Information System Project Management: Quality, Legal, Ethics Analysis

This report provides an analysis of information system project management, focusing on the critical aspects of quality management, legal issues, and ethical considerations within global projects. It highlights the importance of project quality management planning in ensuring adequate controls and standards, as well as the necessities for mitigating legal problems, developing cultural awareness, and providing proper training for effective project management. The report assesses the input and value of IT project management in relation to legal challenges, ethics, and cultural differences, emphasizing the need for risk insurance, clear project contracts, and effective communication strategies. Furthermore, it examines the ethical implications of cultural differences and the importance of understanding diverse perspectives in project execution. The study concludes by underscoring the significance of integrating these elements to achieve project success and maintain ethical standards in international project environments. Desklib offers similar solved assignments and study resources for students.

Running head: INFORMATION SYSTEM PROJECT MANAGEMENT
Information System Project Management
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Executive summary
The report demonstrates how project quality management planning provides controls and standards
sufficiently to control various projects at international level. Necessities to mitigate legal problems,
developing cultural awareness and undertaking proper training to perform activities of project
management are analyzed in this study. Various inputs and a different value of IT Project
Management issues along with a difference in cultures for companies of international standard are
also investigated in this report.

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Table of Contents
1. Introduction:......................................................................................................................................3
2. Discussion on project quality management, controls and standards for global projects:..................3
3. Necessities regarding for legal issues, training and cultural awareness:...........................................5
3.1. Need for cultural awareness:......................................................................................................5
3.2. Need for training issues:.............................................................................................................6
3.3. Need for legal problems:............................................................................................................6
4. Assessment of input and value of IT PM in a relationship with legal challenges and ethics, cultural
differences:............................................................................................................................................8
4.1. Input and value of IT PM related to legal problems:..................................................................8
4.2. Ethic cultural differences:...........................................................................................................9
5. Conclusion:......................................................................................................................................10
6. References:......................................................................................................................................12

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1. Introduction:
Information System project management refers to the technique utilized for project
management. It assures those project deliverables are met as per the requirements. It is also helpful
to determine that project management processes are properly followed.
In the following study, a demonstration is made regarding how project management plan
delivers enough standards in order to control projects of international standard. Further, various
arguments about requirements of cultural awareness, different training and legal issues in performing
project management activities are analyzed here. Ultimately,, the study has assesses different
problems on cultural differences and project management for different global-level organizations.
2. Demonstration on global project quality management and their controls and
standards:
Firstly it must be reminded that quality management has never been an event. This has been
just a process. Consistently large quality service or product development is impossible to be created
by any defective process. Quality management is a repetitive cycle. It measures different qualities
and updates process till the desired outcome regarding the quality is generated (de Sousa Jabbour et
al., 2014). The main principle has been to ensure that the project meets or otherwise exceeds
different expectations and requirements of stakeholders. A project team is also involved in
developing a good relationship with their primary stakeholder. This has been especially with donor
or beneficiaries of the project understanding regarding what is meant for them.
An essential tool for quality management is the “control quality”. In this process, the
inspection and verification of products and services are done by different sellers. Benefits of quality

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control lay invalidating of deliverables and identifying causes of inferior quality product. This has
also included a recommendation of required actions for eradicating problems related to quality and
meeting different requirements asked by stakeholders (Akgün et al., 2014). To implement control
quality, proper inputs are needed to be utilized along with data from project quality plans, approval
of deliverables and change requests. Moreover, it is used to create different quality control
measurements, verification of deliverables, managing work performance information, validating
changes and changing applications.
Quality in projects, on the other hand, refers to minimum standards as maintained by
managers and teams. It has been considering the way how projects and their accountability,
transparency, sustainability, efficiency and effects or outputs and processes are gained in all the
phases of the projects (Endrullat et al., 2016). These quality standards have been getting highlighted
within bounded processes, planning and communication of systems of various stakeholder requests
including national laws of donors and organizations. Besides putting focus on project performances,
challenges about quality have been moving around methods of relationship and work. It has been
considering various sectors such as program support, organizational decision-making, project
management, resource allocation and fundraising. For instance, ISO 1006 standard, throws light on
guidelines regarding quality management within various projects. As derived from a poll conducted
with different project managers, most of them have not been much aware of these standards
(Psomas & Antony, 2015). Similar to other ISO 9000 family of standards, the ISO 1006 have
justified that active commitment and involvement of top management has been crucial for any smart
quality management system. Moreover, support from quality culture has been great bin assuring the
success of projects.

