In the armed forces, successful digitalization is crucial to ensure effective operations. Much of the existing literature on project factors during the planning and execution phases of public IT projects do not focus specifically on military sector projects. Therefore, the paper aims to provide empirical insights into the characteristics of successful military IT projects. Data from such projects in NATO countries and agencies were collected through interviews and project documents. The findings relating to the main variable of interest, “delivery of client benefit,” supported previous findings on IT project performance. Medium-sized projects performed better than small and large projects, and the agile development method delivered more client benefit than traditional methods. Client involvement apparently had a positive effect on project success. Clearly specified objectives had a statistically significant effect on project success in terms of clients’ benefits. The paper contributes to the gap in research on military IT projects and broadens the project management literature’s focus on time and cost to include delivery of client benefit as a success variable. The use of cross-country data provided unique insights for academics and practitioners regarding which project characteristics affect the successful development and adoption of new software by the armed forces.
{"title":"The characteristics of successful military IT projects: a cross-country empirical study","authors":"H. Berg, J. Ritschel","doi":"10.12821/ijispm110202","DOIUrl":"https://doi.org/10.12821/ijispm110202","url":null,"abstract":"In the armed forces, successful digitalization is crucial to ensure effective operations. Much of the existing literature on project factors during the planning and execution phases of public IT projects do not focus specifically on military sector projects. Therefore, the paper aims to provide empirical insights into the characteristics of successful military IT projects. Data from such projects in NATO countries and agencies were collected through interviews and project documents. The findings relating to the main variable of interest, “delivery of client benefit,” supported previous findings on IT project performance. Medium-sized projects performed better than small and large projects, and the agile development method delivered more client benefit than traditional methods. Client involvement apparently had a positive effect on project success. Clearly specified objectives had a statistically significant effect on project success in terms of clients’ benefits. The paper contributes to the gap in research on military IT projects and broadens the project management literature’s focus on time and cost to include delivery of client benefit as a success variable. The use of cross-country data provided unique insights for academics and practitioners regarding which project characteristics affect the successful development and adoption of new software by the armed forces.","PeriodicalId":43984,"journal":{"name":"IJISPM-International Journal of Information Systems and Project Management","volume":null,"pages":null},"PeriodicalIF":3.3,"publicationDate":"2023-07-11","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45086988","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 sought to explore how the institutional environment comprising regulative, normative, and cognitive factors influences the use of technology in revenue mobilization in the public sector of an emerging economy. The study used the new institutional theory as a theoretical lens and a qualitative case study as a methodological stance. Data was collected from the agency in charge of revenue mobilization in the developing economy through interviews. The study established that regulative, normative and cognitive factors influence the digitalization of revenue mobilization. With regards to the regulative pillar, it was revealed that legislation for a revenue authority with a focus on digitalization, legislation for taxpayer identification and legislation for electronic transactions were laws that governed the use of the system and played essential roles in ensuring that the system was used effectively to fully realize its benefits. The cognitive pillar, on the other hand, revealed some challenges faced with the implementation and use of the digital system. The study contributes to the literature on the digitalization of revenue mobilization, which has arguably seen very few studies conducted in Africa, especially in Ghana, hence calling for more future studies on the use of e-revenue systems in developing economies.
