PROJECT MANAGEMENT REPORT

BY

BARATHKUMAR V

21AB07

1
 ROLE OF TECHNOLOGY IN PROJECT MANAGEMENT

INTRODUCTION:

Project Management:

A project is a brief activity that is started to deliver a unique good, service, or outcome. "The
application of information, skills, tools, and processes, which are necessary to achieve certain
goals and fulfil specific success criteria," is how project management is described. It should
be efficiently managed to provide on time and on budget outcomes. Project management has
5 stages namely initiation, planning, execution, monitoring and control and closure. It is the
management of all resources and aspects involved in the project which leads to successful
completion of the project with the output existing within the pre-defined scope, cost and time
constraints.

Role of Technology in Project Management:

Technology is inevitable and so its existence in every field. It goes the same to project
management too. Due to the higher obstacles in today's technology-enabled workplace, where
technology tools are frequently utilised for collaboration, communication, and the
implementation of project management principles, technology gains prominence in the context
of project management. The game is quickly evolving as a result of the introduction of
contemporary physical technology and cloud-based software solutions. The right project
management solutions are now available, thanks to recent advancements in technology, and
they can help projects succeed. Collaboration Enhancement, Instant Communication, Data
Storage and Backup, Data Management, Meeting the deadlines with the team, Tracking the
activities of team members, Track budget, Workflow automation, Effective Risk Management,

2
Tracking activity time are the few project management processes which could be improved by
technology.

In the IT industry, 75% of projects are completed successfully owing to the Project
Management Information System. The fourth industry, or industrial revolution 4.0, is what
propels manufacturing projects and industries in the internet and digitalization age. Robotic
process automation (RPA), digitalization, artificial intelligence (AI), cloud computing,
business intelligence analysis, the internet of things (IoT), augmented reality, 3D printing,
blockchain, digital twins, and other changes are examples of changes. Businesses are being
forced to rethink their business strategies in order to adapt to a hyperconnected, collaborative
commons economy as society changes.

OBJECTIVES:

• To explore what technologies are used in project management processes.

• To understand how recent technologies have been employed in project management
processes.
• To explore the applications of technology in project management in different sectors.
• To understand the advantages of using technology in PM.

3
LITERATURE REVIEW:

Project management is not fully digitalized yet, however technologies are employed as tools to
improve project management procedures. The findings also emphasise the importance of
lifelong learning in order to cope with the changes brought on by digitalization. The Project
Management Digitalization Research Agenda Cube has been introduced, and it may be used to
direct academics and practitioners in order to support the digitalization of project management.
(Carl Marnewick, 2022)

Few studies have examined the success of IS (socio-technical) initiatives, despite the fact that
numerous research discovered in the literature demonstrate the outcomes of software
development projects. Responses to a global study on 472 projects revealed that IS project
management is very successful, but only a small percentage of projects are completed without
modifications to scope, schedule, or cost. Furthermore, the findings demonstrate that this type
of project frequently experiences changes in scope, time, or budget, which have no impact on
perceived success. These findings improve the understanding of IS project management
success evaluation among scholars and practitioners. (João Varajão, 2021)

Specialized software have made it possible to decentralise project teams, computerise

scheduling, automate procedures, and manage budgets. All of these benefits' useful
consequences are underlined. As a result, businesses frequently struggle to foster cohesion
among their workforce. Research is done on a few brief examples of how Almarai
Corporation's initiatives have been impacted by technology. As a result, it is explained how
technology might help project participants make better decisions. The report concludes by
outlining the disadvantages and advantages of implementing technology into a company's
efforts and offering suggestions based on the observations. (Yousef A Alharbi, 2019)

All businesses employ project management to carry out important initiatives that support the
operational objectives. In the contemporary global world, information technology is essential.
Effective project delivery of information technology requires qualified project managers. An
analysis of peer-reviewed papers in the field of information technology project management is
presented in this article. The Project Management Institute's knowledge areas and critical
success elements are recognised. The findings offer insightful advice on the crucial areas on
which IT project managers need to concentrate in order to successfully complete projects, as
well as suggestions for further study. (Rosarito Sánchez-Morcilio, 2016)

