SBM4305 IS Project Management: Threats, Cultural Impact & Utility

This report provides a comprehensive overview of information system project management, emphasizing key threats to quality, the impact and value of project management, and the influence of legal and cultural factors. It delves into project closing processes, outcomes, and utility, highlighting the importance of risk management, stakeholder engagement, and adherence to quality management principles. The report also addresses the challenges of cross-cultural project groups and offers insights into improving project success through culturally sensitive leadership and effective communication. It concludes by underscoring the significance of project closing processes for organizational learning and future project success. Desklib offers a wide array of similar solved assignments and past papers for students.

Running head: INFORMATION SYSTEM PROJECT MANAGEMENT
Information System Project Management
Name of the student:
Name of the university:
Author Note

1INFORMATION SYSTEM PROJECT MANAGEMENT
Executive summary
An information system is useful in every aspect of projects from beginning to the end. It is helpful
for projects to collect, integrate and disseminate outputs of the different process. First of all, the
report demonstrates the necessary risks while developing IS project qualities. The impact of
information system project management related to various legal problems and ethnic, cultural
differences. Lastly, the study analyzes different project closing processes and outputs along with the
methods used in information system projects.

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Table of Contents
1. Introduction:......................................................................................................................................3
2. Key threats related to developing a quality of Information System Projects:...................................3
3. Identification and analyzing impact and value of IS project management:.......................................6
3.1. Impact of project management:..................................................................................................6
3.2. Value of project management:....................................................................................................6
3.3. Various legal issues:...................................................................................................................6
3.4. Ethnic and cultural differences:..................................................................................................7
4. Discussion on project closing processes, outcomes and utility on IS Projects:.................................7
4.1. Project closing processes:...........................................................................................................7
4.2. Various project outputs:..............................................................................................................8
4.3. Project Utility:............................................................................................................................9
5. Conclusion:......................................................................................................................................10
6. References:......................................................................................................................................11

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1. Introduction:
Information system of current era comprises of techniques and tools that are used for
collecting, integrating and disseminating outputs of processes of project management. This is
utilized in every aspect of projects, from start to end. This includes both automated and manual
systems.
The following report explains the primary threats related to enhancing the IS project
qualities. The values are identified and assessed here. Further, the study demonstrates the effect of IS
project management relevant to ethnic, cultural differences and legal issues. Next, the project closing
outputs and processes are discussed and the methods in which they are used in IS projects are
analyzed.
2. Key threats related to developing a quality of Information System Projects:
Numerous business projects have been daily operating without having quality or proper
program at the proper place. Many businesses are concerned with outcomes only and never think
about future prosperity. Thus there occurs a huge loss in market share and customers. Thus they
expect that their product in present form can be viable in future from now as it has been today. Thus
the quality management is an unnecessary challenge (Laudon & Laudon, 2016). Besides, the
business that needs to develop in market and size requires a quality management system for staying
relevant economically for future. Further, there are various primary components for becoming an
effective quality management system. The quality of projects works on some basic principles
(Kerzner & Kerzner, 2017). They include customer focus, strong leadership, people’s involvement,
an approach to a process, system approach, constant improvement, making decisions by facts,
developing value for company’s clients and suppliers.

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Maximum businesses of today without any formal quality programs lack few or all of the
above essential elements. Till they are in proper place and performing collectively and adequately,
projects that include some of those principles never use of the complete potential of the system. Thus
they never get the advantages that any quality management system provides (Schwalbe, 2015).
In the following discussion some challenges, as quality is not fully engaged and the threats that are
analyzed.
Threats related to
improving quality
in IS projects
Discussion
Challenges for projects
in proceeding smoothly
or lack of constant
improvement process
This makes the outcomes stagnate. However, the product with which it
competes continues to develop regarding use, function and quality (Harrison &
Lock, 2017). Deployment of quality involves in finding deficiencies that are
present in the production of a product and decreasing the number of defective
products that get delivered to the customers. Any constant improvement program
helps in reducing the manufacturing costs. This is done by lowering faulty
products and rise in production by continuous analysis and refinement of a
manufacturing process. This helps in finding and eliminating various
inefficiencies around the business.
Workforce turns to be
disengaged
This leads to decrease in productivity and increase attrition. Improving quality
needs employees to get engaged or involved in manufacturing and development
processes continuously. As such improvement is not there, employees believe
that there are ideas that are not valued or wanted (Binder, 2016). This is
relegating to them on “eight-and-the-gate” mindset. Thus without involvement or
any incentive, their morale get suffered and in this way productivity decreases.

