IMR504

- INFORMATION SYSTEMS PROJECT

MANAGEMENT

COURSEWORK: LITERATURE SURVEY

TITLE: PROJECT MANAGEMENT

FACULTY: INFORMATION MANAGEMENT
GROUP: NIMBSF9A (iCEPS)
SEMESTER: 7
NAME: MOHD IZWAN BIN IBRAHIM
STUDENT ID: 2017438412

IM245 - BACHELOR OF INFORMATION SCIENCE (HONS.)

INFORMATION SYSTEMS MANAGEMENT
ACKNOWLEDGEMENT.

The completion of this literature survey could not have been possible without
the assistance of people whose names may not all be enumerated. Their
contributions are sincerely appreciated and gratefully acknowledged. However, I
would like to express my deep appreciation and indebtedness, particularly to Sir
Khairul Mizan Bin Taib for his endless support, providing me guideline throughout
numerous consultations. Not to forget, for his kind and understanding spirit during the
completion of this literature survey. To all families, friends and others who directly or
indirectly give their guide and support to me, I sincerely give my gratitude.
Above all, Alhamdulillah to Allah the Greatest Almighty, the author of
knowledge and wisdom, for his countless love. I am grateful for the constant support
and help from all parties.

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TABLE OF CONTENTS.

No Topic Page

1 ACKNOWLEDGEMENT 2

2 TABLE OF CONTENTS 3

3 ABSTRACT 4

Purpose 4

Design/Methodology/Approach 4

Findings 4

Originality/Value 4

Keywords 5

Paper Type 5

4 INTRODUCTION 5

5 FINDINGS AND DISCUSSIONS 6

How the project learns about handling and supplying 7

the resources in a managerial manner affects the
project's success.
Project knowledge management and project 7
management sustainability

Flexibility of project management 8

Agile management of projects. 9

The seven secret to project success 10

Performance or loss in project management 12

6 CONCLUSIONS 14

7 REFERENCES 15

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ABSTRACT.

Purpose - The aim of this paper is to research the influence of the versatility of
project management on project success in early project stages. Focus on drawing
from strategic management a resource-based view of the firm and apply it to the
study of competitive advantage in the sense of project management. This paper also
explores how project management approaches have an effect on project-level
ambidexterity. The project management drawbacks were also highlighted and the
question of vulnerability evaluation at the planning stage of the project was also
discussed prior to its implementation. The paper also explores how the Project
Management Office (PMOs) has grown to the present time, how PMOs generate
their ideas, how useful PMOs are, and what relevant activities they engage in.

Design/Methodology/Approach - In this paper the authors study academic and

non-academic literature extensively. The first process involved finding and editing
scholarly journals. The second, deep searches with Google Scholar and Books using
a range of criteria to capture project management's changing nomenclature over
several years. These investigations found missing research literature in university
libraries, early samples of essays on the project office and a significant number of
government studies on project management and project offices. The authors follow a
critical analysis approach to challenge previous explanations of paradigm shift and
communication description. Therefore, metaphysical and social ideas and principles
were included.

Findings - A very important part of business activities in organizations around the

world is carried out by project management practice. Plan operations can be
exposed to various sources of risk in everyday business operation. These threats
may be explored from various viewpoints, but risk sources raise the uncertainty of
both the ventures and of the entire organization without being re-evaluated. The
consequence is that the board is not in step with the most official methods for
venture in most library circumstances. Any aspects of the management are fair and
appear to be an activity of some size.

Originality/Value - The benefit of this paper is that the readers get a proper view of
the board's role of setting and extracting all the qualities and deficiencies. The
growing unpredictability of the business demands certain adaptability in order to
adapt management to the dynamics of the businesses. However it was not

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empirically studied whether this versatility influences final project output in early
project phases. This paper explores the direct impact of flexibility on project
performance and the role of flexibility as a mediator on the adverse impact of project
complexity on project performance.

Keywords - Project management, Flexibility, Project performance, Front-end

loading, Agile, Ambidexterity, Project complexity, Project success, Sustainability in
project management, Standards, Best practice, Organizational knowledge

Paper Type - Literature review.

INTRODUCTION.

The business has an original, actual, degree and asset predetermined. A mission is
time-limited, so it has a time limit. In the other side, the situation and the explanation
it doesn't rehash is fascinating. It is a cycle, not an undertaking, to get ready books
so it is not transitory and has no closing date. In the absence of anyone they would
boost the buying period and the actual treatment, and by December they will get the
whole framework reworked which is a firm since it is interesting, short and done. This
is huge since there are multiple theories and chaos across the board as a
consequence of the disorder of periods.

