A model of information systems development project performance

abstract. Performance in information systems development (ISD) projects can be critical to business success. But, while project performance has been the subject of much debate, there has been little empirical research into its determinants. A survey of IS projects in the UK and New Zealand is analysed to test hypotheses concerning performance in terms of both project completion and budget (time-cost) variances. Subsequently, a secondary analysis of the findings is used to build a more complete empirical model of project performance. The paper helps to develop the theory of IS development project performance and also has significant implications for practice. Discussion of the findings highlights the importance of project team dynamics, risk management, senior management support for strategic projects and user participation in ensuring successful IS project performance.     

Top management support in multiple-project environments: an in-practice view

Top management support has generally been considered the most critical factor for the success of IS projects. Typically, there have developed implicit or explicit assumptions that top management support has to be constant and consistent during the entire life of an IS implementation project. However, previous research investigating this issue has been based mainly on a ‘single project’ perspective, although contemporary organisational settings have increasingly involved many projects taking place simultaneously. Such multiple-project environments bring into question the feasibility of the previous assumptions and invite revisiting them. This paper aims to do this by examining the materialisation of top management support in a multiple-project environment. To this end, it investigates the interactions between a project to implement an Enterprise Resource Planning system and other projects and programmes in a prominent international organisation. It applies a framework from Actor Network Theory to explore the different aspects of what is involved in being in a multiple-project environment and the nature of the materialisation of top management support. The findings unravel some of the complexity surrounding top management support in this contemporary organisational setting. Some important implications for theory and practice are highlighted and discussed.     

Pre-project partnering impact on an information system project,project team and project manager

Information system (IS) managers have long recognised the need to use project management approaches in the design and delivery of their system development projects. The result has been the widespread use of project teams headed by a project leader or manager. However, given the fact that there has been a low success rate for IS projects, there is a growing need to seek out new methods and controls for projects. One approach involves the practice of altering the project environment prior to the commencement of project tasks. To determine whether such pre-project activities may be effective, a model is proposed and tested relating the activities to the performance of the project manager and characteristics of an effective project team. Data from a sample of 186 project team members indicate that the pre-project activities lead to more effective teams and managers and eventually to project success. Thus, it is important that organisations begin work on projects at an earlier stage.     

Individual characteristics and the intention to continue project escalation

The factors leading to the continuing problems with information system (IS) project failure are of importance to both the research and practitioner communities. The psychological factors that lead project managers to escalate troubled projects are investigated. Theoretical grounding is presented for a research model consisting of Need for Achievement as an antecedent trait for implementation mindset, internal locus of control, preference for consistency, and time urgency, which in turn predict the Intention to Continue a troubled IS project. Using responses from 232 IS project stakeholders, the model is tested using structural equation modeling. The results support Need for Achievement as an antecedent to the other independent variables. Implementation mindset and internal locus of control were found to be significant predictors of the project managers’ intention to continue the IS projects. Based on the findings, suggestions for project re-evaluation milestones (PRMs) are presented.     

A process model for successful CRM system development

According to industry analysts, almost two-thirds of customer relationship management system development projects fail. Information systems developers and researchers ultimately want to lower these failure rates and support successful development. Most IS research has focused on identifying the factors, or ingredients, correlated with IS development success. We propose a process model as a recipe for successful IS development. Adopting a process theory approach permits examining the sequence of and interplay between specific factors involved in the process. Two case studies - one success, one failure - illustrate how these factors influence customer relationship management (CRM) system development and, ultimately, determine whether a project succeeds or fails.     

A survey study of critical success factors in agile software projects

While software is so important for all facets of the modern world, software development itself is not a perfect process. Agile software engineering methods have recently emerged as a new and different way of developing software as compared to the traditional methodologies. However, their success has mostly been anecdotal, and research in this subject is still scant in the academic circles. This research study was a survey study on the critical success factors of Agile software development projects using quantitative approach.

Based on existing literature, a preliminary list of potential critical success factors of Agile projects were identified and compiled. Subsequently, reliability analysis and factor analysis were conducted to consolidate this preliminary list into a final set of 12 possible critical success factors for each of the four project success categories – Quality, Scope, Time, and Cost.

A survey was conducted among Agile professionals, gathering survey data from 109 Agile projects from 25 countries across the world. Multiple regression techniques were used, both at the full regression model and at the optimized regression model via the stepwise screening procedure. The results revealed that only 10 out of 48 hypotheses were supported, identifying three critical success factors for Agile software development projects: (a) Delivery Strategy, (b) Agile Software Engineering Techniques, and (c) Team Capability.

Limitations of the study are discussed together with interpretations for practitioners. To ensure success of their projects, managers are urged to focus on choosing a high-caliber team, practicing Agile engineering techniques and following Agile-style delivery strategy.     