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3. Necessities regarding for legal issues, training and cultural awareness:
Smart quality plans have been starting with clear identification of objectives of projects. It
has been determining deliverables that are supposed to be accomplished by-products. Hence, it is
vital to see how the project can turn out to be successful (Khanam, Siddiqui & Talib, 2016).
Responses to these queries and various other factors are helpful to define and determine quality
goals. It has been helping in discussing approaches and plans needed to gain the goals. Arguments
are illustrated regarding these about cultural awareness, training and legal issues.
3.1. Need for cultural awareness:
During performing activities under external and internal customers on a project, it has been
crucial to putting attention on different corporate cultures. This has been referring to values,
attitudes, beliefs that are shared by members of companies including various behaviors consistent
with them. Corporate cultures have been setting companies apart from each other and dictating the
method, in which agencies should judge, interact and see people. A distinct project has a different
culture, very often (Grudzień & Hamrol, 2016). They also differ regarding work norms and social
conventions. Some elements of corporate culture have been seen quickly while on the other hand,
others have been difficult to discern.
Besides, they gets reflected in various conventions that are utlized with member behaviors
and diffenet symbols. Further, project leaders require sensitivity and awareness of different
multicultural preferences. The large sector s needed to be taken into consideration is individual roles
and identities under projects with a family of their origin (Ahmad et al., 2014). This also includes
verbal and emotional expressiveness, expectations from relationships and communication styles.
Further values and priorities personal beliefs language and time orientations are also included here.

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3.2. Need for training issues:
It is a proven fact that process of quality management has been prevalent in all kinds of
firms. They have been bringing a different type of benefits. It has been required to undertake training
of project quality management as people never produce any good ideas regarding the poor quality of
their products (Khanam, Siddiqui & Talib, 2016). People have been accepting systems that have
been down-market very often and needing their machines to get rebooted. Moreover, plans for
management of project quality have been crucial for project management. It is necessary for small
project quality management. This must be done from the beginning till the ending phase of end state
of delivery. Different steps included in project quality management are quality control, quality
assurance and planning (Palm, Lilja & Wiklund, 2016).
Additionally, results of those training of quality management can be seen as quality policies,
objectives or responsibilities. This type of training assures people working on the projects that they
must be appropriately trained. Besides, they should be aware of the processes to use tools
effectively, efficiently and safely (Endrullat et al., 2016). Further, failure in training leads to
contravening security and health laws and generating various inferior quality tasks. It has been
driving to performing re-work along with the creation of weak morale within the workforce.
3.3. Need for legal problems:
They are demonstrated below:
Risk insurance:
As any project gets initiated, various involved risks are visible. To overcome those risks in
any contract is equally vital.

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Project contract:
The drafting of project contracts comprises of maximum contribution from various lawyers.
They require going through multiple obligations under contracts, which have been arising from
contracts (Fu et al., 2015). This has also been including the evolution of agreements to make
business-related relations. When the contractual phase gets over, they need to deal with different
post-contractual stages. They include various hidden requirements required to analyze and perform.
Change control:
Contract for a project while proposals go on involves procedures for change agreements. This
has been including alterations in conditions to list situations where the changes can be made
(Doherty, Shakur & Ellis-Chadwick, 2015).
Imposing restrictions:
This is very common among parties under same project contract. Limitations could be
imposed on one party to another. It has been the responsibilities of the lawyers for checking that
restriction has been in consonance. It indicates that all the agreements through which one gets
retrained from practicing a legal profession, trade or business has been void too much extent
(Sabella, Kashou & Omran, 2014). Besides, there have been exceptional cases such as not exposing
hidden facts regarding the organization that could prevent the practice of insider training and
preserve good-will of the agency.

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Interpretation of various contracts:
Laws include interpretation sections because these are the only ways for understanding that.
The recital is the very first part of interpreting any contract (Ahmad et al., 2014). Further, under a
special contract aspect are required to be delivered explicitly as particular elements are implied.
Moreover, some special terms of contracts have been clear. On the other hand, some of them have
been tactic and require legal expertise to understand those tactical terms. Next, they are required to
work according to those (Jackson et al., 2016). Thus, interpretation of those contracts has important
to create those contracts.
4. Assessment of input and value of IT PM in a relationship with legal challenges
and ethics, cultural differences:
4.1. Input and value of IT PM related to legal problems:
The contract law is a complicated legal game and has been varying from state to state, Every
effort of project management needs different binding and legal agreements to protect companies
against litigations. These different values and inputs of IT PM legal issues are discussed hereafter.
Project Terms:
It involves timeline of a project that reveals who should manage and perform activities within
the project quality plans. It also requires change order clauses and various unforeseen costs. The
clients hold request penalty clauses as the tasks are not finished as expected (Chuang, Chen & Tsai,
2015).

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Outsourcing:
As one needs using external suppliers and resources, there have been problems about how to
control the resources. To do this, sub-contractor agreements must be developed with the company or
other insurances.
Communication:
There have been essential challenges about the extent of communication among the company
and other clients. Companies should stick to written communication agreements and ensure that they
outline that the connection has been verbal or in fax or email format (Palm, Lilja & Wiklund, 2016).
Risk insurance:
There have been challenges to possess sufficient business or project liability insurances while
any litigation or theft insurance takes place (Khanam, Siddiqui & Talib, 2016). Insurance brokers of
the companies should be communicated ensuring that one maintains enough coverage and payment
for fees of attorneys as one gets sued.
Arbitration or mediation clause:
Battles in courts or lawsuits have been costing must amounts. To prevent this, one should
ensure that attorney includes arbitration or mediation clause. All of these have been forcing parties to
enter to outside court for solving disputes. Since this is not free to meditate, they have been less
expensive (Chaudary, Zafar & Salman, 2015).
4.2. Ethic cultural differences:
Methods to interpret the world has been an enduring pattern regarding primary assumptions
and different mental models invented by any particular group, discovered and developed to learn to