Executives perform "to apply skills, assets and methods to extend the exercise to
meet the risk conditions." If someone is assigned for anything brief, has an end date,
and is liable for whether the roll succeeds or comes short, that person is a task
supervisor irrespective of whether he or she has specifically articulated something
against him or her. Because his occupation is impermanent and extraordinary, a
company boss switches from a regulatory leader. They might not have an executive
role for the people they oversee, but they are accountable for the performance.
Contract support is assigned pioneering companies whose role is to collaborate with
the chief of the company to maintain the consistency of knowledge. The risk support
is also chaired by explicit alliances and initiatives.

It may well be a guy who is not a director now and then, while he has specific
influence about the ramifications of the mission. They may be both outward and
internal as the backing is an object owner. A job degree is a vital job for transmitting
the results of a business. Start getting closer to what you have to do with an

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automotive mechanics store with your car. You would get distracted if you did not
realize what you asked. If it does more than you needed, it will go into free places.
The extension is a standard indicator of work and effect. As an organization
extension shifts (as anyone introduces work or reduces it the job supervisor should
be willing to make modifications in degrees in order to alter the structure or
properties. While different individuals that rely on their viewpoint have unforeseen
outcomes, the practicality, level and usage of the resource allocated to the
organization usually define a risk-taking performance.

For a variety of tasks, project groups and teams are formed as more organizations
assume roles and obligations to define priority activities. Suitable information
technology must help network organization citizens. Communications technologies
will increasingly describe network organization’s boundaries and processes. The
data systems responsible need to enable and promote multi-functional, multi-location
and global team and project work. Working successfully in a project team requires
more than just sharing data. Members of project groups will also exchange
suggestions, perspectives and principles. Using the technology, ideas, observations
and principles should be refined and updated. It should encourage learning and
development and allow learning and development.

FINDINGS AND DISCUSSIONS.

How the project learns about handling and supplying the resources in a
managerial manner affects the project's success.

The project success is widely studied because of the relevance of the subject in the
field of project management. This paper also analyses how two areas influence the
progress of the project: Project information management and project sustainability.
The first phase of the paper discusses the state-of-the-art of each region under
consideration: project performance, project information management and project
management sustainability. Integrating the sustainability dimension into the field of
project management is increasingly important. Until now, much work was performed
in the academic world on integration from the theoretical point of view. The
integration cannot complete before the dimensions of sustainability are calculated
and viewed as a critical metric for the project's progress.

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On the one hand, project-related assessment is considered in the project
performance environment. Studies indicate that establishing a project performance
process would have a positive effect on knowledge management acquisition and
transition levels. When studying the sustainability dimension, the findings showed
that this component is closely related to the information dimension. Knowledge is a
project's most valuable resource. The literature review of information management
involved in the field of project management is not sufficient; as the growth of this
research area has begun in the last 20 decades. The first consideration about the
relationship between expertise and project management was based on lessons
learned. However, nowadays the trend is to consider the value of knowledge during
the project life cycle.

Project knowledge management and project management sustainability.

All projects share one thing: awareness. In reality, it was also found that knowledge
management influences the success of the project positively with respect to project
success. A clear connection between the information that is perceived as a critical
factor affecting the project's progress can be seen. The Project Management Body of
Knowledge specifies in-process collection that several explicit knowledge objects are
generated, stored, accessed, used and modified during a project. There is, however,
no particular field operating with information as the critical agent. Knowledge
management establishes unique knowledge bodies within a project; knowledge key
to achieving project goals effectively. Some of this knowledge will remain implicit, but
much of it needs to make clear so that it can be tested, checked, communicated, and
completed.

There are several studies to find the best way to merge the idea of sustainability into
project management. Sustainability is now a central element and must use in the
area, including project management. Indeed several working groups are now
analyzing and researching how this mixture of concepts could perform; as noted,
there is no clear description of this term among practitioners. Nonetheless, most see
this definition as a future tool for the industry. Moreover, the number of studies
investigating how sustainability incorporation affects project performance is rising
significantly.

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Flexibility of project management.

Adaptability relates in its internal divisions and its ties to the current circumstances to
the capacity of the advancement system to change or profitability, to react or
comprehend change quickly. The value of adaptability for managers resides in the
collection and adjustment of new details from the organization and its weaknesses.
Furthermore, adaptability is a solution to ecological vulnerability. The manner in
which risk managers may be opened at the start of crises, but also during the
mission. This supposed open door architecture should be an orderly, iterative
methodology intended to generate excellent value. The fitting can also be seen as
the board's capacity: ‘The supervisor of the venture should be granted the ability to
prescribe unpredictable circumstances as he/she sees appropriate, and the owner
should lead the optimal method to fulfill the job.’

