Almost half of projects have failed globally during the last 50 years yet most studies in the literature review were inclusive. The research design was a robust repeated measures controlled experiment where the 16 participants received all treatments, which may be contrasted to a similar 4 x 4 factorial experiment with a control group (common in psychology or healthcare) resulting in a group size of only 4. All but the individual project manager (PM) factors were controlled, while primary demographic and behavior data were collected. PM’s were tested for competence using a risk management scenario, and given two manipulated conditions (a basic and a biased treatment). Since the organizational and project level factors were controlled, some individual level factors impacted the decision. PM’s with higher competence made better decisions, with a 22% effect size, when all other factors in the model were accounted for. Competent non-certified PM’s made better decisions as compared to certified incompetent PM’s.
在过去的50年里，全球几乎有一半的项目失败了，但文献综述中的大多数研究都是包容性的。研究设计是一个强大的重复测量控制实验，其中16名参与者接受了所有治疗，这可能与对照组(常见的心理学或医疗保健)的类似4 x 4析因实验形成对比，导致组大小仅为4。除了单个项目经理(PM)因素外，所有因素都得到了控制，同时收集了主要的人口统计和行为数据。使用风险管理场景测试PM的能力，并给出两个操纵条件(基本和有偏见的处理)。由于控制了组织和项目层面的因素，一些个人层面的因素影响了决策。当考虑到模型中的所有其他因素时，具有较高能力的PM做出了更好的决策，其效应量为22%。有能力的非认证PM比有资格的不合格PM做出更好的决策。
{"title":"How Bias Impacted the Project Manager Decision to Not Terminate a Failing Project","authors":"K. Strang, N. Vajjhala","doi":"10.4018/ijitpm.304059","DOIUrl":"https://doi.org/10.4018/ijitpm.304059","url":null,"abstract":"Almost half of projects have failed globally during the last 50 years yet most studies in the literature review were inclusive. The research design was a robust repeated measures controlled experiment where the 16 participants received all treatments, which may be contrasted to a similar 4 x 4 factorial experiment with a control group (common in psychology or healthcare) resulting in a group size of only 4. All but the individual project manager (PM) factors were controlled, while primary demographic and behavior data were collected. PM’s were tested for competence using a risk management scenario, and given two manipulated conditions (a basic and a biased treatment). Since the organizational and project level factors were controlled, some individual level factors impacted the decision. PM’s with higher competence made better decisions, with a 22% effect size, when all other factors in the model were accounted for. Competent non-certified PM’s made better decisions as compared to certified incompetent PM’s.","PeriodicalId":43211,"journal":{"name":"International Journal of Information Technology Project Management","volume":"83 1","pages":""},"PeriodicalIF":0.8,"publicationDate":"2022-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"83481404","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Facilitating knowledge transfer in organizations has proven to be challenging, and one of the most prominent obstacles for successful knowledge transfer is the organization’s culture. Therefore, the core objective of this study was to investigate how organizational culture affects the knowledge transfer process in project-intensive IT organizations. We conducted a multiple-case study with in-depth semi-structured interviews from two IT consultancy companies. We identified five main categories of factors within organizational culture that have a significant effect on knowledge transfer in project-intensive IT companies: organizational values, relationships and communication, leadership, project characteristics, and individual factors. The role of organizational values, cooperation, and leaders’ behavior are all crucial for successful knowledge transfer. Organizational values must support knowledge transfer. Cooperation creates the best environment for knowledge transfer, and leaders must be aware of their behavior.
