When a growth mindset can backfire and cause escalation of commitment to a troubled information technology project

This research focuses on information technology (IT) project managers' growth mindset concerning IT project management (PM) ability and investigates how such a mindset can promote escalation of commitment to a troubled IT project. Specifically, we suggest that the growth mindset of IT PM ability promotes prospective achievement motivation and can lead IT project managers to escalate their commitment to an IT project despite negative feedback suggesting that the project may not be completed successfully. Through a series of three experiments with 351 IT project managers, we obtained consistent support for our hypotheses suggesting that the growth mindset of IT PM ability promotes IT project escalation and this effect is partially mediated by anticipated regret about project failure and anticipated likelihood of project success. In addition, in the three experiments we found that when the project involves an unfamiliar technology the indirect effect of the growth mindset of IT PM ability through anticipated likelihood of project success is stronger than when the project involves a familiar technology.     

A multi-method, holistic strategy for researching critical success factors in IT projects

In the field of information systems (IS) there is an observable trend towards the use of multi-method research. Using different research methods allows for the cross-validation of data obtained via multiple approaches, with the potential to increase the robustness of research results. Such a multi-method approach is applicable to a comprehensive research agenda on critical success factors, an agenda that needs to take into account not only the identification, but also the analysis and management of critical success factors. The goal of this article is to contribute new knowledge on how to carry out research on critical success factors in IS projects using a multi-method approach. For this purpose, two research projects are presented, each a variation of the research design customized to particular circumstances. First, there is an outline of the research approach taken for a critical success factor research project in the field of portal implementation, with discussion of the strengths and weaknesses of the project. Taking into consideration these experiences, the research approach of a similar critical success factor research project in the field of offshore software development is then described. Finally, recommendations for using the multi-method research approach in critical success factor research are presented.     

Blending bureaucratic and collaborative management styles to achieve control ambidexterity in IS projects

Managing information systems (IS) projects requires what we refer to as ‘control ambidexterity’, which is the use of different types of control to meet conflicting demands. This leads to the use of contrasting styles of IS project management and creates tensions in managerial practice, neither of which are well understood. We address this theoretical gap in our understanding based on an exploratory case study of an IS implementation project in the financial services industry. Adopting the lens of management styles as a meta-theoretical perspective, we sought to address two research questions: (1) Which management style(s) do IS project managers draw upon in practice and why? (2) What kinds of tensions result for IS project managers and team members from drawing upon contrasting management styles in combination – and how do IS project managers and team members deal with these tensions? Two contrasting styles of management emerged from our data – bureaucratic and collaborative – that are drawn upon by IS project managers to achieve control ambidexterity. Furthermore, drawing upon these two different styles in combination within the confines of a single project creates tensions. We explore these tensions and present an illustrative example of how IS project managers can deal with these tensions successfully in practice. Specifically, we find that they can be dealt with effectively by a tandem of two project managers who share responsibility for managing the IS project. The findings of this study have important implications for our understanding of control ambidexterity in IS projects.     

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.     

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.     

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.     

User commitment and collaboration: Motivational antecedents and project performance

ContextPrior research into the success of information system development projects views user commitment and collaboration as unrelated concepts in models that take either a perspective of mediators or one of processes. This perspective is limiting in that mediators and processes may interact during the course of an information system development project.ObjectiveIn this work, we model both mediators and processes as important to project outcomes and propose that processes will also be impacted by affective mediators, specifically the behavioral mediator of user commitment and the project process of collaboration. The model also allows behavioral antecedents to be considered in relation to the mediation variable, specifically the ability of the users and the extrinsic motivators perceived by the users.MethodA questionnaire containing constructs of collaboration processes, user commitment, abilities, and extrinsic motivation are completed by users in a development project and project success is measured by the IS staff for a matching independent variable. 128 matching pairs were collected and the model analyzed using partial least squares regression.ResultsResults indicate that the affective mediator can be influenced by the tested antecedents showing that IS project managers should be able to choose users with essential abilities and also establish sufficient rewards to employees, even those who may not be direct subordinates. Similarly, collaboration is still important to the success of a project, indicating that procedures to encourage collaboration be installed from the beginning of the project. However, commitment alone is sufficient to predict collaboration, meaning that motivation outside the processes in place may not be necessary to encourage collaboration between the users and IS staff.ConclusionIS researchers should consider both process mediators and affective states in future work when considering the link between antecedent inputs of software projects to the success of outputs. IS managers should promote commitment among users beyond placing collaboration mechanisms in place. This might require project managers have more decision authority in the rewards provided to user participants.     

Contextual influences on self-control of is professionals engaged in systems development

In today's turbulent business environment, there is a move away from traditional hierarchical relations and governance within organizations, and a move toward increased reliance on self-control, where an individual sets his own goals, monitors his own work, and rewards or sanctions himself accordingly. Since the use of self control is often recommended in an environment of task complexity and ambiguity, systems development would seem to provide an excellent context in which to study it. The goal of this research is to examine contextual factors (work unit structure and knowledge technology) that influence IS project leaders' perceptions of self-control. To meet this goal, two studies were carried out: a survey of IS professionals and a series of three case studies of systems development efforts. Overall, the results suggest that IS project leaders' perceptions of self-control are highest when they have considerable job experience, when they are able to further refine existing development procedures, and when they are involved in smaller, less-complex systems development projects. Implications for the practice of systems development are discussed.     

