IT Project Management in Information System
Development : A Systematic Lirerature Review
Riswanto
Faculty of Computer Science, Universitas Indonesia
riswanto81@ui.ac.id
Abstract— To achieve maximum results in an information
system development project, standards and best practices are
needed to help a manager complete an IS project with good
results. Standards and best practices in project management
consist of processes and techniques that have been developed in
the past few decades by international standardization agencies to
handle project management in providing the best results in IS
development. Some standards including PMBOK, ISO 21500:
2012, and PRINCE2 have been widely used in IS projects around
the world to achieve maximum results..
Keywords—Information System; Project Management;
Information Technology; Standard; Best Practice; PMBOK, ISO
21500:2012, PRINCE2 Software Development
I. INTRODUCTION
Project management is a discipline that regulates skills,
knowledge, tools, and techniques that help in the management
of a successful software development project. The project
management framework consists of stakeholders, knowledge,
tools, and methods for managing and controlling a software
development project [1]. According to [2] Project management
is the application of methods, tools, techniques, and
competencies to a project. Project management includes the
integration of the various phases of the project life cycle.
Project management is performed through processes.
The processes selected for performing a project should be
aligned in a systemic view. Each phase of the project life cycle
should have specific deliverables. These deliverables should be
regularly reviewed during the project to meet the requirements
of the sponsor, customers and other stakeholders. Standards on
project management are made by practitioners where project
managers must adhere to these standards. Standards on IT
project management were initially only developed for
organizational strategies and the development of project
manager competencies [3]. Project management best practice
guides consisting of processes and techniques have been
developed in the past few decades to handle project
management to deliver the best results in software
development. However, project management is still a
complicated job that many meet unsatisfactory results [4].
Effective project management techniques improve reliability,
productivity, employee morale, profits, and reduce
development time and costs in software development [1].
Therefore, a comparison of methods and standards is needed
based on best practices and existing experiences that have been
tested and give maximum results in information systems
development projects. This comparison is expected to provide
an overview of methods and standards in information system
project management. Similarly, project management
certification has evolved into a profession and something
important in project management. Project management
competencies and expertise are key factors to realize a
successful project [5].
The primary method used for the synthesis of literary
journals is a systematic literature review (SLR). SLR is a
rigorous methodological review of research results that aims to
gather all available evidence on research questions to support
the development of evidence-based guidelines for practitioners.
The evidence here is defined as a synthesis of the results of
scientific studies of the highest quality on a particular topic or
research question [6]. On this paper, we will conduct a
systematic literature review to look for methods, techniques,
and tools used in information systems development projects, as
well as existing standards and best practices and their
comparisons with each other.
II. METHODOLOGY
A. Research question
Based on the description given in the introduction section,
and to maintain the focus of the research, the research
questions are arranged as follows :
RQ1.
What are the project management methods, standards,
and best practices used in information system
development?
RQ.2
What are the differences between these methods,
standards and their comparison?
B. Search Process
Searches are done on journal papers published from 2014 to
2019 through digital journal databases. The following is a list
of journal databases used:
•
•
•
•
•
ScienceDirect
ACM Digital Library
IEEE Access
Emerald Insight
Scopus
PICOC (Population, Intervention, Comparison, Outcome,
Context) criteria use to compile search strings in a journal
database and identify related research to the topic being
discussed [7]. Searches are limited to English language journal
papers only, then we select based on the abstraction, keyword
and research conclusion contained in the journal paper which
falls into the category of PICOC criteria as shown in table 1.
Table 1. PICOC Summary
Population
Information system, IS/IT project management, best
practice, standard, method, methodology
Intervention
Information system project management, software project
management, software development, framework, best
practice, project management standard
Comparison
n/a
Outcomes
Project management standard or framework
Context
Studies in information system development
From the search results on the Scopus database using
predetermined keywords obtained 87 documents related to the
topics discussed. Mendeley software is used to manage journal
search results, and then a selection is based on the title and
abstract related to the specified PICOC criteria. From the
results of the selected preference, several journals were chosen
which represent the topics being discussed.
