Information systems project failure – analysis of causal links using interpretive structural modelling

Abstract

The analysis of the root causes of information Systems (IS) project failure has been the subject of intense scrutiny for some time within industry and the academic community. Researchers have developed various models, notions of failure and categorizations to succinctly classify project failure into a set of key factors for organizations and project managers to focus on in their attempts to avoid failure. This study incorporates a technique titled: Interpretive Structural Modelling (ISM) as the methodology to formalize the relationships between the selected failure factors. This approach is positioned as a mechanism that can yield greater insights into the relationships between the factors surrounding project failure; thereby developing a better understanding of how these relationships can have a bearing on project outcomes. The findings identify key driving variables that are presented as having significant impact on the other factors within the model. A number of variables are also identified as being heavily dependent on other connected factors highlighting that a failure in one or more of these connected factors; is likely to result in a failure in one or more of the dependent factors unless timely steps are taken to address these key issues. This research details a number of practical implications for senior management and project managers as well as the academic community. These considerations form an underlying thread within this study as specific practice related implications are highlighted and discussed throughout the study.

Impact of internet of things (IoT) in disaster management: a task-technology fit perspective

“…This provides the room for future work of expanding the scope of the approach employed in this research to incorporate the technology adoption aspects and models (see for example, Dwivedi et al 2017a, b;Rana and Dwivedi 2015;Rana et al 2016Rana et al , 2017. This is particularly important as a large number of IS/IT projects fail (Dwivedi et al 2014;Hughes et al 2016Hughes et al , 2017 due to lack of adoption and use of technologies and/or applications in question.…”

Barriers to the Development of Smart Cities in Indian Context

“…This could provide a useful prescription for policymakers to implement in addition to consideration of this research. Moreover, the researchers could also consider implementing ISM methodology (Al-Muftah et al 2018;Dwivedi et al 2017a;Hughes et al 2016;Janssen et al 2018) to understand the driving and dependent barriers. The citizens are one of the most important stakeholders of such developments.…”

“…The citizens are one of the most important stakeholders of such developments. Hence, in order to avoid resistance from stakeholders and failure of such initiatives Hughes et al 2016Hughes et al , 2017, the perceptions of citizens and government employees towards various aspects of smart cities should also be explored by utilising established theories and models (see for example, AlAlwan et al 2017;Dwivedi et al 2011aDwivedi et al , 2011bDwivedi et al , 2013Dwivedi et al , 2016Dwivedi et al , 2017bDwivedi et al , 2017cHossain and Dwivedi 2014;Kapoor et al 2014aKapoor et al , 2014bKapoor et al , 2015Rana and Dwivedi 2015;Rana et al 2015aRana et al , 2015bRana et al , 2016Rana et al , 2017Shareef et al 2011Shareef et al , 2016aShareef et al , 2016bShareef et al , 2017Sinha et al 2017;Slade et al 2015;Veeramootoo et al 2018;Weerakkody et al 2013Weerakkody et al , 2017) from information systems and electronic government domains.…”

Pre-implementation failure of information systems in public universities in Kenya: A case study of Moi University, Kenya

“…Ten out of 18 (56%) respondents suggested that challenged IS projects registered increasingly slow progress as issues were postponed and deadlines were not strictly adhered to. This issue of scope and adherence to deadlines has featured in other projects (Hughes et al, 2016). One of our interviewees pointed out that:…”