a pathway to the success of IT project. With papers that are both conceptual and empirically based, we seek to contribute to theory building by both reapplying existing frameworks and developing new constructs that help explaining the project t management view of IT outsourcing relationship in general, and offshoring arrangements in particular.

Minitrack 6: Adoption, Diffusion and Success of IT Project Management Methodologies Minitrack Chairs: Kunal Mohan, Nils Urbach, Anol Bhattacherjee

Description: The objective of this min-track is to foster research on ITPM methodologies by providing deeper insights into factors that affect their successful design, adoption, diffusion, and application.

Researchers and practitioners interested in submitting papers for this mini-track are encouraged to explore ITPM methodologies, and related methods and tools – for example from a design or behavioral perspective. Papers may consider different units of analysis:

individual, group, or organizational level.

 Minitrack 7: Project Management Education Minitrack Chairs: Michael Cuellar

Description: Learning to be a project manager in the information systems world is often an informal process. Many times IS professionals have become project managers on the basis of broad project experience and technical expertise rather than systematic training. The informal nature of project management training resulted in project managers not possessing all the skills they should have to be successful. Academia has attempted to address this gap by the development of project management courses. While this has been a welcome addition to the project of the information systems student, a number of questions arise regarding this effort. The purpose of this mini-track then is to provide a forum to exchange ideas and experience in these areas. Participants in this mini-track should receive practical advice on how to address these areas and take away ideas on how to improve their courses and curricula.

 

Submission Guidelines and Important Dates:

Submissions must represent original work that has not been published in a journal or conference proceedings. At least one author for each accepted paper must register for the conference. Submissions will be peer-reviewed using a double-blind system. Submission format and general conference information may be found here:

http://amcis2012.aisnet.org/

January 3, 2012:                     AMCIS 2012 submission system available

March 1, 2012:                      Submissions due

April 6, 2012:                          Acceptance notification

April 25, 2012:                        Camera-ready copies of accepted

manuscripts due

Please contact the mini-track chairs or the track chairs with any questions you may have.

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