Project management in a different world

Project management in a different world

Project management in a different world The Deloitte Award for IT Project Management was presented at the INTERNET congress in Glasgow last September...

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Project management in a different world

The Deloitte Award for IT Project Management was presented at the INTERNET congress in Glasgow last September. Martin Barnes (far right) is seen here presenting the award to one of the joint winners, Stephen Kerr (centre) with Keith Baldwin of Deloitte (left) looking on

This issue of the International Journal of Project Management is the first to contain a special section devoted to papers on only one subject. The subject chosen is ‘Management of Information Technology Projects’ - projects where the task is usually to conceive, design, develop, install and implement a new or improved computer system. The editorial team has decided to make this experiment and would like readers of the Journal to join in by reading all the papers, whether they are themselves involved in information technology (IT) work or not. All the papers in the special section of this issue were entries in an award scheme for IT Project Management which was run in the UK

Vol 7 No 1 February 1989

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in 1988. The scheme was financed, organized and conducted by the Management Consultancy Division of Deloitte, Haskins and Sells in London in conjunction with the Association of Project Managers. In my role as Chairman of the Association of Project Managers here in the UK and also as a partner in Deloitte, I was chairman of the judging panel and had the pleasure of presenting the awards at the closing ceremony of the INTERNET Congress in Glasgow last September. The award, called the Deloitte Award for IT Project Management, is intended to be given annually. A very large number of people entered the award scheme demonstrating that the science of project management is widely practised and recognized in the world of information technology. It was striking that many of the entries were on human aspects of project management rather than the ‘hard’ techniques. Any expectation that managers of computing projects would see their tasks as dominated by the use of computers in the process itself turned out to be wrong. Both the award winning papers, included in this issue of the Journal, dealt with human aspects of IT project management. The authors of both papers work in an insurance company, but what they have to say is intensely relevant to any IT project and to projects in other worlds as well. In addition to a section devoted to information technology work, this issue contains two Keynote papers presented at INTERNET 88 held in Glasgow at the beginning of September. The usual content of the Journal will resume with the next issue. Meanwhile, I hope you will appreciate this issue in which all the papers in the special section are from one country and from one sector of business. For this reason, there is a special value in reading all the papers. Martin Barnes Chairman Association of Project Managers, UK

Project Management