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• W81084208 abstract "Despite the efforts to improve the maturity of the project management profession, the failure rate of business projects remains high. It was realized that current project management standards do not take contextual requirements into consideration and business project management really has not been addressed in totality. The purpose of this interdisciplinary study therefore, is to obtain a better understanding of the subject matter by investigating why business project fails from the organization’s perspective; and to specify the acquired knowledge in a format that facilitates future expansion and application.Based upon the open systems model, 3 case studies were conducted to examine the moderating effect of the types of organization structure and Project Management Information System (PMIS) support on the causal relationship between project management competency and business project success. It was found that business project success should be measured in terms of meeting both project and organization objectives; and the essential components of business project management were identified to be (1) “Core business project management competencies”; (2) “Integrated programme management” and (3) “Integrated PMIS”. It was conclusive that organizational factors do pose a significant impact in attainment of business project success in all 3 cases; and a theory that business project is likely to fail if it is not managed as an integral part of business enterprise with equal emphasis as its business-as-usual operations has been proposed. This implies that the way business project management is executed today should be reviewed; the role of IT in support of project management work should be reassessed; and a clear distinction between business project management and traditional project management should perhaps be made.The specification of the acquired knowledge on the other hand, was achieved by developing a domain model using UML; based on a domain modelling approach which was devised by modifying the conceptualization step of conventional ontology engineering process. Using the theoretical framework that captures the essential business project management components as the starting point, the model was constructed in 4 steps namely (1) defining the scope of work by expanding each component in the framework using prevailing standards; (2) integrating the defined scope with reusable existing work; (3) developing & (4) testing the UML specifications which describe both structural and behavioural aspects of the subject matter. The successful creation of the domain model and the demonstration of how it can be used directly in the development of the desired PMIS and project knowledge ontologies showed that the approach of building a common semantic foundation to support both application system modelling and ontology modelling is workable and effective. Furthermore, since the modelling approach has built in the ability to reuse existing work, the domain model can be used as a foundation that accumulates domain knowledge progressively. This opens up a new horizon where software systems could be built based on domain model which is a direct reflection of basic research findings; and software systems in the future would compete primarily from the non-functional perspective as a result." @default.
• W81084208 created "2016-06-24" @default.
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• W81084208 date "2010-09-24" @default.
• W81084208 modified "2023-09-25" @default.
• W81084208 title "Firm-based investigation into business project failure and developing business project management domain using unified modelling language" @default.
• W81084208 hasPublicationYear "2010" @default.
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