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.     

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.     

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.     

RefModPM: A Conceptual Reference Model for Project Management Information Systems

Project management information systems have changed considerably in the last decade. Today they go far beyond traditional scheduling as well as resource management. These systems have become comprehensive information systems (IS) that support the entire life cycle of projects, project programmes and project portfolios. In this context, project-oriented organizations face a new challenge: the design, implementation and operation of such information systems has become increasingly complex, since numerous processes have to be considered, diverse stakeholder interests taken into account and corresponding software systems selected. The reference model for project management IS (RefMod^PM) presented here addresses these challenges and aims to support corresponding implementation projects. This article introduces RefMod^PM by discussing its construction process and evaluation, as well as providing an overview of its architecture and presenting one part of the reference model in detail.     

IS diffusion: A dynamic control and stakeholder perspective

Our research uses a novel perspective of control balancing and stakeholder orientation to explore an information system (IS) phenomenon called enterprise IS diffusion. Employing a case-based, grounded theory approach, we analyze four large-scale IS implementation projects in a Canadian government organization. Our findings offer a synergistic approach to IS diffusion by integrating a dynamic control configuration perspective with stakeholder engagement, stakeholder sensitivity, and the impact of shifting stakeholder orientations on IS diffusion stages.We draw from control, control balancing, and stakeholder theories. Moreover, we refer to the IS implementation and IS diffusion literature to develop our argument. In doing so, this research develops a new and vital construct—stakeholder orientation—for IS implementation projects. We also identify the existence of four distinct stakeholder orientations, a combination of stakeholder engagement with stakeholder sensitivity in large ISD projects: (a) strategic, (b) responsibility, (c) best interest, and (d) economic cost.Through analysis and synthesis, we establish vital relationships among shifting control configurations, stakeholder engagement, stakeholder sensitivity, and IS diffusion stages, where maintaining an optimal stakeholder orientation, facilitated by appropriate control configuration, leads to a successful IS diffusion outcome. Furthermore, we propose an extension to the existing control balancing theory by identifying missing links and trigger factors.     

Achieving it consultant objectives through client project success

Improving project performance is an important objective in IS project management. In consultant-assisted IS projects, however, consulting organizations may have additional objectives, such as knowledge acquisition and future business growth. In this study, we examined the relationship between client and consultant objectives and the role of coordination in affecting the achievement of these objectives. A research model was developed and tested using 199 consultant-assisted projects. The results showed that the achievement of consultant objectives was dependent upon the achievement of client objectives and that coordination had a positive impact on both client and consultant objectives.     

IS auditor characteristics,audit process variables,and IS audit satisfaction: An empirical study in South Korea

As a result of our inattention to the audit process, its antecedents, and its outcomes, the academic literature has lagged behind contemporary auditing practices as the demand for information systems audits has grown. To address this gap, we propose a model of IS audit satisfaction that includes auditor expertise (AE) and auditor role clarity (ARC) as antecedent variables that affect audit responsiveness (ARES) and audit reliability (AREL), which in turn affect audit satisfaction. We tested this model using survey data from 203 IS projects in South Korean public sector firms. Our results validate the significance of auditor characteristics (AE and ARC) and audit process variables (ARES and AREL) in shaping audit satisfaction. Implications for research and practice are discussed.     

Using the analytic hierarchy process and goal programming for information system project selection

One of the basic information system (IS) management activities is the planning of IS projects. Specifically, such planning requires the selection of IS projects and allocation of resources to complete them. This paper presents an improved IS project selection methodology that combines the recently applied IS project selection methodologies of the analytic hierarchy process (AHP) within a goal programming (GP) model framework. This new combination of the AHP and GP methodologies helps to overcome the weaknesses observed when either methodology is used separately. The combined AHP and GP methodology is illustrated through an example.     

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.     

Team performance and information system implementation

Although the Earned Value Method (EVM), a multi-dimensional project control system, has been widely used since 1960, there has been little research focused specifically on its application in IS implementation. The management of IS projects—including the accurate forecasting of project duration—is complicated by the strong impact of the learning curve on the effectiveness of EVM. This study makes new contributions by advancing formulas for the accurate prediction of project duration, and by developing a decision support model in which the learning curve is fully integrated with EVM, and performance changes due to learning are isolated from other factors affecting project duration. The study makes three contributions to the understanding and use of EVM in IS implementation: (1) It provides an extended version of EVM, (2) it provides an illustration of the application of EVM to a real project situation based on empirical data from an ERP implementation project, and (3) it provides a theoretical basis for empirical studies of IS project control techniques. The decision support model can be used to determine both the learning curve coefficient and the project completion date during the early stages of a project, and it thus offers a significant practical contribution to the management of IS projects.