{"title":"A Study of Knowledge Transfer and Organizational Culture in Two Project-Intensive IT Organizations","authors":"J. Karlsen, Ingeborg Gjøby, Ingeborg Rismyhr","doi":"10.4018/ijitpm.304060","DOIUrl":"https://doi.org/10.4018/ijitpm.304060","url":null,"abstract":"Facilitating knowledge transfer in organizations has proven to be challenging, and one of the most prominent obstacles for successful knowledge transfer is the organization’s culture. Therefore, the core objective of this study was to investigate how organizational culture affects the knowledge transfer process in project-intensive IT organizations. We conducted a multiple-case study with in-depth semi-structured interviews from two IT consultancy companies. We identified five main categories of factors within organizational culture that have a significant effect on knowledge transfer in project-intensive IT companies: organizational values, relationships and communication, leadership, project characteristics, and individual factors. The role of organizational values, cooperation, and leaders’ behavior are all crucial for successful knowledge transfer. Organizational values must support knowledge transfer. Cooperation creates the best environment for knowledge transfer, and leaders must be aware of their behavior.","PeriodicalId":43211,"journal":{"name":"International Journal of Information Technology Project Management","volume":"83 3 1","pages":""},"PeriodicalIF":0.8,"publicationDate":"2022-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"87650316","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
This study investigated the resource management plan as a group coordination strategy that encompasses the technology resources, the human IT resources, and the organizational resources, to accomplish a successful information system project. To obtain accurate data, this research used qualitative research and coding in the grounded theory, to explore resource management issues in the development of information systems. The results indicated that the stakeholders possessed different resources, and these resources shared amongst them is important, as these stakeholders have a common goal towards the software development project. Thus, the common goals and interests are essential to overcome the ineffective coordination between the vendors and clients. This study assesses resource management from the common goal identification perspective and extends resource management research from the internal organizations to external organizations. In practices, this study assists the group coordination strategy in designing a practicable resource management plan together.
{"title":"IT Project Management Resource","authors":"Chia-ping Yu, Yu-Chung Hsiao","doi":"10.4018/ijitpm.304057","DOIUrl":"https://doi.org/10.4018/ijitpm.304057","url":null,"abstract":"This study investigated the resource management plan as a group coordination strategy that encompasses the technology resources, the human IT resources, and the organizational resources, to accomplish a successful information system project. To obtain accurate data, this research used qualitative research and coding in the grounded theory, to explore resource management issues in the development of information systems. The results indicated that the stakeholders possessed different resources, and these resources shared amongst them is important, as these stakeholders have a common goal towards the software development project. Thus, the common goals and interests are essential to overcome the ineffective coordination between the vendors and clients. This study assesses resource management from the common goal identification perspective and extends resource management research from the internal organizations to external organizations. In practices, this study assists the group coordination strategy in designing a practicable resource management plan together.","PeriodicalId":43211,"journal":{"name":"International Journal of Information Technology Project Management","volume":"97 1","pages":""},"PeriodicalIF":0.8,"publicationDate":"2022-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"85896502","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Ahmed Almatari, Ahmed M. Ghaithan, Awsan Mohammed, Laith A. Hadidi
This research investigates the impact of the project management office functions on project success in Saudi Arabia. A comprehensive literature review is conducted to study different project management functions and project success measures. The data collected on a validated list of 19 project management office functions and 14 project success measures obtained from the literature. The analyses have two parts, one to compare the project performance of organizations that have PMO to those who do not have, using excel sheets by averaging the responses for each measure. The second part is to study the relationship between PMO functions and project success measures using structural equation modeling SEM in SMARTPLS-S software. Sixteen hypotheses were generated for analyses in SEM and five of these hypotheses were validated while the remaining 11 could not be validated. The results reported that PMO organizational learning functions directly impact project outcomes, while functions of project monitoring and controlling partially impacts customer satisfaction.