Determinants of software quality: A survey of information systems project managers

Software quality is important for the success of any information systems (IS). In this research, we find the determinants of software quality. We used five attributes for software quality: system reliability, maintainability, ease of use, usefulness, and relevance. By surveying 112 IS project managers, we collected data about their perceptions on the software quality attributes and their determinants. We arrived at six factors through exploratory factor analysis. We determined the individual factors that impacted the software quality attributes; for example, reliability is associated with responsiveness of IS department; ease of use is influenced by the capabilities of users and attitude of management; and usefulness is impacted by capabilities of IS department and responsiveness of IS department. We show that organizational factors are more important than technical factors in impacting software quality in IS projects. We provide implications of our research to practice and to future research.     

Escalating commitment to information system projects: findings from two simulated experiments

Commitment to an information system (IS) development project is essential for system success. However, some projects exhibit escalation of commitment, i.e. allocation of additional resources to a failing course of action. This paper describes two simulated longitudinal experiments examining the effects of project, psychological, social, and structural factors during four stages of an IS project. The results support escalation in IS projects. Moreover, project factors and psychological factors, but not structural factors, seem to aid escalation. Project, psychological, and social factors also have different effects during various stages.     

Towards an integrated measurement of IS project performance: The project performance scorecard

Determining the contribution of information system (IS) projects is a difficult endeavour. This research presents a framework for evaluating and measuring IS project performance that seek to address this problem while moving away from the reliance on the traditional assessment method (time, cost, specifications). When IS projects fail or succeed is difficult to determine what conditions enabled the outcome. However, if we are to develop a higher level of IS project management competence we need frameworks that can help in assessing IS project outcomes while critically reflecting and learning from IS project management practices. The Project Performance Scorecard (PPS) recommended here is one framework that can help to advance our understanding IS project management and evaluation approaches. This framework integrates concepts from existing models of IS success, the Balanced Scorecard and project management practices. A case study approach is used to illustrate the use of the PPS, and offers insights into how it can be useful in assessing the performance of IS projects.

The impact of legitimacy-based motives on IS adoption success: An institutional theory perspective

Firms frequently adopt new information systems (IS). To better understand IS adoption, research has been focused on motives for an IS adoption. In this study, three legitimacy-based motives (coercive, mimetic, and normative pressure) are examined for their impact on two success determinants (i.e., project management approach and team competence) and the subsequent impact of the success determinants on IS adoption success. In a quantitative study of Australian firms, we found that coercive pressure and normative pressure influence the project management approach, whereas mimetic pressure influences team competence. Both the project management approach and team competence in turn influence IS adoption success.     

Requirements Determination: An Information Systems Specialist Perspective of Process Quality

An empirical study was performed to identify, elucidate and judge factors that affect the quality of the information requirements determination process. These quality factors were determined using a series of nominal group processes involving information systems specialists from various organisations and projects. The results indicate that there exists a set of factors that IS specialists from different organisations and with different systems experience agree upon as being critical to ensuring the quality of the requirements determination process, and that these factors appear to fall into six categories: IS specialist factors, user factors, project team factors, project factors, application factors and environmental/organisational factors.     

The effective promotion of informal control in information systems offshoring projects

As firms increasingly engage in interorganizational information systems (IS) projects, including IS offshoring projects, the challenge for client firms of effectively exercising control across organizational boundaries becomes critical. Although the importance of informal controls (clan and self-control) in this context has been recognized, prior research has focused primarily on formal controls. Consequently, our understanding of the use of clan and self-control in interorganizational IS projects is scarce, and partly inconsistent or contradictory. This study focuses the client’s role in promoting informal controls in interorganizational projects involving distant client–vendor relationships as well as the effectiveness of such controls. We use matched-pair survey data from 86 IS offshoring projects involving client and vendor relationship managers. Our results show an interesting pattern: while clan control is considerably more difficult to promote than self-control in client–vendor project relationships, only clan control has a direct positive impact on project performance. Moreover, formal control modes, national cultural values, and project context factors moderate both the promotion and the effectiveness of informal controls. Our study’s main contributions lie in establishing the relevance of the distinction between informal control given and received, and the importance of the client’s role in promoting informal controls.     

Quantitatives IT-Portfoliomanagement

Based on previously released research this paper focuses on the question of how IT projects should be allocated to a risk/return balanced IT portfolio. Therefore we develop an approach that exploits the structure of IS Architectures and scenarios to identify project risks as well as dependencies between projects. As a result, different clusters of efficient portfolios with distinctive risk/return-properties can be derived. The presented approach is designed to support management decisions in a pragmatic manner when selecting IT portfolios. By using real data of a major German financial services provider we exemplify the implementation and the results of the presented approach.     

Getting the control across: Control transmission in information systems offshoring projects

Offshoring of information systems (IS) projects has become a widespread global practice. While prior research suggests that controlling, and communicating with, offshore vendors represent key managerial challenges, the topic of how control is communicated, or transmitted, from client to vendor has been widely neglected. Our study focuses on control transmission in the critical relationship between client and offshore vendor managers, and its impact on the performance of IS offshoring projects. Drawing on a matched‐pair survey with 172 client and vendor managers from 86 projects, our results provide several new insights to the IS literature: First, we find that both behaviour and outcome control have the capacity to be transmitted consistently in lateral IS offshore project relationships. Second, our results show that consistent transmission translates into a performance effect only for outcome control. Third, we find that high‐performing offshore projects are characterized by both greater control transmission consistency and greater use of outcome control compared to low‐performing projects. In sum, our study extends theory on IS project control by highlighting that effective control of IS offshoring projects is not only about selecting proper controls but also about ensuring that, as a controller, you get the control across to the controllee.     

