{"status":"ok","message-type":"work","message-version":"1.0.0","message":{"indexed":{"date-parts":[[2025,6,19]],"date-time":"2025-06-19T04:33:23Z","timestamp":1750307603792,"version":"3.41.0"},"reference-count":10,"publisher":"Association for Computing Machinery (ACM)","issue":"5","license":[{"start":{"date-parts":[[2010,5,1]],"date-time":"2010-05-01T00:00:00Z","timestamp":1272672000000},"content-version":"vor","delay-in-days":0,"URL":"https:\/\/www.acm.org\/publications\/policies\/copyright_policy#Background"}],"content-domain":{"domain":["dl.acm.org"],"crossmark-restriction":true},"short-container-title":["Commun. ACM"],"published-print":{"date-parts":[[2010,5]]},"abstract":"<jats:p>\n            <jats:bold>Introduction<\/jats:bold>\n          <\/jats:p>\n          <jats:p>IT projects are increasing in scope and complexity, fuelled by intense business competition, ever improving technology, and complex organizational structures and processes. In many cases, companies turn to suppliers of IT services -- systems integrators, consulting project managers, and software solutions providers -- to deliver their tough projects. There are many reasons to look for outside help, including staff shortages, risk reduction, and access to specialized industry or technical knowledge. External project managers are expected not only to successfully deliver against targets, but also to help the organization realize value for money.<\/jats:p>\n          <jats:p>To understand how external IT project managers can perform successfully, two questions need to be asked:<\/jats:p>\n          <jats:p>\u2022 What roles (beyond those of traditional project management) must external project managers fulfil?<\/jats:p>\n          <jats:p>\u2022 How can they prepare themselves for these roles?<\/jats:p>\n          <jats:p>We conducted a set of interviews with leading external project managers (see box for details of the study), focusing on those who manage transformational IT projects.<\/jats:p>\n          <jats:p>Their answers take us beyond previous discussions of the need for a project team management role and an external business-facing role.<\/jats:p>\n          <jats:p>This article first explains the research study (see the exhibit) and then discusses the roles and skills required of today's external IT project manager. Selected quotes from interviewees are shown as italicized text. It concludes with recommendations about personal and professional development for those entering into external project manager roles.<\/jats:p>","DOI":"10.1145\/1735223.1735254","type":"journal-article","created":{"date-parts":[[2010,4,27]],"date-time":"2010-04-27T12:45:25Z","timestamp":1272372325000},"page":"126-129","update-policy":"https:\/\/doi.org\/10.1145\/crossmark-policy","source":"Crossref","is-referenced-by-count":1,"title":["Roles of the external IT project manager"],"prefix":"10.1145","volume":"53","author":[{"given":"Blaize Horner","family":"Reich","sequence":"first","affiliation":[{"name":"Simon Fraser University, in Canada"}],"role":[{"role":"author","vocabulary":"crossref"}]},{"given":"Chris","family":"Sauer","sequence":"additional","affiliation":[{"name":"Said Business School and Templeton College, Oxford University"}],"role":[{"role":"author","vocabulary":"crossref"}]}],"member":"320","published-online":{"date-parts":[[2010,5]]},"reference":[{"key":"e_1_2_1_1_1","doi-asserted-by":"publisher","DOI":"10.1177\/875697280103200306"},{"key":"e_1_2_1_2_1","doi-asserted-by":"publisher","DOI":"10.1016\/0378-7206(91)90046-5"},{"key":"e_1_2_1_3_1","doi-asserted-by":"publisher","DOI":"10.1287\/mnsc.42.8.1175"},{"key":"e_1_2_1_4_1","volume-title":"22nd International Conference on Information Systems","author":"Gable G.G.","year":"2001","unstructured":"Gable , G.G. , and Chin W.W . Client versus consultant influence on client involvement in computer system selection projects: A two actor model of the theory of planned behavior , presented at 22nd International Conference on Information Systems . New Orleans, LA. , ( 2001 ), 249--260. Gable, G.G., and Chin W.W. Client versus consultant influence on client involvement in computer system selection projects: A two actor model of the theory of planned behavior, presented at 22nd International Conference on Information Systems. New Orleans, LA., (2001), 249--260."},{"key":"e_1_2_1_5_1","volume-title":"Little","author":"Gladwell M.","year":"2000","unstructured":"Gladwell , M. The Tipping Point: How Little Things Can Make a Big Difference . Little , Brown, Boston , ( 2000 ). Gladwell, M. The Tipping Point: How Little Things Can Make a Big Difference. Little, Brown, Boston, (2000)."},{"key":"e_1_2_1_6_1","volume-title":"Computer Weekly","author":"Sauer C.","year":"2002","unstructured":"Sauer , C. and Cuthbertson , C . The state of IT project management in the U.K. 2002--2003 , Computer Weekly ; ( 2002 ). Sauer, C. and Cuthbertson, C. The state of IT project management in the U.K. 2002--2003, Computer Weekly; (2002)."},{"key":"e_1_2_1_7_1","doi-asserted-by":"publisher","DOI":"10.1016\/S0263-2373(01)00022-6"},{"key":"e_1_2_1_8_1","doi-asserted-by":"publisher","DOI":"10.1016\/S0263-7863(02)00020-0"},{"key":"e_1_2_1_9_1","first-page":"1","article-title":"Project managers doubling as client account executives","volume":"18","author":"Webber S.S.","year":"2004","unstructured":"Webber , S.S. and Torti , M.T . Project managers doubling as client account executives . Academy of Management Executive , 18 , 1 ( 2004 ), 60--71. Webber, S.S. and Torti, M.T. Project managers doubling as client account executives. Academy of Management Executive, 18, 1 (2004), 60--71.","journal-title":"Academy of Management Executive"},{"key":"e_1_2_1_10_1","doi-asserted-by":"publisher","DOI":"10.1145\/571475.571480"}],"container-title":["Communications of the ACM"],"original-title":[],"language":"en","link":[{"URL":"https:\/\/dl.acm.org\/doi\/10.1145\/1735223.1735254","content-type":"unspecified","content-version":"vor","intended-application":"text-mining"},{"URL":"https:\/\/dl.acm.org\/doi\/pdf\/10.1145\/1735223.1735254","content-type":"unspecified","content-version":"vor","intended-application":"similarity-checking"}],"deposited":{"date-parts":[[2025,6,18]],"date-time":"2025-06-18T12:45:32Z","timestamp":1750250732000},"score":1,"resource":{"primary":{"URL":"https:\/\/dl.acm.org\/doi\/10.1145\/1735223.1735254"}},"subtitle":[],"short-title":[],"issued":{"date-parts":[[2010,5]]},"references-count":10,"journal-issue":{"issue":"5","published-print":{"date-parts":[[2010,5]]}},"alternative-id":["10.1145\/1735223.1735254"],"URL":"https:\/\/doi.org\/10.1145\/1735223.1735254","relation":{},"ISSN":["0001-0782","1557-7317"],"issn-type":[{"type":"print","value":"0001-0782"},{"type":"electronic","value":"1557-7317"}],"subject":[],"published":{"date-parts":[[2010,5]]},"assertion":[{"value":"2010-05-01","order":2,"name":"published","label":"Published","group":{"name":"publication_history","label":"Publication History"}}]}}