A contingency fit model of critical success factors for software development projects

Abstract

A contingency fit model of critical success factors for software development projects: A comparison of agile and traditional plan-based methodologies Arthur Ahimbisibwe Robert Y Cavana Urs Daellenbach Article information:To cite this document: Arthur Ahimbisibwe Robert Y Cavana Urs Daellenbach , (2015),"A contingency fit model of critical success factors for software development projects", Journal of Enterprise Information Management, Vol. 28 Iss 1 pp. 7 -33 Permanent link to this document: http://dx.If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -While the choices available for project management methodologies have increased significantly, questions remain on whether project managers fully consider their alternatives. When project categorization systems and criteria are not logically matched with project objectives, characteristics and environment, this may provide the key reason for why many software projects are reported to fail to deliver on time, budget or do not give value to the client. The purpose of this paper is to identify and categorize critical success factors (CSFs) and develop a contingency fit model contrasting perspectives of traditional plan-based and agile methodologies. Design/methodology/approach -By systematically reviewing the previous literature, a total of 37 CSFs for software development projects are identified from 148 articles, and then categorized into three major CSFs: organizational, team and customer factors. A contingency fit model augments this by highlighting the necessity to match project characteristics and project management methodology to these CSFs. Findings -Within the three major categories of CSFs, individual factors are ranked based on how frequently they have been cited in previous studies, overall as well as across the two main project management methodologies (traditional, agile). Differences in these rankings as well as mixed empirical support suggest that previous research may not have adequately theorized when particular CSFs will affect project success and lend support for the hypothesized contingency model between CSFs, project characteristics and project success criteria. Research limitations/implications -This research is conceptual and meta-analytic in its focus...

Identifying the Critical Success Factors and Their Relevant Aspects for Renewable Energy Projects; An Empirical Perspective

“…Although there are a number of publications on critical success factors of projects (Ahimbisibwe et al 2015;Bayiley, Teklu 2016;Chou, Pramudawardhani 2015;Cserhati, Szabo 2014;Ika, Donnelly 2017;Osei-Kyei, Chan 2015;Liu et al 2014;Marzagão, Carvalho 2016;Mukhtar et al 2017;Pal et al 2017;Ribeiro et al 2017;Shen et al 2017;Williams 2016;Xavier et al 2017;Yalegama et al 2016;Yamin, Sim 2016;Zou et al 2014), none of these studies focus comprehensively on this aspect of renewable energy projects, particularly in Pakistan's renewable power projects. The main emphasis of present research is placed on the identification of success factors and then prioritization of most critical factors contributing towards the success of renewable energy projects.…”

Fatores Críticos em Projetos de Desenvolvimento de Software

“…Tendo em vista a importância das informações resultantes é necessário que, os SI automatizados apresentem disponibilidade e confiabilidade, ou seja, a probabilidade de operar com sucesso, de acordo com as especificações, em um determinado momento e a probabilidade de operar sem apresentar defeitos, sob certas condições, em um determinado intervalo de tempo (Pfleeger, 2004, p. 330 Verner et al (2008) [7] Ahimbisibwe et al (2015) [11] Standish Group (2014) [3] Sweis (2015) [8] Marques et al (2013) [12] Rukshan e Mangala (2010) [4] Sudhakar (2012) [9] Kappelman et al (2006) [13] Nasir e Sahibuddin (2011) [5] Kouzari et al (2015) [14] Hashim et al (2013) Fonte: Müller e Dal Forno (2016 Ao constatarem que, muitos fatores citados na literatura como fatores críticos de sucesso, também eram citados na literatura como fatores críticos de fracasso, os autores propuseram a não divisão em fatores críticos de sucesso e em fatores críticos de falhas, mas apenas a existência de fatores críticos, os quais, de acordo com a atenção e o tratamento que lhes forem dispensados, poderão levar os resultados de projetos de desenvolvimento de software a ser um sucesso, contestados ou fracassados. Entendimento este sintetizado na Figura 1.…”

“…Ahimbisibwe et al (2015) argumenta que, embora considerando as contribuições de pesquisas anteriores, não existe um amplo consenso sobre os fatores críticos e que, de acordo com a perspectiva de risco utilizada os estudos podem ter identificado fatores críticos semelhantes, mas utilizado nomenclaturas diferentes.…”

The amorphous nature of agile: no one size fits all

“…Much of that literature has been devoted to the factors that make agile successful. For example, agile success requires strong executive support and committed managers (Chow and Cao 2008;Ahimbisibwe, Cavana and Daellenbach, 2015). Success requires managers to shift from command-and-control to leadership-and-collaboration (Nerur, Mahapatra, and Mangalaraj 2005;Conboy, Coyle, Wang and Pikkarainen, 2011).…”