{"title":"Digitalization of revenue mobilization in an emerging economy: the new Institutional Theory perspective","authors":"Nora Agyei-Ababio, Eric Ansong, Kwame Assa-Agyei","doi":"10.12821/ijispm110201","DOIUrl":"https://doi.org/10.12821/ijispm110201","url":null,"abstract":"This study sought to explore how the institutional environment comprising regulative, normative, and cognitive factors influences the use of technology in revenue mobilization in the public sector of an emerging economy. The study used the new institutional theory as a theoretical lens and a qualitative case study as a methodological stance. Data was collected from the agency in charge of revenue mobilization in the developing economy through interviews. The study established that regulative, normative and cognitive factors influence the digitalization of revenue mobilization. With regards to the regulative pillar, it was revealed that legislation for a revenue authority with a focus on digitalization, legislation for taxpayer identification and legislation for electronic transactions were laws that governed the use of the system and played essential roles in ensuring that the system was used effectively to fully realize its benefits. The cognitive pillar, on the other hand, revealed some challenges faced with the implementation and use of the digital system. The study contributes to the literature on the digitalization of revenue mobilization, which has arguably seen very few studies conducted in Africa, especially in Ghana, hence calling for more future studies on the use of e-revenue systems in developing economies.","PeriodicalId":43984,"journal":{"name":"IJISPM-International Journal of Information Systems and Project Management","volume":null,"pages":null},"PeriodicalIF":3.3,"publicationDate":"2023-07-11","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"41250892","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}
Nowadays, the increasing uncertainty and instability make it crucial for traditional companies to become more agile and able to act fast on consumer needs and expectations. Therefore, many insurance companies are seeking to increasingly adopt Agile practices to become more effective, faster, and leaner in their critical processes. On the other hand, several companies are strengthening their planning methodologies by implementing Portfolio Management models. These models enable them to manage their initiatives in a more integrated and efficient manner that is strategically aligned, minimizes complexity, and provides higher flexibility when responding to uncertainty. Given the limited scientific knowledge in combining Agile and Portfolio Management (PfM), particularly in the insurance industry, a new Agile Portfolio Management (APfM) model, the APMI – Agile Portfolio Management for insurers was designed and tested, showing how Agile and PfM international practices can be conciliated with current insurance industry-specific practices. Results revealed a high satisfaction level with the model implementation, indicating that the proposed model can foster a greater strategic alignment, increase the organization’s strategic focus, promote transversal alignment and visibility, and support the organization’s capacity coordination.
{"title":"An agile portfolio management model for the insurance sector: the APMI model","authors":"Vasco Franqueira Dias, Alexandra B. Tenera","doi":"10.12821/ijispm110204","DOIUrl":"https://doi.org/10.12821/ijispm110204","url":null,"abstract":"Nowadays, the increasing uncertainty and instability make it crucial for traditional companies to become more agile and able to act fast on consumer needs and expectations. Therefore, many insurance companies are seeking to increasingly adopt Agile practices to become more effective, faster, and leaner in their critical processes. On the other hand, several companies are strengthening their planning methodologies by implementing Portfolio Management models. These models enable them to manage their initiatives in a more integrated and efficient manner that is strategically aligned, minimizes complexity, and provides higher flexibility when responding to uncertainty. Given the limited scientific knowledge in combining Agile and Portfolio Management (PfM), particularly in the insurance industry, a new Agile Portfolio Management (APfM) model, the APMI – Agile Portfolio Management for insurers was designed and tested, showing how Agile and PfM international practices can be conciliated with current insurance industry-specific practices. Results revealed a high satisfaction level with the model implementation, indicating that the proposed model can foster a greater strategic alignment, increase the organization’s strategic focus, promote transversal alignment and visibility, and support the organization’s capacity coordination.","PeriodicalId":43984,"journal":{"name":"IJISPM-International Journal of Information Systems and Project Management","volume":null,"pages":null},"PeriodicalIF":3.3,"publicationDate":"2023-07-11","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"47865523","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}
When adopting and using a Software Development Method (SDM), it is important to stay true to the philosophy of the method; otherwise, software developers might execute activities that do not lead to the intended outcomes. Currently, no overview of SDM research addresses software developers’ reasoning behind adopting and using SDMs. Accordingly, this paper aims to survey existing SDM research to scrutinize the current knowledge base on software developers’ type of reasoning behind SDM adoption and use. We executed a systematic literature review and analyzed existing research using two steps. First, we classified papers based on what type of reasoning was addressed regarding SDM adoption and use: rational, irrational, and non-rational. Second, we made a thematic synthesis across these three types of reasoning to provide a more detailed characterization of the existing research. We elicited 28 studies addressing software developers’ reasoning and identified five research themes. Building on these themes, we framed four future research directions with four broad research questions, which can be used as a basis for future research.