4
Organizations in the public and commercial sectors both frequently acknowledge the
importance of information technology in project management methodologies and practises.
This paper's main goal is to give a comparative analysis of information technology used in
project management in the public and private sectors. Additionally, this study offers a thorough
analysis of related subjects including the development of information technology, the causes
of project abandonment, and the management tools and methods that influence project success.
In order to successfully use information technology within project management for both the
commercial and governmental sectors, here outlined a number of practical and effective
principles and suggested ways. (Muhammad Obeidat, 2014)

For distinguishing, prioritising, and choosing investments in technical initiatives within a

portfolio of an organisation, this study creates a multidisciplinary model. To examine how a
specific product within a varied project portfolio may be prioritised and developed, approaches
from project portfolio and strategic technology management are linked. Our findings imply
that the model's application to a portfolio of biotechnology projects might improve evaluations
of internal capabilities and external competitiveness, giving businesses a basis for prioritising
and preferentially allocating limited resources among a variety of heterogeneous technologies.
(Mark J. Ahn, 2010)

In this study, management review is utilised as the foundational procedure to investigate if user
diversity has an impact on system success either directly or indirectly through learning. In order
to test a model of the link between user diversity and project success, a survey is conducted in
the US and Taiwan, especially where organisational technology learning is a mediating variable
and management review procedures are taken into account as control mechanisms. The
findings match the anticipated outcomes for management review and learning, but they also
demonstrate that organizational technology learning completely mediates user diversity. The
findings show that user variety should be taken into account as an environmental aspect to
foster learning, but that it might not be crucial for the success of any given project. (Eric
T.G.Wang, 2006)

Currently, efforts are being made by the government, business, and consumers to enhance the
construction industry in quality, rivalry, and profitability, as well as increasing client value.
The conclusions of this study show how web-enabled project management and its related
capabilities are crucial to achieving the parties' aforementioned goals. concerned. However, it

5
emphasises that equal care must be given in order to properly use web-enabled project
management. must be given to people, procedures, and technology. (Mustafa Alshawi, 2003)

To address some of the drawbacks of traditional approaches to project assessment, a holistic

evaluation framework built on the concerns of an extended Project Life Cycle model is
provided. This highlights the need of using open systems thinking for evaluating and
controlling the risk associated with technology transfer programmes. The topic is based on two
case studies that detail Algeria's utilisation of the turnkey and "product-in-hand" integrated
technology transfer procedures from 1965 to 1990. The objective is to enhance linked
managerial practises in emerging economies and to get a better knowledge of the technology
transfer processes. (Mohammed Saad, 2002)

The suggested monitoring and control system offers continuous monitoring of work and
information flow, resource use, and commitment. The architecture provides hierarchical
project and/or business process management, enabling interested parties to see and use it at
many levels of abstraction as needed. The use of workflow technology also offers extra
advantages by making communication, recordkeeping, and reutilization easier. (Heloisa
Martins Shih, 1996)

TECHNOLOGIES USED IN PROJECT MANAGEMENT:

Project management has evolved from a pen-and-paper method to an automated, well-

organized powerhouse of time tracking, project progress, and team communication.

Making decisions might be facilitated and accelerated by software. One defence is that it
enables rapid access to managerial information (stock, sales, available financial resources,
etc.). Robotic process automation (RPA) will allow teams to focus on more important work by
drastically reducing the amount of time humans spend on repetitive chores. It is possible to
check the ongoing status of projects thanks to software programmes. If any mistakes exist,
using software tools to find them and fix them is quite necessary. This action encourages more
dynamism and creates an environment that fosters creativity. Since the leader doesn't have to
worry as much about routine or repeated activities, they are free to be more creative and open
to new alternatives in an effort to boost team productivity. Time loss is avoided and
productivity is increased through the use of tools. Managers may better determine what is
optimal to accomplish greater expressiveness if they rely on company information in an orderly

6
and timely way. Project managers have access to a variety of modern technologies and tools
that may be utilised throughout the project management lifecycle.