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Then the seasoned employees are found leaving the business to achieve a more
satisfactory job. Further, there is an increase in training costs and a various
likelihood of rising in defective manufacturing. This happens as more
inexperienced and younger employees move in to occupy that place.
Convincing individuals
about the right choice
The different kinds of interventions are commonly contested. Every people are
able to agree on the requirement of good quality. However, what always takes
place defines a good quality outcome. Developments in interventions are very
often contested. Here, might agree on the necessity of good quality. Apart from
this, it is not what is defined as the sound quality (Kerzner, 2018). In this way it
can be assured that good quality evidence is present. Further, the implementers
are well briefed and able to handle challenges is henceforth critical. A strategy to
ensure acceptability of responses has been involved utilizing well-facilitated
forums for debating and discussing evidence and exposes that to threats. This is
done instead of expecting that evidence must stand for himself.
Excessive ambitions and
“projects”
Enthusiasms undertaken to develop quality is highly natural. However, this
quickly overwhelms available resources. The ambitious goals and transformation
threats the alienating individuals previously and later lead to various kinds of
disillusionment as the aims are not realized (Newton, Greenberg & See, 2017). A
scale of resources needed for supporting developments has been underestimated.
However, without proper economic support, managerial skills, infrastructure and
dedicated efforts and time improving quality lead to difficulties.
Organizational contexts,
capacities and cultures
To secure developments in many situations where the size of the organization is
insufficient, culture is adverse results in evaporation of support and emotional
exhaustion. The differences in management, leadership and morale under
organizational settings lead to variation in results. The corporate cultures are
supportive of personal and professional development (Kostalova, Tetrevova &

6INFORMATION SYSTEM PROJECT MANAGEMENT
Svedik, 2015). It is committed towards the growth as a priority of organizational.
Unfortunately it has been more likely providing the scenario where the
development effort gets flourished.
3. Identification and analyzing impact and value of IS project management:
3.1. Impact of project management:
First of all project management provides the managers with the framework to deliver a pro
bono service. Further, it offers global organizations opportunities and raises membership
engagement and values. It adds extra meaning and purposes. This raises the profile of project
management profession across the globe. Further, this has investigated the challenges occurring in
real-time. It has affected the results directly.
3.2. Project management value:
The current global executives of present age have effected project management as the core
competency. It has helped them to stay competitive during recession continues. Here, the delivery of
business outcome is realized through the success of project (Hornstein, 2015). This is, in essence, the
way that strategies by which various project management has been driving success of different
business. Further, it has been also found by different executives that adhering to different methods
and processes of project management has been useful in reducing risks, cutting down costs and
create success rates.
3.3. Different legal problems:
The first legal problem is to determine the suitable model for the project. Next, there are
scope creeps involving delivery of the project on time and budget. Then the surety and insurance are

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considered that ascertains that the project is secured. Then there are the third-party bankruptcies
(Verzuh, 2015). Further, balancing of commercial and legal concerns is regarded in procurement.
Next, the instilling the culture of the document respect and reference on site is considered. Business
should move away from these happenings with on-ground and practical strategies. This would save
time and money for global organizations.
3.4. Ethnic and cultural differences:
Efficient usage of cross-cultural project groups has helped in providing the source of
innovative thinking. This has also included diverse experience that includes the likelihood of success
of a project. Further, it helps in developing a competitive position at the organizations. Besides, as,
the cultural differences and variously related conflicts has been interfering with a successful
finishing of projects, when they are not managed carefully(Tromp & Homan, 2015). To gain aims of
projects and then avoid cultural misunderstandings, the project managers should be culturally
sensitive enough. There , they should promote motivation along with respect and creativity by
flexible leadership. The various issues are highlighted below. The first one is the cross-cultural
differences. The cultural dimensions reflect the fundamental questions that any society needs to cope
up. The next one is socio-cultural dimensions. Here the fatalism and paternalism are necessary. In
the later one, the leader’s role is to provide protection, guidance, care and nurture about a
subordinate. The former one is the belief that is quiet difficult to manage various outcomes of
different activities in global teams.

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4. Discussion on project closing processes, outcomes and utility on IS Projects:
4.1. Project closing processes:
The closure of project is assimilation of different aspects that are applied to any project. They
must also assure that this work gets finished and then it is agreed on project management process
that is being executed. This involves formal recognition of project completion such that everybody
agrees on that. It must be ensured that the needed work is finished. Moreover permission is approved
i from the customer and sponsors of the project when the project gets completed (Turner, 2016).
Here, a review is to be done on whether every organizational governance process is executed.
Further, it must assess whether the needed procedures of project management is applied. Lastly,
there must be an administrative closing of all the procurements and reviewing that works on the
contract that is completed. The outputs of the closing process are organizational process asset
updates, service and result of transition and final product. As the former output is deduced, the latter
one turns out to be more complicated. This has been involving the capturing of every project
artifacts like stakeholder register, risk register and project management plan (Wager, Lee & Glaser,
2017).
This also includes formal documentation on completion and termination of project or phase.
The primary activity that occurs at this process is documented and identified. These lessons can be
further used by future plans and then they can avoid project failures. Thus, the project needs to get
closed earnestly. To get success, the team must assure that project teams has been appreciating the
problems that are faced. The process helps in recognizing the end of the project and its transfer to
various operations. The benefits achieved are validated identifying the business cases. The project
resources are disbanded and they are free to perform various other tasks and undergo activities