{"title":"Software developers reasoning behind adoption and use of software development methods – a systematic literature review","authors":"Tanja Elina Havstorm, F. Karlsson","doi":"10.12821/ijispm110203","DOIUrl":"https://doi.org/10.12821/ijispm110203","url":null,"abstract":"When adopting and using a Software Development Method (SDM), it is important to stay true to the philosophy of the method; otherwise, software developers might execute activities that do not lead to the intended outcomes. Currently, no overview of SDM research addresses software developers’ reasoning behind adopting and using SDMs. Accordingly, this paper aims to survey existing SDM research to scrutinize the current knowledge base on software developers’ type of reasoning behind SDM adoption and use. We executed a systematic literature review and analyzed existing research using two steps. First, we classified papers based on what type of reasoning was addressed regarding SDM adoption and use: rational, irrational, and non-rational. Second, we made a thematic synthesis across these three types of reasoning to provide a more detailed characterization of the existing research. We elicited 28 studies addressing software developers’ reasoning and identified five research themes. Building on these themes, we framed four future research directions with four broad research questions, which can be used as a basis for future research.","PeriodicalId":43984,"journal":{"name":"IJISPM-International Journal of Information Systems and Project Management","volume":null,"pages":null},"PeriodicalIF":3.3,"publicationDate":"2023-07-11","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43011223","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}
Implementation of Robotic Process Automation (RPA) is ubiquitous in the financial industry. However, the consequences are not clear enough in terms of strategic perspective. Drawing upon the theory of Task-Technology Fit, this study explores the emerging consequences with the exploratory sequential method. Data related to the time and cost of processes before and after the RPA implementation were collected and descriptively analyzed. Even though time and cost efficiency improvements occurred in 50 out of 54 of the processes, the results indicated no labor reduction after the RPA implementation and no cost reduction in some business units, contrary to reports in the literature. To investigate what happened to the human resource environment, we surveyed 106 employees who were affected by the implementation of RPA. No variance was found between the characteristics of the employees and the changes in the working environment. However, the descriptive results of the survey revealed that employees’ perception of value-added activities increased. These results provided that considering RPA as a routine process without calculating the strategic value creates process-oriented transformation with a lack of time and cost-efficiency.
{"title":"Employees’ perception of value-added activity increase of Robotic Process Automation with time and cost efficiency: a case study","authors":"Arafat Salih Aydıner, Selman Ortaköy, Zehra Özsürünç","doi":"10.12821/ijispm110102","DOIUrl":"https://doi.org/10.12821/ijispm110102","url":null,"abstract":"Implementation of Robotic Process Automation (RPA) is ubiquitous in the financial industry. However, the consequences are not clear enough in terms of strategic perspective. Drawing upon the theory of Task-Technology Fit, this study explores the emerging consequences with the exploratory sequential method. Data related to the time and cost of processes before and after the RPA implementation were collected and descriptively analyzed. Even though time and cost efficiency improvements occurred in 50 out of 54 of the processes, the results indicated no labor reduction after the RPA implementation and no cost reduction in some business units, contrary to reports in the literature. To investigate what happened to the human resource environment, we surveyed 106 employees who were affected by the implementation of RPA. No variance was found between the characteristics of the employees and the changes in the working environment. However, the descriptive results of the survey revealed that employees’ perception of value-added activities increased. These results provided that considering RPA as a routine process without calculating the strategic value creates process-oriented transformation with a lack of time and cost-efficiency.","PeriodicalId":43984,"journal":{"name":"IJISPM-International Journal of Information Systems and Project Management","volume":null,"pages":null},"PeriodicalIF":3.3,"publicationDate":"2023-04-06","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"44032033","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}
As one of the leading causes of project failures, requirements changes are inevitable in any software project. Hence, we propose an intelligent approach to facilitate the risk analysis of a change request by providing information about past cases found in similar change requests, the solutions adopted, and a support tool. The proposed approach uses case-based reasoning to retrieve previous cases similar to the current case. This approach also uses association rules to analyze patterns in the dataset and calculate the probability of risks associated with change requests. We prepared a case study to validate the proposal by analyzing the most frequent challenges in change management and considering how it can solve or minimize such problems. Results show that the proposed approach successfully assists decision-making, predicts potential risks, and suggests coherent solutions to the user. We have developed a support tool to evaluate this approach in practice with experts and obtained four different outcomes. Only a small set of cases failed to provide relevant results to the user. The use of case-based reasoning and association rules has proven to be advantageous in change management despite validity threats associated with the small number of test cases and experts involved.