The Gantt project is freeware and may be used for resource management and project
scheduling. Microsoft Project is used for resource management, budgeting, and scheduling.
Almost every stage of the project, including planning, implementation, monitoring, controlling,
and risk management, uses Primavera, a potent tool.

To interact with clients and other stakeholders, Microsoft Outlook 365 is utilised. The project
team uses Microsoft Team and Skype for internal and external communication. The meetings
with project teams and clients are held via team meetings, videoconferences, and
teleconferences. Information storage and team sharing are done through the cloud and shared
devices. employing remote headphones (such as Realwer headgear) and TeamViewer and
Team, workshops and factory acceptance testing are carried out. Sharing information improves
communication between the teams and produces more great knowledge. Additionally, this
endeavour supports initiatives meant to delight and retain consumers. Companies who wish to
be recognised for the quality of their services must make tracking technological advancements
a regular practise.

Listed below are the few technologies which can be provided by SaaS companies or be
purchased.

7
Cloud based technology:

Utilizing cloud-based project management tools like Planview AdaptiveWork for collaborative
projects is becoming increasingly important to enterprises. You will be able to see possible
problems and barriers more quickly the more closely you can monitor a project's progress and
goals and also track the team progress and keep the team members updated in real time.

Scheduling Software:

Making sure that everyone on the team is on the same page with group meetings, calls, and
deadlines can make the difference between a good project conclusion and a disastrous disaster
given the rising number of dispersed workforces in the U.K. alone.

Data backup and redundancy:

Data backup software is a must for project managers. Without this technology, a project's
development would be incredibly susceptible to theft or corruption, which might cause the
organisation to suffer significant financial losses. It is essential to use this technology to reduce
these dangers whether data is kept locally on servers or in the cloud. All of your data will be
safely stored in an offsite location with the aid of backup software. Your data is encrypted by
this programme even before a backup is taken. This makes sure that only you can access your
data, so you don't have to be concerned about unwanted access. Some examples are Altaro VM
Backup: Offers multiple data restore options, Backblaze: Extends backup protection to
workforce computers, etc.

Communication software:

Phone conversations and in-person meetings have been displaced by email and online
conferencing as the preferred ways of communication. Effective project management requires
well-designed communications software since project managers frequently act as the central
figures in interactions among customers, team members, vendors, and management.
Communications and information transfer are made simpler by integrated tools like Microsoft
Lync.

Diagramming:

To create graphical representations of projects and flowcharts, diagramming software is

employed. The process and timing may be enhanced with this software from a project

8
management perspective. Microsoft Visio and OmniGraffle are two examples of diagramming
software that is widely used.

Social Media:

It's probable that you will soon receive a task status update through Twitter if you haven't
already. Project managers may use social media to remain on top of their teams and monitor
progress. In fact, an increasing number of PMs are presently communicating with project teams
and clients via Facebook or other social media platforms.

Role of IT and Knowledge management in Project management:

The performance of project can be improved by developing a research model. This model was
developed employing the interpretive structural modeling (ISM) methodology since it
integrates both qualitative and quantitative variables and allow to capture the shared mental
models of practitioners.

Because of the growing recognition of the significance of knowledge management, Information

technologies that allowed for the broad storage, dissemination, and administration of
knowledge were a contributing element in the organization's profitability and survival.

Although scholars in the PM field have been more interested in the KM issue, there are
currently few studies that focus on the connection between KM and project management
offices.

Knowledge management is an area that has synergy with several others, and in this way the
resource knowledge must be considered a very valuable asset for an organization. The efficient
and effective management of this asset is important because the organizations may discover
new ways of differentiating themselves, through the integration of this asset with the other
areas that move an organization.