III. RESEARCH RESULT
Project management expertise and competency continually
emerge as a critical factor for realizing project success.
The CHAOS Chronicles and Prosperous report are two studies
that describe the level of performance of IT projects in the
United States and South Africa that report the success,
challenges, and failures of IT projects with the following
categories [8], [9]:
• Successful project A successful project is a project that is
delivered on time, within budget, within scope and
complies with the quality requirements. It delivers strong
value, the expected value.
• Challenged project A challenged project is a project that is
completed, but is either late, over-budget or does not meet
all the requirements. It delivers moderate value, less than
what was anticipated.
• Failed project A failed project is a project that is never
completed or does not meet customer requirements. It
delivers very little value or no value at all.
A project is a unique set of processes consisting of
coordinated and controlled activities with start and finish dates,
undertaken to achieve an objective [10]. The project has its
uniqueness related to the time frame, building Site, results,
stakeholders, constraints, and resources needed. Its uniqueness
makes each project a particular case, which is often only a few
lessons that can be transferred to other projects. Therefore,
projects generally require planning and management that are
far more complex than repetitive work. Especially in long-term
projects, these characteristics are often more challenging
because of their long duration, high costs and many
stakeholders involved [11].
A standard is a formal document that describes established
norms, methods, processes, and practices. The knowledge
contained in this standard has evolved from the recognized
good practices of project management practitioners who have
contributed to the development of this standard [12].
PM standards can have a significant impact on project success
because PM standards are organizational guidelines and the
way the project is managed, and how stakeholders outside the
project view and trust the organization, and are responsible for
the project [11]. There are several standards well known in
information system development projects, some of which are
developed by international standardization bodies that are
already well known. It has been recognized over the past few
decades that project management is an efficient tool for
handling new or complex project activities. It is essential to
investigate the extent to which project management standards
are used, to identify opportunities for improvement [4].
Following are some of the standards that exist in information
systems development projects:
1. Project management bodies of knowledge (PMBOK)
PMBOK was developed by the Project Management
Institute to guide managing projects, programs, and
portfolio. This standard is widely accepted which helps
organizations achieve professional excellence when applied
consistently [13]. The PMBOK contains the globally
recognized standard and guide for the project management
profession. PMBOK has the following process groups:
initiating, planning, executing, monitoring and controlling,
and closing. Who identifies ten knowledge areas for
organizing processes, integration, stakeholders, scales,
time,
cost,
risk,
quality,
procurement,
and
communication [4].
1.1. Initiating Process Group
The initiation phase seeks to understand
stakeholder expectations, define project scope,
determine project success criteria, resources initiation,
and authorize the project at the end of this phase.
The Initiation Process helps establish a vision of what
must be achieved. This is where the sponsor
authorizes the official project, the initial scope is
determined, and stakeholders are identified.
Identification of stakeholders is critical here because
of correct identification (and subsequent management)
of stakeholders can make or break the project. This
process group is carried out so that projects and
programs are not only approved by the sponsoring
entity but also so that the project is aligned with the
organization's strategic goals. If this is not done, the
project can be started and carried out carelessly,
without any stated goals or real objectives [14].
1.2. Planning Process Group
At this stage, the project management plan is
defined along with the project documents that will be
used in the entire project. This process is carried out
repeatedly and continuously. Therefore any new
information obtained and having an effect on the
change of plan must be reviewed. An essential
element of planning is to determine the total scope of
the project. While it might seem as if it was achieved
in Getting Started, the scope (along with risks,
milestones, summaries, and budgets) is defined there
at a high level. Here, through a repetitive and more
detailed planning process, called progressive
elaboration, project documents are developed at a
much more detailed level [14].
1.3. Executing Process Group
In this phase, there are several core tasks,
including acquiring, developing, managing the project
team, and distributing information. Here is where the
project team starts doing the work of creating the
deliverables while the project manager coordinates
those resources. And if that were the only thing that
occurred, that might be enough. But several other
things must happen during executing. [14].