The adaptability of initiative capabilities is often noted. Better complexities need

initiative adaptability. Adaptability may be deciphered by postponing irreversible
choices before more evidence for reversible choices is accessible. The sources
above express two essential concepts on adaptability: speaking about the confusing
world and the basis for the transition. The notion of managers' adaptability is
therefore constrained and equipped to cope with risk elements in this examination.
As suggested at the beginning of this portion, the board was not intended to prohibit
organizational supervisors from using tactics to complete undertakings. While it is
vital to note that not anything about venture the board is appropriate, specific large
tips can be used by every director of the undertaking from different techniques, which
also have the hope for any mission.

They are making it the duty of others to be conscious and pester others at the risk
that they will not be on a timeline. Make sure everyone is interested in the
communication methodology. When for example, someone responsible for minor
subtleties is named to enable individuals to keep on track and budget, venture assets
can at that level spend their time and resources in the actual work of the job. Cause
everybody to understand, significantly help, before the challenge begins. Not only will
knowing what is required of it extend asset profit, but risk management also has an
incentive to determine whether the mission is useful. If the managers are not
affiliated with program or portfolio, providing them with all the details regarding the
ideas of an organization can help them realize if the undertaking is more a challenge
than it is worth.

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Establish a method to control project scope, and precisely how to manage creep
scope. Often people get nervous and adding and compounding the project
specifications. For any project management approach and theory, this can happen.
Whatever the business, choose beforehand how to track recommendations that add
time or resources and only guarantee that the assistance from the company
understands the result of the shift in the loop. Have specifically identified the needs
of the venture. If someone looks back at a document to justify what they do, the
entire task will be more fruitful. It does not have to be super formal, so it does not
hurt at the same token. Answer development. Answer progress. One clarification as
to why Agile's hypothesis has been so popular is that it knows that conditions are
going to shift and loops to incorporate this progress.

No test of reading or searching for a theory would get you to operate an undertaking.
Although danger work is becoming more applicable to libraries, the board states that
forms of thought are created for particular reasons and circumstances. Works will
perform best if the mission chief utilizes the appropriate methods of the organization
rather than relying on an internal theory. Acting with people, organizing projects and
responding to improvements is considerably more critical for libraries than verifying
the executives' dedication.

Agile management of projects.

The most popular versatile strategy among experts and scholastics is the primary job
of the managers. In comparison to the present, more heavy-duty programming
advancement steps, Lithe has evolved from the need of many ICT specialists. Both
of these experts from diverse programming areas talked of an alternative approach
for program enhancement. Light-footed is a concept that extends value,
competitiveness, accommodation and market appreciation. Dexterous is based on
four objectives and 12 principles. The best way to consolidating the components
allowing vision, versatility and response are orchestrated. The techniques accept that
improvements are inevitable, and the most fundamental consideration for fulfilling
customers can be the increase of the information period and the complex
commitment of customers to the setting of needs and the products scheduled.

Agile's versatility provides helps improve estimate reliability. Research has shown
that Agile positively affects project efficiency. A project can also be accomplished by

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handling uncertainty using Agile methods. The progress Agile introduced made its
use widespread after it was developed. Its inevitable application is not exclusive to
the ICT sector where Agile was conceived, although various businesses such as the
development business have earned the Agile approach. Updating Agile allows time
and time again appreciating the adaptability that managers should deliver to upgrade
venture execution.

The seven secret to project success.

1. Develop a strategic argument for the board company.

In order to adjust the winning goal, venture supervisors and their subordinates can
talk unequivocally to each colleague and apply the worthy mission to the outset of
each new undertaking. At the very outset, the community needs to know what
metrics and criteria used to settle on the exhibition - both at the beginning of the
mission and across the management stage. If the party recognizes the company's
gratitude, the coworkers can be sold for the assessment of the executive period. One
way to convince is to look at the outcomes of previous attempts - the ones in which
the cycle is pursued by others of 'independent parties - and then to open up with their
conclusions. This is simple to do the board gave the paperwork information. The
benefits can be noticed and communicated immediately: time and money are
expended, turf battles are ended and challenging simple encounters are made
available.

