This document provides annotations for 10 research papers related to project management and information systems. The papers cover a range of topics including the evolving role of the Chief Information Officer over 25 years, different types of Project Management Offices, integrating project knowledge, assessing maturity levels in project management across industries, examining Project Management Offices as organizational innovations, and factors that contribute to effective project management. The annotations provide brief summaries of each paper's purpose and conclusions.

1. Middle East Technical University
Informatics Institute
Department of Information Systems
IS 720 Research Methods in Information Systems
Annotated Bibliography Assignment
Fall 2010
Mustafa DEĞERLİ
12/16/2010

2. 1
Chun, M., & Mooney, J. (2009). CIO roles and responsibilities: Twenty-five years of evolution and change. Information & Management, 46(6), 323-334. doi:10.1016/j.im.2009.05.005
This study investigated how CIO (Chief Information Officer)’s job has changed over the past 25 years and concluded that CIOs’ role has changed to reflect not only the firm’s IS (Information Systems) infrastructure, but it’s IS strategy as well. From the interviews done in the context of the study, it was found that in the 1980s and before, CIOs described their roles as “behind-the- scenes technicians”; in the 1990s, the view of the CIO’s changed to “innovators attempting to climb the corporate ladder”; and finally now CIOs are generally viewed as top level executives accountable for managing and leveraging technology with the purpose of providing value to the business practices.
Desouza, K. C., & Evaristo, J. R. (2006). Project management offices: A case of knowledge- based archetypes. International Journal of Information Management, 26(5), 414-423. doi:10.1016/j.ijinfomgt.2006.07.002
This is an investigative and descriptive case study of PMOs (Project Management Offices) based on interviews with senior managers and directors of PMOs in 32 IT (Information Technology) organizations. The intentions are: to outline the nature and characteristics of PMOs, to classify and derive archetypes of PMOs; and to enumerate critical success factors of PMOs.
Ebert, C., & Man, J. (2008). Effectively utilizing project, product and process knowledge. Information and Software Technology, 50(6), 579-594. doi:10.1016/j.infsof.2007.06.007
This case study demonstrates how Alcatel-Lucent achieved effective collaboration of engineering processes, tools, and people based on a knowledge-centric product life-cycle management, over time. After identifying project, product, and process knowledge, in the study, it is shown how project, product, and process knowledge can be successfully integrated intended for best possible practices in the enterprise.
Grant, K. P., & Pennypacker, J. S. (2006). Project Management Maturity: An Assessment of Project Management Capabilities Among and Between Selected Industries. IEEE Transactions on Engineering Management, 53(1), 59-68. doi:10.1109/tem.2005.861802
This research provides a snapshot of the levels of project management maturity of 126 organizations from industries, such as professional, scientific, and technical services; information; finance and insurance; and manufacturing, based on 42 detailed components of

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maturity for project management. Research concludes that there is not a significant difference in project management maturity among industries.
Hobbs, B., & Aubry, M. (2008). The project management office as an organisational innovation. International Journal of Project Management, 25(4), 228-336. doi:10.1016/j.ijproman.2008.05.008
This study presents an examination of the establishment and the reconfiguration of PMOs (Project Management Offices) as organizational innovations. The study is aimed to contribute to provide enhanced understanding of PMOs and of the dynamic relationship between project management and the contextual factors of the organizations. However, the study concludes that although PMOs are organizational innovations in the sense that it is a recent and important phenomenon, PMOs are unstable and still evolving both in individual organisations and in the population of organisations as a whole.
Hyväri, I. (2006). Project management effectiveness in project-oriented business organizations. International Journal of Project Management, 24(3), 216-225. doi:10.1016/j.ijproman.2005.09.001
This study examines the effectiveness of project management in terms of organizational structures, technical competency, leadership ability and the characteristics of an effective project manager in modern project-oriented business companies. The paper concludes that planning/organizing, networking and informing are the most significant managerial practices in the leadership behaviour of project managers, and the project team and the project matrix are the most effective organizational forms of project management.
Lee, B., & Miller, J. (2004). Multi-Project Management in Software Engineering Using Simulation Modelling. Software Quality Journal, 12(1), 59-82. doi:10.1023/b:sqjo.0000013359.71560.47
This paper discusses that a formal simulation model that use system dynamics principles ought to be built to study the dynamics of software multi-project management. In this context, the paper offers an integration of the system dynamics model with a multi-project network constructing method, titled CCPM (Critical Chain Project Management), to recognize the interdependencies of the multiple projects, and to let project managers study and assess different effects of contributory relationships that influence numerous parallel projects.