Time
1.
2.
3.
4.
5.
6.
7.
Plan Schedule management
Define activities Sequence
Sequence activities
Estimate activity resources
Estimate activity duration
Develop schedule
Control schedule
Cost
1.
2.
3.
4.
1.
2.
3.
4.
1.
2.
3.
1.
2.
3.
4.
5.
6.
1.
2.
3.
4.
Plan Cost management Estimate
Estimate costs
Determine budget
Control costs
Plan Human Resource management
Acquire project team Develop
Develop project team Managent
Manage project team
Plan Quality management Perform
Perform quality assurance
Control quality
Plan Risk managemen
Identify risks
Perform qualitative risk analysis
Perform quantitative risk analysis
Plan risk responses
Control risks
Identify stakeholders
Plan stakeholders management
Manage stakeholders engagement
Control stakeholders engagement
1.
2.
3.
1.
2.
3.
4.
Plan Communications management Manage
Manage communications
Control communications
Plan Procurement management Conduct
Conduct procurements Control
Control procurements Close
Close procurements
Human Resources
Quality
Risk
1.4. Monitoring and controlling Process Group
While the other process groups occur sequentially,
Monitoring and Controlling hover over the whole
project and so, happen throughout the project and are
not linear. This phase is talking about the process of
supervision and control of the budget and time. The
project manager needs to always update information
with stakeholders about project progress and team
performance
through
ongoing
reports
and
documentation [14].
1.5. Closing Process Group
This phase is the last in PMBOK; the Closing
process contains documentation of experiences that
have been obtained during project implementation.
Closing does not only close the project formally, but
you also get sign-offs and receipts from customers.
Even though this must be clear, too often the project
fails. People stopped coming to meetings, and
everyone only appeared at the next meeting. Best
practice determines that the rigidity applied to the rest
of the project must be used here too. The project
manager must formally close the project by filing
notes, holding lesson sessions, and celebrating and
releasing the team. And the lessons learned along with
other historical information must be archived centrally
to be used as input for future projects to prevent the
re-creation of wheels [11].
Table 2. Ten knowledge areas of PMBOK [4] [11] [15]
Integration
Scope
1.
2.
3.
4.
5.
6.
1.
2.
3.
4.
5.
6.
Develop Project Charter Develop
Develop project management plan
Direct and manage project work
Monitor and control project work
Perform integrated Change Control
Close project or phase
Plan Scope management Collect
Collect requirements
Define scope Create
Create WBS
Validate scope
Control scope
Stakeholder
Communication
Procurement
2. ISO 21500:2012
ISO 21500 is an international de jure standard which is
a general guide to project management throughout the
world [11]. ISO 21500:2012 provides guidance for project
management and can be used by any type of organization,
including public, private or community organizations, and
for any type of project, irrespective of complexity, size or
duration. ISO (the International Organization for
Standardization) is a worldwide federation of national
standards bodies (ISO member bodies). The work of
preparing International Standards is normally carried out
through ISO technical committees. Each member body
interested in a subject for which a technical committee has
been established has the right to be represented on that
committee. International organizations, governmental and
non-governmental, in liaison with ISO, also take part in the
work. ISO collaborates closely with the International
Electrotechnical Commission (IEC) on all matters of
electrotechnical standardization. International Standards are
drafted in accordance with the rules given in the ISO/IEC
Directives [16]. ISO 21500: 2012 guides essential concepts
and processes in project management, and has an impact on
improving project performance. These standards provide
high-level descriptions of concepts and procedures that are
considered to form good practices in project management.
Projects are placed in the context of the program and
project portfolio. However, this International Standard does
not provide detailed guidance on the management of project
programs and portfolios [4]. ISO 21500 guides project
management and can be used by all types of organizations,
for all kinds of projects, regardless of complexity, size or
duration. This international standard describes high-level
concepts and processes that are considered to form good
practices in project management. It identifies project
management processes that are recommended for use
throughout the project as a whole, for the individual phase
or both. ISO 21500 is currently an informative standard,
based on best practices accepted throughout the world [17].