9
In order to effectively build a directed graph, or network representation, of the intricate pattern
of a contextual interaction among a group of elements, the word "ISM" refers to the systematic
application of graph theory. In other words, it aids in locating structure within a network of
connected components. This data can be represented using a matrix or a digraph (directed
graph). The researcher can pay close attention to the presumptive nature of the causal links
between the selected variables by using the process perspective. The "productivity dilemma"
is addressed by the variance theory notion by connecting variables in a fairly narrow way. As
a result, the researcher is now able to evaluate time and sequences in which change and random
occurrences occur, which allows the researcher to move beyond the restrictions of the
productivity paradox.

The characteristics of information behaviour, perceived information value, cooperation, and

knowledge sharing should shape an organization's capacity for information sensing, gathering,
organising, processing, and management. The organization's capacity to efficiently manage IT
applications and infrastructure to support operations, business processes, innovation, and
managerial decision making is logically influenced by these information management
procedures.

10
 Co-citation network generated by CiteSpace

The figure demonstrates how the knowledge-based strategy may help a project succeed by
influencing how well project management performs in terms of knowledge integration and
sharing. PMOs, which are regarded as one of the elements for a project's success, are functional
areas that play a significant role in the integration and diffusion of information. KM is also
visible in new product development initiatives and in the way leadership conducts themselves
throughout project management. The co-citation network's high density demonstrates that the
papers chosen for the first sample have many topics that are quoted together.

11
Innovation and human resources are the knowledge domains that are most closely associated
with the connection of the two primary notions. This fact makes sense since knowledge is a
crucial resource for implementing innovations, for organisational learning in connection to the
projects that its personnel have already completed, and because it is a crucial component of a
successful project manager's toolkit.

Finally, information technology has been incorporated as a tool to combine the two
constructions since it plays a crucial role in allowing management of the knowledge about
projects that have previously been completed as well as those that will be completed.

Assessing the software applications:

Based on the data gathered, it is possible to conclude that the representatives of cloud solutions
do not adequately support project management methodologies, as they only support the
fundamental techniques for managing the project scope using the Work Breakdown Structure,
managing the project in time using the Gantt Chart and the Critical Path Method, and managing
the source using the Resource Breakdown Structure. Freeware software is in a similar
condition. Additionally, there, the assistance is only offered for managing the project scope,
scheduling projects using Gantt charts and the Critical Path Method, and managing sources.
However, in contrast to cloud solutions, it is also feasible to employ the Product Breakdown
Structure in addition to the Work Breakdown Structure and support of PERT method is
available for project management in time.

12
This implies that the use of alternative approaches is only feasible without the use of software
support, and thus both apps are best suited for the administration of smaller, simpler tasks. The
software of a local production of EasyProject merely provides a more basic tool for project
management in time using the Gantt Chart, providing insufficient support for the network
analysis approach. The programme may be used in numerous contexts, particularly for project
financial evaluation and partially for source management. Additionally, being one of the few,
it provides assistance when using agile management. When using alternative methodologies,
the project solver must choose tools other than the software support of the preferred application.
Microsoft Project includes the fundamental array of techniques and offers sufficient support
for project management in time, source management, and cost management.

Additionally, support for risk management is considerable. During the project planning phase,
support is less strong. The benefit of Microsoft Project is the extensive variety of alterations
that may be made in accordance with the needs of the project solvers. The breadth of the
potential access varies between individual installations and server systems that enable data
exchange. The programme is useful for managing project portfolios, which includes managing
shared sources. Additionally, a cloud solution and online data access are both options.
Primavera is the most expensive option, but it fully supports the chosen project management
techniques. Compared to the other applications, it also offers support of management using the
Critical Chain Method and Agile Management. Therefore, in this case it is possible to manage
both single projects of different scopes and a portfolio of projects with full support of PMIS
within the entire course of the project life cycle.

