| 1. |
- Liikamaa, Kirsi, et al.
(author)
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Replacing Project Managers in Information Technology Projects : Contradictions that Explain the Phenomenon
- 2015
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In: International Journal of Human Capital and Information Technology Professionals. - : IGI GLOBAL. - 1947-3478 .- 1947-3486. ; 6:3, s. 1-19
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Journal article (peer-reviewed)abstract
- According to anecdotal evidence, project managers working on information technology (IT) projects are occasionally replaced, although the literature on information systems (IS) and project management (PM) makes little mention of it. With a view to narrowing this knowledge gap the authors examined the reasons behind the practice. The authors took an interpretive approach to the data gathering and analysis, and collected descriptions about replacing project managers (RPM) from interviews and questionnaires (n=43). The concept of contradiction served as a lens through which to identify the underlying reasons. Contradiction refers to statements asserting or expressing the opposite of another statement. The authors identified four contradictions explaining why RPM occurs in IT projects. These contradictions show that RPM appears to be a simplistic solution when there are more fundamental issues to consider. The implications extend to education, practice, and research in the context of IT project management.
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| 2. |
- Vartiainen, Tero, et al.
(author)
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Replacement of project manager during IT projects : A research agenda
- 2012
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In: 18th Americas conference on information systems 2012. - Red Hook : Curran Associates, Inc.. - 9781622768271 ; , s. 2292-2299
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Conference paper (peer-reviewed)abstract
- Replacing the project manager (RPM) during IT project is a known phenomenon, but surprisingly, few studies have investigated the issue. To improve understanding of the situation in the IT field, we propose a research agenda that aims to provide IT professionals the means to sustainably manage RPM in IT projects. The research agenda is structured in line with the goals of theories in Gregor's taxonomy of IS theories, and with the agenda, substantive theories on RPM in IT projects are to be developed. There are four major research questions: i) How is RPM in IT projects experienced? ii) When RPM occurs in IT projects, what happens and why, and how does it affect stakeholders? iii) How can RPM in IT projects be predicted? iv) How to manage RPM in IT projects? The research agenda is discussed and evaluated.
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| 3. |
- Vartiainen, Tero, et al.
(author)
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Replacement of the Project Manager Reflected Through Activity Theory and Work–System Theory
- 2011
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In: Information Systems Development. - New York : Springer. - 9781441972057 - 9781441973559 ; , s. 111-121
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Book chapter (peer-reviewed)abstract
- Replacement of the project manager (RPM) is a known phenomenon in information systems (IS) projects, but scant attention is given to it in the project management or IS literature. Given its critical effects on the project business, the organization, the project team, and the project manager, it should be studied in more depth. We identified factors which make RPM occurrences inherently different and we show that work-system theory and activity theory give comprehensive lenses to advance research on RPM. For the future research on RPM we identified three objectives: experiences on RPM, process model for RPM, and organizational culture’s influence on RPM occurrences.
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| 4. |
- Vartiainen, Tero, et al.
(author)
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Replacing project manager : reasons of replacement interpreted through the activity theory
- 2010
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In: PACIS 2010. ; , s. 1828-1835
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Conference paper (peer-reviewed)abstract
- In this study the reasons for replacing a project manager (RPM) during an ongoing IT project are classified. We give an interpretation on a project through the lens of Activity Theory (AT) and examine the tensions leading to RPM through the principle of contradiction in AT. We interviewed four experienced supervisors of three large project-based companies in the IT field, reviewed a previous study on RPM, and used the concept of contradiction to interpret the types of RPM. We found six types of reasons for RPM (e.g., the project manager has not achieved the defined objectives) and underlying the contradictions we identified interests of the client, the company and project manager which all affect to the emergence of RPM. Our results entail implications for research and practice on RPM.
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