9INFORMATION SYSTEM PROJECT MANAGEMENT
needed within the business. Lastly, the step includes transitioning of project deliverables to the
customer organization that warrants seamless support and operations.
4.2. Various project outputs:
The outputs include the rise in understanding the efficient use of ICT systems for supporting.
This also includes improved experience for employees at a remote place or within an office. Further,
an effective approach is born into the web-enabled self-service. This helps in accessing the support
of various personalized interaction along with self-referrals (Mir & Pinnington, 2014). Also, there
has been development employee retention. The feedbacks or built-in usage tracking helps in
effective evaluation. These experiences can be disseminated through various relevant professional
networks, at workshops and conference presentations.
4.3. Project Utility:
Firstly, the project utility includes the fact that the project managers should be active and
dedicated towards the project. Here the central point for different timely decisions making is
established. This must involve various interests within organizations. They have been possessing
limited organizational reporting levels. Here, the project managers must be engaged directly to
manage the participation of agencies and organizations external to the direct control. It has been
pulling together every diverse act. This includes feasibility studies and various acquisitions. Further,
it is helpful to acquire permits and licenses, construction management, planting start-ups, operations
and engineering.
Here, all the activities must be time-phased around the overall project lifecycle and all these
needs coordinated control, scheduling and planning. The responsibility and authority of the project
organizations have been cutting across the organizational and functional lines. Further, the natural
conflicts can be brought publicly and dealt with an organization of project management (Nicholas &

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Steyn, 2017). Moreover, the project organization should find out what and when the project must be
providing the focal point for those project activities. Apart from all these, different functional
managers should determine where and how the support is provided while providing support to the
project. The life of the project organizations should be finite. As soon as the project gets completed,
direct support is received from the project that is assigned to various other activities.
5. Conclusion:
In the above study, a demonstration is given how project quality management plan
successfully delivers sufficient controls and standards. This helps to manage various international
project teams. Multiple arguments are presented regarding the necessities of cultural awareness and
legal issues. The report is helpful to plan effective communications under various project activities
through establishing agreed and appropriate meeting schedules, communication methods and
reporting control. The study has provided the idea to develop plans with different relevant
individuals for achieving a goal of the project. This also involves identification and finding of ways
to include proper people in their project.

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6. References:
Binder, J. (2016). Global project management: communication, collaboration and management
across borders. Routledge.
Galliers, R. D., & Leidner, D. E. (Eds.). (2014). Strategic information management: challenges and
strategies in managing information systems. Routledge.
Harrison, F., & Lock, D. (2017). Advanced project management: a structured approach. Routledge.
Hornstein, H. A. (2015). The integration of project management and organizational change
management is now a necessity. International Journal of Project Management, 33(2), 291-
298.
Kerzner, H. (2018). Project management best practices: Achieving global excellence. John Wiley &
Sons.
Kerzner, H., & Kerzner, H. R. (2017). Project management: a systems approach to planning,
scheduling, and controlling. John Wiley & Sons.
Kostalova, J., Tetrevova, L., & Svedik, J. (2015). Support of project management methods by
project management information system. Procedia-Social and Behavioral Sciences, 210, 96-
104.
Laudon, K. C., & Laudon, J. P. (2016). Management information system. Pearson Education India.
Mir, F. A., & Pinnington, A. H. (2014). Exploring the value of project management: linking project
management performance and project success. International journal of project
management, 32(2), 202-217.

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Newton, V., Greenberg, A., & See, J. (2017, July). Project Management Implications and
Implementation Roadmap of Human Readiness Levels. In International Conference on HCI
in Business, Government, and Organizations (pp. 99-111). Springer, Cham.
Nicholas, J. M., & Steyn, H. (2017). Project management for engineering, business and technology.
Taylor & Francis.
Schwalbe, K. (2015). Information technology project management. Cengage Learning.
Tromp, J. W., & Homan, T. (2015). How unplanned changes emerge while implementing a Project
Management Information System (PMIS) in a complex multi project R&D
environment. Procedia-Social and Behavioral Sciences, 194, 211-220.
Turner, R. (2016). Gower handbook of project management. Routledge.
Verzuh, E. (2015). The fast forward MBA in project management. John Wiley & Sons.
Wager, K. A., Lee, F. W., & Glaser, J. P. (2017). Health care information systems: a practical
approach for health care management. John Wiley & Sons.