ISO 21500: 2012 identifies the following process
groups: initiating, planning, implementing, controlling and
closing. It also identifies 10 "subjects" for the organizing
process which include: integration; stakeholders, scope,
source, time, cost, risk; quality; purchase; and
communication [4]. These 5 group life cycle processes can
be described as follow:
be taken and change requests made, when necessary,
in order to achieve project objectives [2].
2.5. Closing process group
As in the PMBOK phase, this phase is the last
phase at ISO 21500, the Closing process contains
documentation of the experience that has been
obtained during project implementation [14] [11].
The closing processes are used to formally establish
that the project phase or project is finished, and to
provide lessons learned to be considered and
implemented as necessary [2].
Table 3. Project Management processes per subject/knowledge
area [4] [11] [15] of ISO 21500:2012
Integration
2.1. Initiating process group
In ISO 21500, Initiating are used to start a project
or a project phase, to define the project phase or
project objectives and to authorize the project
manager to proceed with the project work. This
process contains the development of a project base,
such as the definition of the project phase and project
objectives [11]. The initiating processes are used to
start a project phase or project, to define the project
phase or project objectives and to authorize the project
manager to proceed with the project work [2].
2.2. Planning process group
The ISO 21500 Planning process group contains
detailed plan development and dissociation of other
projects. This process contains time and cost planning,
risk management, quality and communication which
is the content of the ISO 21500 Planning process
group. The planning processes are used to develop
planning detail. This detail should be sufficient to
establish
baselines
against
which
project
implementation can be managed and project
performance can be measured and controlled [2] [11].
2.3. Implementing process group
The realization of the planning process is
explained in the ISO 21500 Implementation process
group [11]. The implementing processes are used to
perform the project management activities and to
support the provision of the project’s deliverables in
accordance with the project plans [2].
2.4. Controlling process group
In ISO 21500, the Control process group is
separated by the implementation phase and deals with
project monitoring to detect irregularities that occur
outside of the plan, as well as to serve preventive
measures if necessary [14] [11]. The controlling
processes are used to monitor, measure and control
project performance against the project plan.
Consequently, preventive and corrective actions may
Scope
Time
Cost
Resources
Quality
Risk
Stakeholder
Communication
Procurement
3.
1.
2.
3.
4.
5.
6.
7.
1.
2.
3.
4.
1.
2.
3.
4.
1.
2.
3.
1.
2.
3.
4.
5.
6.
1.
2.
3.
1.
2.
3.
4.
1.
2.
1.
2.
3.
Develop Project Charter
Develop project plans Direct
Direct project work
Control project work Control
Control changes
Close project phase or project
Collect lessons learned
Define scope
Create Work Breakdown Structure
Define activities
Control scope
Sequence activities
Estimate activity durations
Develop schedule
Control schedule
Estimate costs
Develop budget
Control costs
Establish project team
Estimate resources
Define project organization
Develop project team
Control resources
Manage project team
Plan quality
Perform quality assurance
Perform quality control
Identify risks
Assess risk
Treat risks
Control risks
Identify stakeholders
Manage stakeholders
Plan Communications
Distribute information
Manage communications
1.
2.
3.
Plan procurements
Select suppliers
Administer contracts
PRINCE2
PRINCE2 (Projects in Controlled Environment) is a
well-known standard in project management. Prince2 was
proposed in 1996 after PMBOK by APMG in the UK and
was expanded by the British government. Prince2 is the
result of the experience of managers, experts, and
consultants in the field of project management [18].
Based on the definition of [19] PRINCE2 is a de facto
process-based method for effective project management.
Widely used by the British Government, PRINCE2 is also
widely recognized and used in the private sector, both in the
UK and internationally. The PRINCE2 method is in the
public domain and offers guidance on non-ownership best
practices in project management.