2. The managers are realistic, suitable and supportive from the very first moment.

The executives are often connected to programming and creativity. The executive
body's knowledge business provides a wealth of materials that prepares
management from reach supervision to monetary administration, surveys to
community construction, communication to contracting and many more. These
manuals contain a large number of exercises that danger groups have enjoyed for
several years. They send complete orders bit by bit by bit to managers, and efficient
supervision is not a replacement of the judgement of good mission chiefs. The
central role of the head is to direct the usage of the criteria to support instead of
discouraging activities in the community. Every venture colleague should understand
that the methodology they are wiII is responsive and viable until they have the ability

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to function. They significantly ought to know the intent of the ideas, and in addition, it
is all right to know how far each one should apply.

3. Create plugins for the job.

Any board-arrangement graduates accept, even obey, a successful mission that

managers work towards alone. Do not tally, whatever it might be. At a moment when
students review the workplace, even a little misunderstanding of the mission may be
revisited by the administration or the company news. Providing scenes to students to
incorporate the latest credentials and providing them with regular and instant
master's instruction and advice. This blend tends to mask the use of learning and
drive. If the undertaking is crucial, it would not only be an opportunity to rehearse the
Board's talents but also to improve the vital skills of prospective pioneers.

4. Cycles and methods for user lodging.

Conceptualization, identification, activation, securing, implementation and end

behavior are ideally documented and visible. It also promotes conventions,
frameworks, operating procedures and authoritative structures that eliminate aII
weakness in the way mission is carried out. Data systems and observations also
align real danger outcomes to wishes. It is crucial to articulate the thinking behind
organization concept, preparation and delivery for managers to thrive. It is
fundamental for executives to explain the why behind any move forward, along with
thought for supporting cycles and strategies, and to validate comprehension
subsequently.

5. Render the board a victory for party and leaders.

Individuals would usually pursue the direction of the opposition. For an undertaking
the management that trains the graduate to implement what the person involved has
experienced, the usage of criteria does not add additional effort or involve more time
than previous strategies. The loop is seen as advancement on previous job
measures; before long, individuals will revisit their ancient, loosened ways.
Individuals still need assistance. The organization can inspire and reward you for
using management principles - resources or something else. Individuals should be
paid for their dedication and commitment to expanding results. Those, to whom the

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venture supervisors report shall be educated, comforted and monitored and shall be
liable and paid for the exhibition of their company directors.

6. Allow the supervision of tasks a clear indicator of learning.

Enterprises are hatcheries for the events of possible entrepreneurs, mainly if they are
of critical significance. Experience with a taskforce further explores a variety of
talents and propensities, from cleanliness to stress and conversations with
management to the potential to produce outcomes concerning the time and spending
schedule. Tasks often encourage an organization to step by step increase the stakes
of extremely probable members, predicting their backbone toward rising uncertainty
and dangerous enterprises. Nevertheless, venture energy does not manufacture
power. Each enterprise is a learning and development level.

7. Good Trumpet. Successful.

Implementation includes a standard reference to the explanations of the association

behind the exercise of its administration. The company should not ‘kid’ the
administrators and asserts expectations. It also serves to affect healthy fence sitters.
A conclusive message is clear: ‘The status quo done here has changed until the end
of time.’

Performance or loss in project management.

The significance of venture proposes a shorter term and a more explicit structure for
development. The outcomes of the executive's job are various. They will add the
apparent metrics to the financial plan, fulfill the task plan, achieve acceptable quality
requirements and meet the undertaking target. The elements that the management
may forget to achieve these include:

• Defective venture reason;

• Incorrect guy as venture manager;
• Unsupportive top administration;
• Poorly described enterprises;
• The lack of executive strategy;
• Misused board procedures;
• Closed venture not arranged;

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• Lack of extension duty.

These variables suggest that the Board's successful role includes a commitment to
finish the project; a precautionary arrangement by a talented head of the
undertaking; expenditure in energy to define the task adequately detailed
arrangement of activities in the undertaking; ensuring accurate and satisfactory data
streams; modifying exercises to make subsequent improvements unique; obliging
reprehension The narrow sense of the instructions in the useful undertaking the
Board shows why executives are not explicitly related to their accomplishment and
achievement. An organization can currently be successful despite the managers' lack
of mission because it achieves the higher and longer distance goals.

As the venture is over the board the momentary course maybe that of failure, but the
conclusion may be a victory on the basis that the more extensive range of goals is
achieved rather than the limited subset of managers. The board reflects primarily on
the role of tactics in the achievement of venture destinations. They highlight how
efficient use of tactics leads to a reasonable undertaking. The emphasis on
processes may be seen as the difficult questions in the board's activities. They are
handy forecasts and time and expense suggestions. Several journalists have
combined what can openly be considered the ability to create partnerships close to
these more authoritative capacities. This capability building partnerships are 'delicate'
management problems.

