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The IT project lifecycle in R&D: an adaptive approach to project management

Eckes-Kondak Maria, Dajda Jacek

Zeszyty Naukowe. Organizacja i Zarządzanie / Politechnika Śląska

2025

z. 216

71--91

Purpose: This article examines a structured framework for the IT research and development (R&D) project lifecycle, focusing on critical phases of effective project management and success. Design/methodology/approach: This study examines project cycle management (PCM), project management institute (PMI), and PRINCE2 methodologies through a detailed literature review and comparative analysis of these frameworks about a project in the IT R&D sector. The focus is on adapting the life cycle to the specifics of an IT R&D project, taking into account classic and agile methods, and analyzing the variability of resource utilization at different stages of these projects. Findings: The results indicate that dividing IT R&D projects into clearly defined phases promotes effective control and adaptive management. Each phase is also characterized by different relevance and resource utilization, which influences the need to adjust management actions depending on the stage of the IT R&D project. In addition, some phases are iterative, which harmonizes with the tenets of agile management of this type of project. Research limitations/implications: To achieve optimal project results, it is recommended to adapt the life cycle to the specifics of the IT R&D project, emphasizing the importance of its different phases in the context of adaptive management. The article proposes a project management approach that combines the structured phases of PCM with the adaptability of PMI and PRINCE2 methodologies and agile methods to better suit R&D objectives. Practical implications: The research highlights the need to adapt traditional project management models to the specific nature of IT R&D projects by incorporating iterative processes and greater flexibility. The proposed hybrid project lifecycle model enhances management efficiency, optimizes resource allocation, and enables quicker responses to changing conditions and stakeholder needs. Applying this approach can contribute to shorter development cycles, reduced risks, and faster market introduction of innovations. The findings have significant practical implications, supporting organizations in achieving better project outcomes and gaining a competitive advantage. Originality/value: By focusing on the unique needs of IT R&D projects, this paper contributes valuable insights to the field of project management, highlighting the role of structured life cycles in maximizing the effectiveness of IT R&D projects.