Identifying Critical Success Factors for Information Technology Projects with an Analytic Hierarchy Process

Gumay, Luthfi Azizi; Purwandari, Betty; Raharjo, Teguh; Wahyudi, Alfi; Purwaningsih, Mardiana

doi:10.1145/3379310.3379326

Cited by 15 publications

(11 citation statements)

References 15 publications

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“…The identification of the five clusters was further verified by their relationships with project management success. Specifically, the literature has confirmed the associations between project management success and project human resources management (Belout, 1998;Chan et al, 2009;De Silva et al, 2008;Fitz-Enz, 1984;Kaming et al, 1997;Ogwueleka, 2013;Pinto and Prescott, 1988;Pinto and Slevin, 1987;Pryke and Smith, 2006;Silva et al, 2015;Somers and Nelson, 2001;Spalek, 2005;Toor and Ogunlana, 2008;Ugwu et al, 2016;Ulrich, 1987;Yudhistyra et al, 2020), project design package (Chan and Kumarasamy, 1997;Chan and Yeong, 1995;Flyvbjerg et al, 2003Flyvbjerg et al, , 2004KPMG, 2012;Limodio, 2011;Mohamed, 2001;Ogwueleka, 2013;PWC, 2018;Spalek, 2005;Stasinopoulos et al, 2009;Toor and Ogunlana, 2008), project management efficiency (Aneesha and Haridharan, 2017;Ashley et al, 1987;Belassi and Tukel, 1996;Cleland, 1984;Cooke-Davies, 2014;De Silva et al, 2008;Dong et al, 2004;Dvir et al, 2006;Gumay et al, 2020;Haron et al, 2017;…”

Section: Conclusion Discussion and Implicationsmentioning

confidence: 99%

Key Components and Critical Success Factors for Project Management Success: A Literature Review

Herath

Chong

2021

OSCM: An Int. Journal

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This paper aims to comprehensively identify the key project components and their associated critical success factors (CSFs) contributing to project management success in the context of the construction industry. Although the CSFs have been documented in the literature, insofar there has been no attempt to consolidate them. An extensive search of literature was conducted on the Internet and publication databases using multiple keywords which include, inter alia, 'project management success', 'critical success factors in construction projects' and 'key project components'. As a result, this paper proposes five key project components (project human resources management, project design package, project management efficiency, project stakeholder management and project budget) and their unique CSFs contributing to project management success specifically for construction projects, along with some common CSFs such as top management support and commitment in terms of clear direction, communication, technical and skills development, as well as providing a conducive cultural work environment and friendly environmental factors which apply to all types of projects. The resulting outcomes fetch research and managerial implications which are detailed in the body of the paper.

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Section: Conclusion Discussion and Implicationsmentioning

confidence: 99%

Key Components and Critical Success Factors for Project Management Success: A Literature Review

Herath

Chong

2021

OSCM: An Int. Journal

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“…Step 3 -Expert Judgment: At this stage, expert interviews were conducted semi-structured based on SLR factors and criteria with six Project Managers and one Person in Charge (PIC) project monitoring. The selection of experts, according to [23], [24], is based on specialization in the project and the experience that has been supported by training. In this study, experts were involved in DGCE's core projects such as import, export, excise, manifest, shipment, or licensing.…”

Section: Methodsmentioning

confidence: 99%

The New Normal Strategy for Project Management in Directorate General of Customs and Excise

Pradipta

Pradnyana

Raharjo

2020

2020 3rd International Conference on Computer and Informatics Engineering (IC2IE)

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The Coronavirus Disease (COVID-19) pandemic in 2020 in Indonesia caused the Indonesian government to adopt New Normal as an adaptive step to mitigate the risk of the spread of COVID-19. The Directorate General of Customs and Excise (DGCE) as one of the government institutions participated in implementing the New Normal which affects the work patterns of employees, especially from project management. Based on interviews conducted, the implementation of the New Normal causes obstacles in project management in terms of time, cost, and performance. Therefore, top management wants to know what critical factors influence the success of a management project. This study conducted a Systematic Literature Review (SLR) and seven expert judgment to get an academic and practical view. From the results of the analysis, it is known that there are 22 critical success factors, five categories, and seven project management success criteria in DGCE with the New Normal condition.

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“…As proof of acceptance or rejection, the CR value must be less than or equal to 10 percent. If the CR value is more than 10 percent [27], then the decision is rejected, otherwise, the decision can be accepted.…”

Section: Ahpmentioning

confidence: 99%

Generation 4.0 of the programmer selection decision support system: MCDM-AHP and ELECTRE-elimination recommendations

Akmaludin¹,

Sihombing²,

Rinawati³

et al. 2023

IJAAS

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The industrial world in the era of generation 4.0 needs personnel related to human resources who can handle crucial problems, especially in terms of data digitalization. The purpose of this paper is to analyze the supporting criteria that can be used as a measure of programmer selection for the needs of the industrial world which can provide optimal decisions and pay attention to the use of multi-criteria that have different quantitative assessments such as criteria related to contradictory times in its application. The problem, in the industrial world, does not only require speed alone but requires professional staff who can transform into digital technology, digitalization technology is needed in terms of the data conversion and transferring process, so a programmer has an important role in changing favorable conditions because it requires a selection process to get the best professional from several programmers. The method that can be used in multi-criteria decision-making-analytic hierarchy process (MCDM-AHP) and <em>elimination et choix traduisant la realite</em> (ELECTRE) methods in the concept of elimination. This method is part of the MCDM, which uses eight criteria in the selection and evaluation process. The results obtained from several selected programmers produce several professionally selected people, and can be used as an optimal benchmark for the programmer selection and evaluation process with a long preference index stage through the elimination process, this provides evidence that the selection and evaluation process can determine decision making which is optimal for a select number of programmers that only a few have through the aggregate dominant matrices.

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Identifying Critical Success Factors for Information Technology Projects with an Analytic Hierarchy Process

Cited by 15 publications

References 15 publications

Key Components and Critical Success Factors for Project Management Success: A Literature Review

Key Components and Critical Success Factors for Project Management Success: A Literature Review

The New Normal Strategy for Project Management in Directorate General of Customs and Excise

Generation 4.0 of the programmer selection decision support system: MCDM-AHP and ELECTRE-elimination recommendations

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