Prince2 contains four modules: principles that provide
guidance for successful PMs, themes that provide PM
subjects, processes and adaptations to the environment, for
example cultural differences [11]. There are several main
features of Prince2, including focusing on business
justification, the organizational structure set for project
management teams, product-based planning approaches,
emphasis on sharing projects into manageable and
controllable stages, a flexibility that can be applied at the
appropriate level to the project [19]. In PRINCE2 there are
seven processes, including a set of activities required for
project control, management and successful delivery of the
projects [18][20]. The seven processes in PRINCE2 are
[21]:
checked, planned, how communication will be done.
[24].
• Directing a Project (DP)
The purpose of the Directing a Project process is to
enable the Project Board to be accountable for the
project by making critical decisions, to have overall
control and delegate day-to-day management of the
project to the Project Manager [25]. This process is
intended for the Project Board. The Project Board is in
charge of managing and monitoring through reports and
controls from several decision points. The key
processes for the Project Board break into four main
areas [25] [22] :
-
• Starting up a Project (SU)
This is the first process in PRINCE2. These are the
stages of the pre-project process, which are designed to
ensure that the prerequisites for starting the project
already exist. This process expects a Project Mandate
that defines in terms of the high level of reasons for the
project and what results are sought. Starting a Project
must be very short. Process work is built around the
production of three elements, namely ensuring that the
information needed for the project team is available,
design and designate the Project Management Team,
and make a Plan for the Initiation Phase [22].
The purpose of this process is to answer the question
about worthwhile and viable project. The project
mandate is usually the only document that exists when
this process starts, and this is not enough information
for the Project Board to decide to begin the Initiation
Stage. Therefore, the purpose of this process is to
provide the Project Board with the information required
to judge if the project is worthwhile. They use the
Project Brief, which will contain information on the
Business Case. Another essential purpose of the
Starting Up a Project process is to prevent poor projects
from starting up. This process should be brief; perhaps
that’s where we get the name, Project Brief. The aim is
to do the minimum necessary to see if it is worthwhile
doing the Initiation stage [23].
• Initiating a Project (IP)
The purpose of the Initiating a Project process is to
understand the work that needs to be done to deliver the
required products. This understanding is necessary
before deciding to continue with the project. Some
questions to ask about the project like reasons for doing
the project and the Benefits and Risks, Scope, a quality
that will be achieved, risks, project monitoring, and how
will PRINCE2 be tailored to suit the project. During
Initiating a Project, the Project Manager will be creating
a collection of management products to show: how the
project will be managed, the cost, how quality will be
-
Initiation (starting the project off on the right foot)
Stage boundaries (commitment of more resources
after checking results so far)
Ad hoc direction (monitoring progress, providing
advice and guidance, reacting to exception
situations)
Project closure (confirming the project outcome
and controlled close)
This process does not cover the day-to-day
activities of the Project Manager
• Controlling a Stage CS)
This process explains the monitoring activities and
control of the Project Manager involved in the project
and ensures that a stage stays on track and reacts to
unexpected events. The process forms the core of the
Project Manager's efforts on the project, becoming a
process that handles day-to-day project management
[22]. The purpose of the Controlling a Stage process
(CS) is for the Project Manager to assign the work to be
done, monitor this work, deal with issues, report
progress to the Project Board and take corrective action
to ensure that the stage remains within tolerance [26].
In this process there will be a cycle consisting of :
-
Authorising work to be done
Gathering progress information about that work
Watching for changes
Reviewing the situation
Reporting
Taking any necessary corrective action.
• Managing Product Delivery (MP)
Managing Product Delivery process is to manage and
control the work between the Project Manager and the
Team Manager by placing specific formal requirements
on the accepting, executing, and delivery of products.