Guidelines and Approaches for Successful Project Management:

Numerous initiatives, especially IT projects, struggle with going over budget, falling behind
time, and eventually functioning less effectively than expected. In order to contribute to project
success, several methods, principles, and frameworks have been put forth by a variety of
organisations, including academics, consultants, and practitioners. As an illustration of many
of the problems with public sector management of IT projects, see a detailed case study of the
State of Vermont's Human Resources Management Systems (HRMS). As a result, they have
provided a strategy that has been incredibly effective. The following is a succinct collection of
their six steps' verbatim highlights:

13
Step 1: Determine whether the proposed project is in line with the organization's goals and
mission.

Step 2: Consider the advantages the project will have for the organisation.

Step 3: Assess the project's inherent risk.

Step 4: Compare the anticipated project advantages to its inherent level of risk or complexity.
Step 5: Choose a project management strategy to increase the likelihood that the project will
be implemented effectively.

Step 6: Assess if the company has the required capabilities and the project-friendly
environment.

Additionally, a thorough analysis of the lessons learned from the State of Vermont's HRMS
based on the aforementioned methodology could be used and taken into account for other
governmental organisations, and with further empirical research, it might also be incorporated
in strategies and guidelines for businesses in the private sector. Specialized software and
systems immediately and efficiently contribute to the success of project management in both
commercial and public sectors due to the fast-paced evolution of information technology. As
information technology is rapidly evolving, specialized software and systems directly and
effectively contribute to the success of project management in both private and public sectors.
As project management and the nature of projects themselves had become more complex, there
was a need to find new approaches to update project management capabilities using IT. Thus,
software was designed to take care of the constraints of project management which do not
require the quantitative skills of previous methods.

The study's three main goals were as follows: To establish a benchmark of qualities that project
management software for this kind of organisation should have, to ascertain the impact the
software would have on the performance of the project's team, and to specify the metrics by
which the effectiveness of the use of the software packages could be assessed. They created a
survey using a 7-point Likert scale after performing a thorough literature search. The poll
produced two separate samples, one from a website aimed at project management experts and
educators and the other from the Project Management Institute. The findings showed that the
primary variable influencing the adoption of software in project management was system
features. The perceived value of performance rose by 35% per unit when project management
software was utilized. Also, top factors were quality, system functionality and ease of use, all

14
of which had positive and unequivocal connection to the use of project management software.
The researchers indicated that additional research is needed to determine if the use of IT in
project management had a direct correlation to project success and whether it affected the
organization’s position with similar companies.

CONCLUSION:

By utilising project management tools and cutting-edge technology, projects may be handled
successfully and efficiently. Despite the fact that many firms only work on IT projects, IT is
exceptional in that most, if not all, of the most sophisticated project management technologies
are not efficiently applied. With scientific advancements and improvements in cybersecurity
security, cloud technology has become very affordable. As a result, real-time project schedule
changes are now possible. Many businesses continue to underuse the available technologies
and resources while working on projects. Businesses that don't employ technology have lower
success rates.

Tools that improve project visibility and success rate include MS-Project, Primavera, Gantt
charts, RPA, and risk analysis. A top-down strategy should be used in project management and
leadership to push team members for efficient and appropriate usage of technology to achieve
corporate goals and objectives.

In the case of more complex and extensive projects, it is necessary to make use of more
sophisticated software applications, like MS Project or Primavera. However, their
disadvantages include high financial demands, demands on extensive knowledge of project
managers and project team members for work with these software applications, and the
necessity of reflecting their utilization in a single project management methodology on the
level of the organization.

15
REFERENCES:

[1] Digitalization of project management: Opportunities in research and practice (2022), Carl
Marnewick, Annliz´e L. Marnewick.

[2] Information systems project management success (2021), João Varajão, António Trigo,
José Luís Pereira, Isabel Moura.

[3] Trends in Information Technology Project Management (2016), Rosarito Sánchez-

Morcilio, Francisco Quiles-Torres.

