IPRM

An overwhelming number of Information Technology (IT) projects experience persistent problems and failures. This chapter reflects on some of the important aspects of IT Project Management as applied to the implementation and post-implementation of Enterprise Information Systems and ERP applications. The proposition is based on the author’s professional experience as a system consultant, a manager and an educator. It also echoes some of the important findings of a major action research undertaken by the author over seven years, where he had a dual role as a project resource and a researcher, allowing him a first hand experience of enterprise applications issues and problems, culminating in a clear insight to why IT projects fail and how to overcome persisting inadequacies that lead to project failures. By investigating 25 major IT projects and analysing the variables that influence project performance, the research has successfully developed, tested and refined a hypothesised risk-based management model. With its components, processes, metrics and tools clearly defined and characterised, the Integrated Project-Risk Management (IPRM) model and system are presented as viable alternatives to conventional project management approaches and tools.