Publications > Modelling the impact of Project management competency, Organization structure & Information technology on Business change project performance Using ontology


Modelling the impact of Project management competency, Organization structure & Information technology on Business change project performance Using ontology


Wong Siaw Ming


Jean-Yves Lafaye - Patrice Boursier

Mots clés

Project Management, Ontology


The purpose of this interdisciplinary study between social science and computer science is to obtain a better understanding of business project management by investigating why business project fails from the organization’s perspective ; and to specify the acquired business project management knowledge in a format that facilitates future expansion and application.
By applying the open systems model, 3 case studies were conducted to examine the moderating effect of 2 organizations factors i.e. types of organization structure and Project Management Information System (PMIS) support on the relationships between project management competency and business project success. It was found that organizational factors do pose a significant impact in all 3 cases studies ; and business projects would stand a risk of failure if it is not managed as an integral part of business enterprise with equal emphasis as its business-as-usual operations. In addition, business project success should be measured in terms of meeting project and organization objectives ; and the essential components of business project management are (1) “Core business project management competencies” comprising integration management, scope management, time management and communication management ; (2) “Integrated program management” that closes all gaps between the project and the parent organizations ; (3) “Integrated PMIS” which enables seamless information exchange between the project, program and the parent organization. This implies that the way business project management is executed in the business enterprise today should be reviewed ; the role of PMIS in support of project management work should be reassessed ; and a clear distinction between business project management and traditional project management should perhaps be made.
On the other hand, a domain model defined using Unified Modelling Language is found to be the most suitable format of representing the new gained knowledge ; and a domain modelling approach based on the conceptualization step of the conventional ontology engineering process has been devised to support its development. Based on the theoretical framework which captures the essential
business project management components, the domain model is constructed in 4 steps namely (1) defining the scope of work by expanding each component in the framework using prevailing standards ; (2) integrating the defined scope with reusable existing work ; (3) developing & (4) testing the UML specifications to describe both structural and behavioural aspects of the domain model. The successful creation of the domain model and the demonstration of how it can be used directly in the development of the desired PMIS and project knowledge ontologies show that the domain modelling approach of building a common semantic foundation to support both application system modelling and ontology modelling is workable and effective. In addition, since the modelling approach has built in the ability to reuse existing work, the domain model can be used as a foundation that cumulates business project management knowledge progressively. This opens up a new horizon where software systems could be built based on domain model which is a direct reflection of basic research findings ; and software systems in the future would compete primarily from the non-functional perspective as a result.



publie le mercredi 30 janvier 2013