{"title":"Improving the evaluation of change requests using past cases","authors":"Otávio Da Cruz Mello, Lisandra Manzoni Fontoura","doi":"10.12821/ijispm110104","DOIUrl":"https://doi.org/10.12821/ijispm110104","url":null,"abstract":"As one of the leading causes of project failures, requirements changes are inevitable in any software project. Hence, we propose an intelligent approach to facilitate the risk analysis of a change request by providing information about past cases found in similar change requests, the solutions adopted, and a support tool. The proposed approach uses case-based reasoning to retrieve previous cases similar to the current case. This approach also uses association rules to analyze patterns in the dataset and calculate the probability of risks associated with change requests. We prepared a case study to validate the proposal by analyzing the most frequent challenges in change management and considering how it can solve or minimize such problems. Results show that the proposed approach successfully assists decision-making, predicts potential risks, and suggests coherent solutions to the user. We have developed a support tool to evaluate this approach in practice with experts and obtained four different outcomes. Only a small set of cases failed to provide relevant results to the user. The use of case-based reasoning and association rules has proven to be advantageous in change management despite validity threats associated with the small number of test cases and experts involved.","PeriodicalId":43984,"journal":{"name":"IJISPM-International Journal of Information Systems and Project Management","volume":null,"pages":null},"PeriodicalIF":3.3,"publicationDate":"2023-04-06","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43210191","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}
Visual Analytics (VA) has shown to be of significant importance for Supply Chain (SC) analytics. However, SC partners still have challenges incorporating it into their data-driven decision-making activities. A conceptual framework for the development and deployment of a VA system provides an abstract, platform-independent model for the whole process of VA, covering requirement specification, data collection and pre-processing, visualization recommendation, visualization specification and implementation, and evaluations. In this paper, we propose such a framework based on three main aspects: 1) Business view, 2) Asset view, and 3) Technology view. Each of these views covers a set of steps to facilitate the development and maintenance of the system in its context. The framework follows a consistent process structure that comprises activities, tasks, and people. The final output of the whole process is the VA as a deliverable. This facilitates the alignment of VA activities with business processes and decision-making activities. We presented the framework's applicability using an actual usage scenario and left the implementation of the system for future work.
{"title":"Towards a framework for developing visual analytics in supply chain environments","authors":"Ali Khakpour, R. Colomo‐Palacios, A. Martini","doi":"10.12821/ijispm110103","DOIUrl":"https://doi.org/10.12821/ijispm110103","url":null,"abstract":"Visual Analytics (VA) has shown to be of significant importance for Supply Chain (SC) analytics. However, SC partners still have challenges incorporating it into their data-driven decision-making activities. A conceptual framework for the development and deployment of a VA system provides an abstract, platform-independent model for the whole process of VA, covering requirement specification, data collection and pre-processing, visualization recommendation, visualization specification and implementation, and evaluations. In this paper, we propose such a framework based on three main aspects: 1) Business view, 2) Asset view, and 3) Technology view. Each of these views covers a set of steps to facilitate the development and maintenance of the system in its context. The framework follows a consistent process structure that comprises activities, tasks, and people. The final output of the whole process is the VA as a deliverable. This facilitates the alignment of VA activities with business processes and decision-making activities. We presented the framework's applicability using an actual usage scenario and left the implementation of the system for future work.","PeriodicalId":43984,"journal":{"name":"IJISPM-International Journal of Information Systems and Project Management","volume":null,"pages":null},"PeriodicalIF":3.3,"publicationDate":"2023-04-06","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"42033884","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}
J. Kääriäinen, Leila Saari, Maarit Tihinen, Sari Perätalo, T. Koivumäki
As digital transformation (DT) sweeps over society, the exploitation of digital solutions is obvious, especially for large enterprises. Unfortunately, small- and medium-sized enterprises (SMEs) struggle with DT because of limited resources, understanding, and implementation skills. Thus, SME companies need both methods and tools to proceed with DT as well as support to exploit them. This article presents a study in which adult learners with professional experience are trained to use a digitalization development method and tools to analyze target organizations’ digitalization state and identify improvement ideas. Thirty trained digital evangelists used the tools and methods while conducting digitalization status analyses in eleven organizations. The study results show that the method and tools work in the context presented in this research. The study’s findings are beneficial for the educational professionals interested in educating students towards helping SME organizations along their digitalization pathway.