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cope with internal and external influences (Barata & Cunha, 2017). It has been including integrated
patterns of various human behaviors like racial, religious, ethnic, social group values and
institutions. It has also included their beliefs, customs, actions, thoughts, communications and
languages.
A higher cultural similarity has been found between staffs creating ease or understanding,
relatedness and commonality. Conversely, wider cultural differences, on the other hand, have been
highlighting variances such as the reaction of ambiguity, group identity, respect for authority,
directness of communication, language and terminology. These differences result in problems in
communication such as complexity to understanding people or conveying proper meaning to
someone or make adverse reactions to any comments (Ahmad et al., 2014). Despite these pitfalls,
organization’s projects have been gaining great advantages from various cultural differences
including their potential for higher creativity and various innovations in project outputs (Asif & de
Vries, 2015).
5. Conclusion:
The above report shows that project teams and managers must possess a crystal clear concept
of managing quality processes. Every type of quality management plans is needed to be tied to main
business process performance indicators. It is needed to have a real effect on bottom-line and
productivity. The study shows methods of implementing an effective quality conscious cultural
awareness across every horizontal and vertical layers of different global organizations. Apart from
this, quality management has been focusing on quality, people participation and aimed at long-term
successes. This is gained through mitigating legal problems, cultural awareness and training as
examined above. Furthermore, quality management is philosophically smarter to meet stakeholder
expectations and necessities without compromising any of the ethical values.

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6. References:
Ahmad, M. F., Zakuan, N., Jusoh, A., Yusof, S. M., & Takala, J. (2014). Moderating effect of asean
free trade agreement between Total Quality Management and business
performance. Procedia-Social and Behavioral Sciences, 129, 244-249.
Akgün, A. E., Ince, H., Imamoglu, S. Z., Keskin, H., & Kocoglu, İ. (2014). The mediator role of
learning capability and business innovativeness between total quality management and
financial performance. International Journal of Production Research, 52(3), 888-901.
Asif, M., & de Vries, H. J. (2015). Creating ambidexterity through quality management. Total
Quality Management & Business Excellence, 26(11-12), 1226-1241.
Barata, J., & Cunha, P. R. (2017). Synergies between quality management and information systems:
a literature review and map for further research. Total Quality Management & Business
Excellence, 28(3-4), 282-295.
Chaudary, S., Zafar, S., & Salman, M. (2015). Does total quality management still shine? Re-
examining the total quality management effect on financial performance. Total Quality
Management & Business Excellence, 26(7-8), 811-824.
Chuang, S. S., Chen, K. S., & Tsai, M. T. (2015). Exploring the antecedents that influence middle
management employees' knowledge-sharing intentions in the context of total quality
management implementations. Total Quality Management & Business Excellence, 26(1-2),
108-122.
de Sousa Jabbour, A. B. L., Jabbour, C. J. C., Latan, H., Teixeira, A. A., & de Oliveira, J. H. C.
(2014). Quality management, environmental management maturity, green supply chain
practices and green performance of Brazilian companies with ISO 14001 certification: Direct

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and indirect effects. Transportation Research Part E: Logistics and Transportation
Review, 67, 39-51.
Doherty, N. F., Shakur, M., & Ellis-Chadwick, F. (2015). The role of e-service quality management
in the delivery business value. Journal of Retailing and Consumer Services, 27, 52-62.
Endrullat, C., Glökler, J., Franke, P., & Frohme, M. (2016). Standardization and quality management
in next-generation sequencing. Applied & translational genomics, 10, 2-9.
Fu, S. L., Chou, S. Y., Chen, C. K., & Wang, C. W. (2015). Assessment and cultivation of total
quality management organisational culture–an empirical investigation. Total Quality
Management & Business Excellence, 26(1-2), 123-139.
Grudzień, Ł., & Hamrol, A. (2016). Information quality in design process documentation of quality
management systems. International Journal of Information Management, 36(4), 599-606.
Jackson, S. A., Gopalakrishna-Remani, V., Mishra, R., & Napier, R. (2016). Examining the impact
of design for environment and the mediating effect of quality management innovation on
firm performance. International Journal of Production Economics, 173, 142-152.
Khanam, S., Siddiqui, J., & Talib, F. (2016). Role of information technology in total quality
management: a literature review.
Palm, K., Lilja, J., & Wiklund, H. (2016). The challenge of integrating innovation and quality
management practice. Total Quality Management & Business Excellence, 27(1-2), 34-47.
Psomas, E., & Antony, J. (2015). The effectiveness of the ISO 9001 quality management system and
its influential critical factors in Greek manufacturing companies. International Journal of
Production Research, 53(7), 2089-2099.

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Sabella, A., Kashou, R., & Omran, O. (2014). Quality management practices and their relationship
to organizational performance. International Journal of Operations & Production
Management, 34(12), 1487-1505.