Four integration patterns: a socio-technical approach to integration in IS development projects

This paper aims to contribute to a theory of integration within the field of information systems (IS) project management. Integration is a key IS project management issue when new systems are developed and implemented into an increasingly integrated information infrastructure in corporate and governmental organizations. Expanding the perspective of traditional project management research, we draw extensively on central insights from IS research. Building on socio-technical IS research and software engineering research, we suggest four generic patterns of integration: big bang, stakeholder integration, technical integration and socio-technical integration. We analyse and describe the advantages and disadvantages of each pattern. The four patterns are ideal types. To explore the forces and challenges in these patterns, three longitudinal case studies were conducted. In particular we investigate the management challenges for each pattern. We find that the patterns are context-sensitive and describe the different contexts where the patterns are applicable. For IS project management, the four integration patterns are a contribution to the management of integration risks – extending the vocabulary for assessing and mitigating these risks in IS development. For practitioners the four integration patterns represent an analytical framework to be used in planning modern IS development projects.     

Undersizing software systems: third versus fourth generation software development

A critical component of information systems (IS) project management is completing projects on time; however, most software development efforts have completion time overruns. This study examines the prior research in IS project management for assessing the completion time for new software development projects and discusses a project management phenomenon where the expected time for project completion is undersized. At one firm two groups of software development projects are examined: (1) Cobol projects (third generation) and (2) Natural (fourth generation). It was found that both the Cobol and Natural projects experienced similar overruns. Undersizing is posited as the explanation.     

Contextualising collective efficacy in virtual team research: The essential role of collaborative technologies in the virtual team efficacy conceptual framework

One factor receiving contemporary interest from virtual team researchers is collective-level efficacy, that is, a team's shared belief in its collective abilities to work effectively. However, our understanding of this literature leads to two concerns. First, depending on traditional team-focused collective-level efficacy concepts conveys an indifferent view of technology that ignores decades of research explaining how virtual teams' reliance on collaborative technologies differentiates them from traditional teams. Second, the information systems literature has largely ignored the concept of collective-level efficacy in virtual team research. That collective-level efficacy is underexamined in IS research is disappointing, given the growing recognition (outside the IS literature) that it is crucial to virtual team success. This absence becomes even more concerning given that IS researchers developed the concept of virtual team efficacy (VTE) specifically for virtual team settings. Unlike collective-level efficacy measures designed for traditional team settings, VTE incorporates technology into its conceptual definition and the operationalization of its measurement indicators. Thus, it is a stronger predictor of virtual team outcomes. To demonstrate its importance to IS research, we used a deductive theory-driven approach to propose and empirically evaluate whether VTE indirectly acts on virtual team effectiveness through the critical concepts of trust and participants' perceptions of problems associated with the collaboration inhibitors of time difference, geographical separation, and cultural differences. This research contributes significantly to the literature by confirming VTE's relationship to important virtual team success factors and informing IS researchers about the appropriate choice of constructs when studying collective-level efficacy in virtual team settings.     

Energieinformatik

Due to the increasing importance of producing and consuming energy more sustainably, Energy Informatics (EI) has evolved into a thriving research area within the CS/IS community. The article attempts to characterize this young and highly dynamic field of research by describing current EI research topics and methods and provides an outlook of how the field might evolve in the future. It is shown that two general research questions have received the most attention so far and are likely to dominate the EI research agenda in the coming years: How to leverage information and communication technology (ICT) to (1) improve energy efficiency, and (2) to integrate decentralized renewable energy sources into the power grid. Selected EI streams are reviewed, highlighting how the respective research questions are broken down into specific research projects and how EI researchers have made contributions based on their individual academic background.     

Realizing modelling outcomes: A synthesis of success factors and their use in a retrospective analysis of 15 Australian water resource projects

We review several papers that have afforded insights into determinants of positive outcomes (e.g. the adoption of tools, improved learning and/or collaboration) from modelling projects. From a subsequent internet search in the environmental domain we identified 33 such factors that are then invoked in a transferable survey-based method to facilitate structured reflections by model developers on 15 projects. Four factors were considered most necessary to realize overall success for any modelling project. Three factors related to aspects of stakeholder engagement in the modelling process; the other to critical thinking around problem framing and the role(s) of models. The latter factor was considered reasonably well-achieved across the projects. Harder to control were the stakeholder engagement factors which, along with project management considerations, can constrain or enable achievement of other factors. The paper provides further evidence of the critical need to consider non-technical aspects in the design and implementation of modelling projects.