{"title":"Supporting the digital transformation of SMEs — trained digital evangelists facilitating the positioning phase","authors":"J. Kääriäinen, Leila Saari, Maarit Tihinen, Sari Perätalo, T. Koivumäki","doi":"10.12821/ijispm110101","DOIUrl":"https://doi.org/10.12821/ijispm110101","url":null,"abstract":"As digital transformation (DT) sweeps over society, the exploitation of digital solutions is obvious, especially for large enterprises. Unfortunately, small- and medium-sized enterprises (SMEs) struggle with DT because of limited resources, understanding, and implementation skills. Thus, SME companies need both methods and tools to proceed with DT as well as support to exploit them. This article presents a study in which adult learners with professional experience are trained to use a digitalization development method and tools to analyze target organizations’ digitalization state and identify improvement ideas. Thirty trained digital evangelists used the tools and methods while conducting digitalization status analyses in eleven organizations. The study results show that the method and tools work in the context presented in this research. The study’s findings are beneficial for the educational professionals interested in educating students towards helping SME organizations along their digitalization pathway.","PeriodicalId":43984,"journal":{"name":"IJISPM-International Journal of Information Systems and Project Management","volume":null,"pages":null},"PeriodicalIF":3.3,"publicationDate":"2023-04-06","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"47537284","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 world is slowly emerging from a series of healthcare, financial, and economic disruptions caused by the Covid19 pandemic. While it is still too early to come to a definitive reckoning of the myriad ways in which our world has been forced to make adjustments in how it operates pre-and-post Covid, it is worth considering at least one aspect of the post-Covid reality: its effects on project management practices and theory development. This paper offers my perspective on some implications for current and future practice in project management, as well as the ways in which Covid responses have created the potential for a “new normal” in theory and formulating research questions for project studies. Drawing on the Project Management Institute’s “Global Megatrends 2022” report, I will examine these six trends and their implications for future practice in project-based work, proposing three topics for future research.
{"title":"Reassessing project practices, research, and theory in a post-Covid reality","authors":"J. Pinto","doi":"10.12821/ijispm100401","DOIUrl":"https://doi.org/10.12821/ijispm100401","url":null,"abstract":"The world is slowly emerging from a series of healthcare, financial, and economic disruptions caused by the Covid19 pandemic. While it is still too early to come to a definitive reckoning of the myriad ways in which our world has been forced to make adjustments in how it operates pre-and-post Covid, it is worth considering at least one aspect of the post-Covid reality: its effects on project management practices and theory development. This paper offers my perspective on some implications for current and future practice in project management, as well as the ways in which Covid responses have created the potential for a “new normal” in theory and formulating research questions for project studies. Drawing on the Project Management Institute’s “Global Megatrends 2022” report, I will examine these six trends and their implications for future practice in project-based work, proposing three topics for future research.","PeriodicalId":43984,"journal":{"name":"IJISPM-International Journal of Information Systems and Project Management","volume":null,"pages":null},"PeriodicalIF":3.3,"publicationDate":"2022-11-30","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"42190577","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}
Technological advancements, globalization, and the COVID-19 pandemic have transformed digital communication into a central tenet of many project management virtual teams (VTs). However, successful VTs are dependent on communication, collaboration and knowledge sharing among team members. Through a systematic literature review, this study investigates the challenges and critical success factors of digital communication, collaboration, and knowledge sharing in project management VTs. As a result, eight key common themes were identified - trust, cultural diversity, collaboration tools and technology, communication and knowledge hoarding, leadership, psychological safety, communication guidelines and training, and resource planning. Furthermore, given the geographically dispersed nature of VTs, they face additional challenges than teams that interact face-to-face (in-person). Therefore, mitigating the challenges by focusing on the identified themes could lead to project success.
{"title":"Challenges and critical success factors of digital communication, collaboration and knowledge sharing in project management virtual teams: a review","authors":"Kurt Swart, T. Bond-Barnard, Ritesh Chugh","doi":"10.12821/ijispm100404","DOIUrl":"https://doi.org/10.12821/ijispm100404","url":null,"abstract":"Technological advancements, globalization, and the COVID-19 pandemic have transformed digital communication into a central tenet of many project management virtual teams (VTs). However, successful VTs are dependent on communication, collaboration and knowledge sharing among team members. Through a systematic literature review, this study investigates the challenges and critical success factors of digital communication, collaboration, and knowledge sharing in project management VTs. As a result, eight key common themes were identified - trust, cultural diversity, collaboration tools and technology, communication and knowledge hoarding, leadership, psychological safety, communication guidelines and training, and resource planning. Furthermore, given the geographically dispersed nature of VTs, they face additional challenges than teams that interact face-to-face (in-person). Therefore, mitigating the challenges by focusing on the identified themes could lead to project success.","PeriodicalId":43984,"journal":{"name":"IJISPM-International Journal of Information Systems and Project Management","volume":null,"pages":null},"PeriodicalIF":3.3,"publicationDate":"2022-11-30","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43855864","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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