[4] A Comparative Review of Information Technology Project Management in Private and

Public Sector Organization (2014), Muhammad Obeidat, Max North.

[5] Role of technology in project manager performance model (2010), Vittal S. Anantatmula.

[6] The impact of emerging information technology on project management for construction
(2010), Thomas M. Froese.

[7] Role of IT and KM in improving project management performance (2008), Vittal

Anantatmula, Shivraj Kanungo.

[8] Using Information Technology to Enhance Project Management Process (2006), R.

Dehghan, M. Mortaheb.

[9] Web-enabled project management: an emerging paradigm in construction (2003), Mustafa

Alshawi, Bingunath Ingirige.

[10] Technology transfer projects in developing countries—furthering the Project Management

perspectives (2002), Mohammed Saad, Svetlana Cicmil, Margaret Greenwood.

[11] User diversity impact on project performance in an environment with organizational

technology learning and management review processes (2006), Eric T.G. Wang, Hsiao- Lan
Wei, James J. Jiang, Gary Klein.

[12] Issues and challenges impacting the successful management of agile-hybrid projects: A
grounded theory approach (2021), Jayasaegaran Sithambaram, Mohd Hairul Nizam Bin Md
Nasir, Rodina-Ahmad.

[13] Workflow technology-based monitoring and control for business process and project
management (1996), Heloisa Martins Shih, Mitchell M Tseng.

16
[14] Reprint of: From open innovation projects to open innovation project management
capabilities: A process-based approach (2021), Júlio Cézar Fonseca de Melo, Mario Sergio
Salerno, Jonathan Simões Freitas, Raoni Barros Bagno, Vinicius Chagas Brasil.
[15] Examining the transition to agile practices with information technology projects: Agile
teams and their experience of accountability (2022), Ruben Burga, Chris Spraakman, Carson
Balestreri, Davar Rezania.
[16] Cross-learning between project management and international development: Analysis and
research agenda (2020), Lavagnon A.Ika, Jonas Söderlund, Lauchlan T. Munroa Paolo
Landoni.
[17] Investigating the rationale for adopting an internationally-recognised project management
methodology in Ireland: The view of the project manager (2011), Orla McHugh, Mairéad
Hogan.
[18] Towards a ‘New Project Management’ movement? An international development
perspective (2020), Robert Picciotto.
[19] The Megaproject-based Firm: Building programme management capability to deliver
megaprojects (2022), Juliano Denicol, Andrew Davies.
[20] Technological invention to product innovation: A project management approach (2010),
Mark J. Ahn, Ofer Zwikael, Rebecca Bednarek.
[21] Skills that improve profitability: The relationship between project management, IT skills,
and small to medium enterprise profitability (2016), Julien Pollack, Daniel Adler.
[22] Exploration and project management (2008), Sylvain Lenfle.

[23] The role of project management in university computing resource departments (2005),
David Wierschem, Chuck Johnston.
[24] A meta-analysis of brokering knowledge in project management (2013), Vered Holzmann.
[25] Large-scale construction programme resilience against creeping disruptions: Towards
inter-project coordination (2022), Wenxin Shen, Wenchi Ying.

[26] The integration of project management and organizational change management is now a
necessity (2016), Henry A. Hornstein.

[27] Research and development project management best practices and absorptive capacity:
Empirical evidence from Spanish firms (2015), Silvia Vicente-Oliva, Ángel Martínez-Sánchez,
Luis Berges-Muro.

[28] The unsettling of “settled science:” The past and future of the management of projects
(2016), Jeffrey K. Pinto, Graham Winch.

[29] Relationships between project governance and information technology governance and
their impact on project performance (2018), Pinyarat Sirisomboonsuk, Vicky Ching Gu, Ray
Qing Cao, James R. Burns.

17
[30] An integrated approach to implement Project Management Information Systems within
the Extended Enterprise (2014), M. Braglia, M. Frosolini.

18