Despite a helpless mission, an organization may be a success for managers. If

venture managers are merely a subset of the mission, so it is argued that the more
detailed choices taken in selecting a suitable business would, in any event, affect the
general achievement of the venture that can only be made through the board's task
strategies. The technique can help to ensure successful use of the business, but if
the mission is usually flawed from the start, it will be impossible that the procedures
alone would save it. The procedures will begin to understand the unrealistic idea of
the mission and demonstrate that it needs to be abandoned or changed.

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CONCLUSIONS.

To ensure executives are coordinated and fully involved in developing the conditions
for success and bringing policy, administration, priorities, technologies, expertise,
processes, the goal of problems and the system to manage and extend the dynamic
concept of the work carried out. If a study is performed now, close to this through
undertakings, so further intelligent work on businesses would undoubtedly allow a
company to cope with any critical and organizational problems that occur. The
executive management appears to be increasingly relevant, including in places
where it does not appear to be seen as unmistakable by the board. The role of
managers is likely to be more requested as the same amount of organizations switch
from government to deft organizations or investment portfolios.

The management includes an extensive variety of modern architecture and the

council, addressing several accessible problems. The Board's key concerns
concentrate on implementation evaluation, executive risk, fundamental elements of
accomplishment, and failure of the business structure. Centers across necessary
zones select essential accomplishment variables in linking the success of the venture
and achievement of the business across multiple measured mechanisms and enable
venture supervisors to set accurate targets through separate mission components.
Then again, each of those variables includes a particular degree of risk which can
cause task group vulnerability as well as risk perception weakness. The term
vulnerability is used in many areas such as data structures, supply chains, control
frameworks and so on and yet, not many papers deal with weakness in corporate
associations.

As a result, the exploration approach on authoritative hazards can be extended

kindly to the vulnerability of the association, since the deficiency may be considered
a multidimensional term that requires perceptibility, affectability and flexibility in the
danger situations shown. The danger concepts can be calculated in terms of the
vulnerability trio, which includes the circumstance, the probability of the case and the
implications of the situation.

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REFERENCES.

Sohi, A. J., Rekveldt, M. B. and Hertogh, M. (2019, November 26). Does flexibility
in project management in early project phases contribute positively to end
project performance?. International Journal of Managing Projects in
Business, 13(4), 665-694. Retrieved from
https://www.emerald.com/insight/1753-8378.htm

Sailer, P. (2018, December 12). Project management methods as a way to

ambidexterity. International Journal of Managing Projects in Business,
12(4), 1061-1078. Retrieved from www.emeraldinsight.com/1753- 8378.htm

Perrin, J. M. (2018). The best-laid plans of mice and men often go awry: the
disadvantages of project management. Advances in Library Administration
and Organization, 38. Retrieved from https://doi.org/10.1108/S0732-
067120180000038001

Darling, E. J. and Whitty, S. J. (2016, January 1). The Project Management Office:
it’s just not what it used to be. International Journal of Managing Projects in
Business, 9(2), 282-308. Retrieved from www.emeraldinsight.com/1753-
8378.htm

Aleksic, A., Puskaric, H., Tadic, D. and Stefanovic, M. (2017). Project management
issues: vulnerability management assessment. Kybernetes, 46(7), 1171-
1188. Retrieved from www.emeraldinsight.com/0368-492X.htm

Sarhadi, M., Yousefi, S. and Zamani, A. (2018, March 4). Participative project
management as a comprehensive response to postmodernism criticisms. The
role of communication. International Journal of Managing Projects in
Business, 11(4), 935-959. Retrieved from www.emeraldinsight.com/1753-
8378.htm

Perkins, D., Mathur, G. and Jugdev, K. (2019, November 26). Project management
resources and outcomes: a confirmatory factor analysis. International
Journal of Managing Projects in Business, 13(3), 600-615. Retrieved from
https://www.emerald.com/insight/1753-8378.htm

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Ardeo, L. F., Olaso, J. R. O. and Fernandez, M. E. A. (2017, September). How the
Project Knowledge Management and the Sustainability in Project
Management affect the Project Success. The 9th IEEE International
Conference on Intelligent Data Acquisition and Advanced Computing
Systems: Technology and Applications. Retrieved from
https://ieeexplore.ieee.org/document/8095214

Longman, A. and Mullins, J. (2004, October). Project management: key tool for
implementing strategy. Journal of Business Strategy, 25(5), 54-60.
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