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Oliveria, S. B., Valle, R., & Mahler, C. F. (2010). A comparative analysis of CMMI software project management by Brazilian, Indian and Chinese companies. Software Quality Journal, 18(2), 177-194. doi:10.1007/s11219-009-9087-6
This article presents and discusses the perception of experienced professionals employed in the Brazilian, Chinese and Indian industries on the subject of their use of CMMI (Capability Maturity Model Integration). In the study, country, company’s maturity level and company size analysis dimensions were investigated to assess the impact of the CMMI on the project development, quality and productivity, professional career, team/working environment, problem identification and analysis, and modelling factors.
Rose, J., Pedersen, K., Hosbond, J. H., & Kræmmergaard, P. (2007). Management competences, not tools and techniques: A grounded examination of software project management at WM-data. Information and Software Technology, 49(6), 605-624. doi:10.1016/j.infsof.2007.02.005
Rather than the approach which focuses on the desk-based development of software, which is in agreement with the traditions of the classical project management, this study uses an approach to develop the basis for an alternative theoretical perspective of competence to understand that software project management places the responsibility for success on the shoulders of the people involved in the project, such as project members, project leaders, and managers. Additionally, this study provides methodological and theoretical starting points for ones who want to develop detailed competence perspective of project managers’ works, based on the competence pyramid for competence theory of project management.
Thomas, J., & Mengel, T. (2008). Preparing project managers to deal with complexity: Advanced project management education. International Journal of Project Management, 26(3). doi:10.1016/j.ijproman.2008.01.001
This article discusses new concepts and perspectives on behalf of an advanced level of project management education that possibly will let project managers develop the abilities necessary to confidently steer the today’s dynamic organizational environments and complex projects. The article concludes that more emphasis is needed on educational models supporting and fostering continuous change, creative and critical reflection, self-organized networking, virtual and cross- cultural communication, coping with uncertainty and various frames of reference, increasing self-knowledge and the ability to build and contribute to high-performance teams.

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Wangenheim, C. G., Silva, D. A., Buglione, L., & Scheidt, R. (2010). Best practice fusion of CMMI-DEV v1.2 (PP, PMC, SAM) and PMBOK 2008. Information and Software Technology, 52(7), 749-757. doi:10.1016/j.infsof.2010.03.008
This article proposes a set of incorporated PM (Project Management) best practices by incorporating and harmonizing the high-level perspective processes of PMBOK (Project Management Body of Knowledge) 2008 and the specific practices of the basic project management process areas, which are PP (Project Planning), PMC (Project Monitoring and Control) and SAM (Supplier Agreement Management), of CMMI-DEV (Capability Maturity Model Integration for Development) v1.2. The article intends to provide information in order to support the implementation and assessment of PM processes more effectively and efficiently via tolerating the simultaneous consideration of both models and, accordingly, optimizing possible process improvement investments.
Winter, M., Smith, C., Morris, P., & Cicmil, S. (2006). Directions for future research in project management: The main findings of a UK government-funded research network. International Journal of Project Management, 24(8), 638-649. doi:10.1016/j.ijproman.2006.08.009
This paper presents the main findings of the people participated in the Rethinking Project
Management Research Network funded by the UK’s Engineering and Physical Sciences Research Council. These findings are to provide an agenda to inform and stimulate current and future research activities in developing the field of project management. Findings include five directions aimed at developing the field intellectually. Directions represent a combination of ideas on behalf of how the current conceptual base needs to develop in relation to the developing world of practices, and these directions are project complexity, social process, value creation, project conceptualization, and practitioner development.