{"title":"Exploring the Influence of Project Management Offices in Project-Based Organizations in Saudi Arabia","authors":"Ahmed Almatari, Ahmed M. Ghaithan, Awsan Mohammed, Laith A. Hadidi","doi":"10.4018/ijitpm.311430","DOIUrl":"https://doi.org/10.4018/ijitpm.311430","url":null,"abstract":"This research investigates the impact of the project management office functions on project success in Saudi Arabia. A comprehensive literature review is conducted to study different project management functions and project success measures. The data collected on a validated list of 19 project management office functions and 14 project success measures obtained from the literature. The analyses have two parts, one to compare the project performance of organizations that have PMO to those who do not have, using excel sheets by averaging the responses for each measure. The second part is to study the relationship between PMO functions and project success measures using structural equation modeling SEM in SMARTPLS-S software. Sixteen hypotheses were generated for analyses in SEM and five of these hypotheses were validated while the remaining 11 could not be validated. The results reported that PMO organizational learning functions directly impact project outcomes, while functions of project monitoring and controlling partially impacts customer satisfaction.","PeriodicalId":43211,"journal":{"name":"International Journal of Information Technology Project Management","volume":"68 1","pages":""},"PeriodicalIF":0.8,"publicationDate":"2022-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"80272159","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
The focus of this research is the perception of project management professionals as it relates to behaviors and attitudes for career opportunities that yield extrinsic rewards, including salaries. Career development activities, signaling theory, expectancy theory, and pay transparency are used as theoretical frameworks to examine how country, job position, team size, and PMP certification status impact salaries. I use preexisting salary survey data from 42 countries to show that organizations and individuals may need to consider the signals and expectations they make concerning rewards and the impacts to career development on individual expectations and organizational performance. I further suggest that the use of signaling theory and expectancy theory will support multinational organizations that engage in pay transparency practices.
{"title":"Career Development of Project Management Professionals","authors":"L. Carden","doi":"10.4018/ijitpm.304056","DOIUrl":"https://doi.org/10.4018/ijitpm.304056","url":null,"abstract":"The focus of this research is the perception of project management professionals as it relates to behaviors and attitudes for career opportunities that yield extrinsic rewards, including salaries. Career development activities, signaling theory, expectancy theory, and pay transparency are used as theoretical frameworks to examine how country, job position, team size, and PMP certification status impact salaries. I use preexisting salary survey data from 42 countries to show that organizations and individuals may need to consider the signals and expectations they make concerning rewards and the impacts to career development on individual expectations and organizational performance. I further suggest that the use of signaling theory and expectancy theory will support multinational organizations that engage in pay transparency practices.","PeriodicalId":43211,"journal":{"name":"International Journal of Information Technology Project Management","volume":"36 1","pages":""},"PeriodicalIF":0.8,"publicationDate":"2022-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"90643173","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Use of technology and more recently reuse of technology have received a great deal of attention in Information Technology research. However, students’ use and reuse of technology have received little attention. The purpose of this research is to examine if students working in a team will use the same technology with which they have experience and reuse it again. Also, the purpose of this research is to examine the reasons for reusing technology. The Technology Continuance Theory (Liao et al., 2009) is used in this research as an explanatory theory for the reuse of collaboration and communication technologies in teamwork. The findings support experience with a technology as the main driver of reuse of the same technology. The findings also suggest perception of technology usefulness as the main reasons for reuse.
技术的使用和最近的技术重用在信息技术研究中受到了极大的关注。然而，学生对技术的使用和再利用却很少受到关注。这项研究的目的是检查在一个团队中工作的学生是否会使用他们曾经使用过的相同技术并再次使用它。此外，本研究的目的是检查重用技术的原因。本研究采用技术延续理论(Liao et al.， 2009)作为团队合作和沟通技术重用的解释理论。研究结果支持将技术经验作为同一技术重用的主要驱动因素。研究结果还表明，对技术有用性的感知是重用的主要原因。
{"title":"Use and Reuse of Collaboration and Communication Technologies in Projects","authors":"M. Tabatabaei","doi":"10.4018/ijitpm.304055","DOIUrl":"https://doi.org/10.4018/ijitpm.304055","url":null,"abstract":"Use of technology and more recently reuse of technology have received a great deal of attention in Information Technology research. However, students’ use and reuse of technology have received little attention. The purpose of this research is to examine if students working in a team will use the same technology with which they have experience and reuse it again. Also, the purpose of this research is to examine the reasons for reusing technology. The Technology Continuance Theory (Liao et al., 2009) is used in this research as an explanatory theory for the reuse of collaboration and communication technologies in teamwork. The findings support experience with a technology as the main driver of reuse of the same technology. The findings also suggest perception of technology usefulness as the main reasons for reuse.","PeriodicalId":43211,"journal":{"name":"International Journal of Information Technology Project Management","volume":"21 1","pages":""},"PeriodicalIF":0.8,"publicationDate":"2022-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"87723307","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
It is a complex challenge to align and assess the strategic planning of organizations in the context of the Enterprise Architecture (EA) with the implementation of project portfolios. Thus, this research proposes a library of heuristics that allows evaluating the alignment of project portfolios to the desired qualities, given a strategy and a set of objectives. The heuristics related to the metrics are proposed to enable the measurement of qualities in EA such as reliability, availability, performance, security as well as alignment. Several heuristics are identified for each quality: regarding functionality, it is possible to identify three heuristics, for the quality reliability it is possible to identify one heuristic, for the quality of maintenance it is possible to identify four heuristics, for the quality alignment it is possible to identify nine heuristics and, finally, for the quality dimension it is possible to identify three heuristics. The solution is applied to government projects in the context of identification documents.
