Date of Conferral
Information Systems and Technology
Information Technology (IT) projects continue to fail despite being managed by certified Project Management Professionals (PMP) and professionally trained non-certified Project Managers (PM). This study addressed PMPs and qualified PMs who continue to experience IT project failure at a high rate. The purpose of this qualitative multiple case study was to explore perspectives of PMs and their understanding of project management best practices in the Guide to the Project Management Body of Knowledge (PMBOK). There were 5 research questions focused on IT project failures, lessons learned, trends, deficiencies in project management framework, and adherence to standard PM practices. This study utilized a phenomenological approach and an inductive analysis based on Koskinen's theory that a lack of project management knowledge can contribute to project failure. Data were collected from open-ended interviews with 20 project managers; these data were then inductively coded and analyzed for themes and patterns. Findings yielded categories of poor scope management, cost overruns, unmanaged resources, un-realistic requirements, inadequate stakeholder management, and deficiencies in content in the PMBOK standards. The results could influence positive social change for PMs to assess the depth of project management training needed to understand early warning signs of IT project failure. These changes could promote awareness within the project management community and encourage more in-depth PM competency training.