The Managing Product Delivery process views the
project from the Team Manager’s point of view in the
same way the Controlling a Stage process is from the
Project Manager [27]. The objective of this process is to
ensure that planned products are created and delivered
by [22]:
-
Making certain that work on products allocated to
the team is effectively authorized and agreed on
accepting and checking Work Packages
Ensuring that work conforms to the requirements
of interfaces identified in the Work Package
Ensuring that the work is done
Assessing work progress and forecasts regularly
Ensuring that completed products meet quality
criteria
Obtaining approval for the completed products
• Managing a Stage Boundary (SB)
Managing a Stage Boundary process has two parts, first
the Project Manager has to provide the Project Board
with an overview of the performance of the current
stage, update the Project Plan and Business Case, and
create a Stage Plan for the next step, second this
information will enable the Project Board to review the
current scene, approve the next stage, consider the
updated Project Plan, and confirm Continued Business
Justification [28]. This process provides the Project
Board with key decision points on whether to continue
with the project or not [22]. The objectives of the
process are to:
-
-
Assure the Project Board that all deliverables
planned in the current Stage Plan have been
completed as defined
Provide the information needed for the Project
Board to assess the continuing viability of the
project
Provide the Project Board with information needed
to approve the current stage's completion and
authorize the start of the next stage, together with
its delegated tolerance level
Record any measurements or lessons which can
help later stages of this project and/or other
projects
• Closing a Project (CP)
The Closing a Project process is to provide a fixed point
to check that the project has reached its objectives and
that the products have been accepted [29]. The purpose
of this process is to execute a controlled close to the
project. This process includes the work of the Project
Manager to complete the project either in the end or at
an early closing. Most of the work is to prepare input to
the Project Board to get confirmation that the project
can be closed [22]. The objectives of Closing a Project
are therefore to:
-
Check the extent to which the objectives or aims
set out in the Project Initiation Document (PID)
have been met
Confirm the extent of the fulfillment of the Project
Initiation Document (PID) and the Customer's
satisfaction with the deliverables
Obtain formal acceptance of the deliverables
Ensure to what extent all expected products have
been handed over and accepted by the Customer
-
Confirm that maintenance and operation
arrangements are in place (where appropriate)
Make any recommendations for follow-on actions
Capture lessons resulting from the project and
complete the Lessons Learned Report
Prepare an End Project Report
Notify the host organisation of the intention to
disband the project organisation and resources.
IV. CONCLUSIONS
In the previous chapter, we described three standards in
project management that are popularly used in information
systems development projects. But in addition to these
standards, there are still many standards that are commonly
used in information systems development projects but are not
discussed in the literature review this time. From the previous
discussion we can summarize the management project
standards as follows:
Table 4. Project management group process comparison
PMBOK
ISO 21500:2012
PRINCE2
Initiating Process
Group
Initiating process group
Starting up a Project
(SU)
Planning Process Group
Planning process group
Initiating a Project (IP)
Executing Process
Group
Implementing process
group
Directing a Project (DP)
Monitoring and
controlling Process
Group
Controlling process
group
Controlling a Stage CS)
Closing Process Group
Closing process group
Managing Product
Delivery (MP)
Managing a Stage
Boundary (SB)
Closing a Project (CP)
The structure of PMBOK and ISO 21500:2012 is quite
similar, and the comparison between these two standards is
rather simple. In contrast to that, the mapping of the processes
of ISO 21500 and PMBOK to processes of PRINCE2 is more
difficult. In PRINCE2 there is no explicit mapping between
processes and subject groups. Comparing standards can be
done by looking for comparable content from groups of
subjects in the PRINCE2 theme and principle [11].
Table 5. Project management subject groups comparison
PMBOK
ISO 21500:2012
PRINCE2
Integration
Integration
(Theme: Business Case)
Scope
Scope
(Theme: Business Case)
Time
Time
Plans
Cost
Cost
Plans
Human Resources
Resources
Plans
Quality
Quality
Quality
Risk
Risk
Risk/Change
Table 5. Project management subject groups comparison
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Stakeholder
Stakeholder
(Principle: Defined
Roles and
Responsibility)
Communication
Communication
-
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Procurement
Procurement
Plans
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