{"title":"Heuristics' Library for Enterprise Architecture and Portfolio Alignment","authors":"André Mesquita, André Vasconcelos","doi":"10.4018/ijitpm.304054","DOIUrl":"https://doi.org/10.4018/ijitpm.304054","url":null,"abstract":"It is a complex challenge to align and assess the strategic planning of organizations in the context of the Enterprise Architecture (EA) with the implementation of project portfolios. Thus, this research proposes a library of heuristics that allows evaluating the alignment of project portfolios to the desired qualities, given a strategy and a set of objectives. The heuristics related to the metrics are proposed to enable the measurement of qualities in EA such as reliability, availability, performance, security as well as alignment. Several heuristics are identified for each quality: regarding functionality, it is possible to identify three heuristics, for the quality reliability it is possible to identify one heuristic, for the quality of maintenance it is possible to identify four heuristics, for the quality alignment it is possible to identify nine heuristics and, finally, for the quality dimension it is possible to identify three heuristics. The solution is applied to government projects in the context of identification documents.","PeriodicalId":43211,"journal":{"name":"International Journal of Information Technology Project Management","volume":"13 1","pages":""},"PeriodicalIF":0.8,"publicationDate":"2022-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"84944360","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2020-01-01DOI: 10.4018/ijitpm.2020010102
Winfred Yaokumah, Emelia Biney
This study investigates the factors impeding successful implementation of integrated financial management information system (IFMIS) project in Ghana. When successfully implemented, IFMIS can bring about a reform in the country's financial management by reduce corruption and financial mismanagement. The study uses stratified and purposeful sampling methods and a questionnaire to collect from 346 employees in selected government departments. The study employs descriptive statistics to both assess IFMIS effectiveness and the effect of information and communications technology (ICT) competency in IFMIS implementation. Moreover, multiple regression analysis is used to determine the extent of top management support on IFMIS implementation success. The findings reveal that IFMIS is an effective tool in public financial management; however, the lack of ICT competency and top management support systems are the major factors required for a successful implementation of IFMIS. Recommendations are made to reduce the challenges associated with IFMIS implementation.
{"title":"Integrated Financial Management Information System Project Implementation in Ghana Government Ministries","authors":"Winfred Yaokumah, Emelia Biney","doi":"10.4018/ijitpm.2020010102","DOIUrl":"https://doi.org/10.4018/ijitpm.2020010102","url":null,"abstract":"This study investigates the factors impeding successful implementation of integrated financial management information system (IFMIS) project in Ghana. When successfully implemented, IFMIS can bring about a reform in the country's financial management by reduce corruption and financial mismanagement. The study uses stratified and purposeful sampling methods and a questionnaire to collect from 346 employees in selected government departments. The study employs descriptive statistics to both assess IFMIS effectiveness and the effect of information and communications technology (ICT) competency in IFMIS implementation. Moreover, multiple regression analysis is used to determine the extent of top management support on IFMIS implementation success. The findings reveal that IFMIS is an effective tool in public financial management; however, the lack of ICT competency and top management support systems are the major factors required for a successful implementation of IFMIS. Recommendations are made to reduce the challenges associated with IFMIS implementation.","PeriodicalId":43211,"journal":{"name":"International Journal of Information Technology Project Management","volume":"13 1","pages":""},"PeriodicalIF":0.8,"publicationDate":"2020-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"87769731","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2020-01-01DOI: 10.4018/ijitpm.2020010103
G. Kannabiran, K. Sankaran
Successful offshoring engagements of Indian software vendors is increasingly dependent upon the quality of the projects delivered rather than cost considerations. However, delivering quality software is reliant on effective management of various organizational, technological and people aspects. This research is to identify and evaluate the determinants of quality on software projects delivered by vendors through offshoring. Data related to recently completed projects were collected through a survey of 440 project managers from Indian vendors. Based on structural equation modeling, the authors analyze the influence determinants on specific product quality attributes. It is found that, out of six determinants, technical infrastructure and process maturity have significant influence on most of the attributes of quality in offshored IS projects from India. The authors provide a set of implications for practice and directions for further research.
{"title":"Evaluation of Determinants of Software Quality in Offshored Software Projects","authors":"G. Kannabiran, K. Sankaran","doi":"10.4018/ijitpm.2020010103","DOIUrl":"https://doi.org/10.4018/ijitpm.2020010103","url":null,"abstract":"Successful offshoring engagements of Indian software vendors is increasingly dependent upon the quality of the projects delivered rather than cost considerations. However, delivering quality software is reliant on effective management of various organizational, technological and people aspects. This research is to identify and evaluate the determinants of quality on software projects delivered by vendors through offshoring. Data related to recently completed projects were collected through a survey of 440 project managers from Indian vendors. Based on structural equation modeling, the authors analyze the influence determinants on specific product quality attributes. It is found that, out of six determinants, technical infrastructure and process maturity have significant influence on most of the attributes of quality in offshored IS projects from India. The authors provide a set of implications for practice and directions for further research.","PeriodicalId":43211,"journal":{"name":"International Journal of Information Technology Project Management","volume":"47 1","pages":""},"PeriodicalIF":0.8,"publicationDate":"2020-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"75815933","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2020-01-01DOI: 10.4018/ijitpm.2020010101
Johan Dergård, N. Macheridis
The purpose of this study is to present a framework to assess how project individuals deal with accountability in project selection. The framework is designed based on project selection and accountability literature and empirical data. Empirical data was collected through semi-structured interviews with project individuals working at organizations operating in information technology and working with information technology projects. This method was chosen since the authors considered it to be appropriate for providing a deeper understanding of social phenomena through enabling the researchers to explore the views, experiences and beliefs of motivations of project individuals on specific matters. The framework reveals that project individuals use multiple strategies to deal with accountability, depending on audience and on forms of accountability. How project individuals deal with accountabilities depends on how trust, transparency and legitimacy are embedded in the different principal-agent relationships and the context that the project individuals are involved in during the selection phase.
{"title":"Dealing With Accountability in Project Selection","authors":"Johan Dergård, N. Macheridis","doi":"10.4018/ijitpm.2020010101","DOIUrl":"https://doi.org/10.4018/ijitpm.2020010101","url":null,"abstract":"The purpose of this study is to present a framework to assess how project individuals deal with accountability in project selection. The framework is designed based on project selection and accountability literature and empirical data. Empirical data was collected through semi-structured interviews with project individuals working at organizations operating in information technology and working with information technology projects. This method was chosen since the authors considered it to be appropriate for providing a deeper understanding of social phenomena through enabling the researchers to explore the views, experiences and beliefs of motivations of project individuals on specific matters. The framework reveals that project individuals use multiple strategies to deal with accountability, depending on audience and on forms of accountability. How project individuals deal with accountabilities depends on how trust, transparency and legitimacy are embedded in the different principal-agent relationships and the context that the project individuals are involved in during the selection phase.","PeriodicalId":43211,"journal":{"name":"International Journal of Information Technology Project Management","volume":"13 1","pages":"1-16"},"PeriodicalIF":0.8,"publicationDate":"2020-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"87627331","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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