Knowledge-Based Risk Management framework for Information Technology project

Alhawari, Samer; Karadsheh, Louay; Talet, Amine Nehari; Mansour, Ebrahim

doi:10.1016/j.ijinfomgt.2011.07.002

Cited by 155 publications

(99 citation statements)

References 39 publications

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“…Several research results indicate that poor risk management is a likely cause of project problems and failures. "Risk management is an essential process for the successful delivery of IT projects" [9,10]. The body of research examining risk in IT projects spans over 30 years.…”

Section: Project Risk Managementmentioning

confidence: 99%

Effects of Risk Management Practices on IT Project Success

Pimchangthong

Boonjing

2017

Management and Production Engineering Review

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Successful management of an information technology (IT) project is the most desirable for all organisations and stakeholders. Many researchers elaborated that risk management is a key part of project management for any project size. Risk management is so critical because it provides project managers with a forward-looking view of both threats and opportunities to improve the project success. The objectives of this research are to explore organisational factors affecting IT project success and risk management practices influencing IT project success. Risk management practices include risk identification, risk analysis, risk response planning, and risk monitoring and control. The IT project success is measured by process performance and product performance. Data are collected from 200 project managers, IT managers, and IT analysts in IT firms through questionnaires and analysed using Independent Sample t-test, One-way ANOVA, and Multiple Linear Regression at the statistical significance level of 0.05. The results show that the differences in organisational types affect IT project success in all aspects, while the differences on organisational sizes affect IT project success in the aspect of product performance and total aspects. Risk identification and risk response planning influence the process performance and the total aspects of IT project success. Risk identification has the highest positive influence on product performance, followed closely by risk response, while risk analysis negatively influences product performance.

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Section: Project Risk Managementmentioning

confidence: 99%

Effects of Risk Management Practices on IT Project Success

Pimchangthong

Boonjing

2017

Management and Production Engineering Review

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“…Relationship between Risk Management Practice and Project Success One of the factors that affect project success is risk (Alhawari et al, 2012;Bhatia & Kapoor, 2011;Ropponene & Lyytinen, 2000;Royer, 2000) and risk management is pointed as an important crucial basis that contributes to project success (Boehm, 1991;Samad & Ikram, 2006;Silva et al, 2012;Pu, 2011;Teller & Kock, 2013). In this study, cross tabulation of risk management practice versus project success (illustrated in Table 1 below) shows that none of the projects to which no risk management was applied succeeded, and 5 of the 30 projects to which risk management was included succeeded.…”

Section: 3mentioning

confidence: 99%

“…However, the success of Information Technology projects may be affected by multiple factors, inhibiting them from achieving their objectives and bringing the aspired change. One of the factors that affect project success is risk (Alhawari et al, 2012;Bakker et al, 2010;Bhatia & Kapoor, 2011;Boehm, 1991).…”

Section: Introductionmentioning

confidence: 99%

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Software Project Risk Management Practice in Ethiopia

Teklemariam

Mnkandla

2017

E J Info Sys Dev Countries

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In a country like Ethiopia, where information and communication systems are in the early stage of development, software projects may face several challenges. Risk is one of the factors that challenges project performance, and even causes failure. Risk management helps project managers to control the effect of risks. However, risk management appears to be the least practiced component of project management. To help understand the software risk management practice in the developing countries (DC) context, this study explores the risk management practice of Ethiopian software projects. It also investigates the level of adoption of formal risk management models and which steps are included in the ad-hoc risk management exercise. Finally, it looks into the relationship between risk management practice and project success. We conducted a survey of 45 banks, insurance companies and United Nations agency offices in Addis Ababa, Ethiopia. In this study, a very low rate of application of formal risk management models was observed. We observed a different perception of risk management whereby only watching projects to see if any risks occur during implementation without performing risk identification and mitigation or response plan was considered as a risk management practice by project managers. It was also found that some project managers were not able to confidently tell whether risk management processes have taken place in the projects they manage.

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“…Furthermore, the use of information that is generated by a project may be related to the knowledge management practice of the organizations concerned, where knowledge management practice in conjunction with ICT application can result in improved performance of projects in regard to schedule and cost success as well as quality and safety (Yang, Chen, & Wang, 2012). The availability of data and information within projects is important and when processed such knowledge will be needed to support a number of project management processes, such as risk management (Alhawari, Karadsheh, Talet, & Mansour, 2012). In other studies, research on the automotive sector has highlighted how establishing communities of practice (i. e., working groups that have common interests) can help support project knowledge management (Johansson, Moehler, & Vahidi, 2013).…”

Section: Literature Reviewmentioning

confidence: 99%

Applying an Integrated Systems Perspective to the Management of Engineering Projects

Philbin¹

2015

Front. Eng

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Engineering projects can be subject to significant complexity, which may result in a number of issues and challenges that need to be addressed throughout the project life-cycle. Traditionally projects have been viewed according to the so called "iron triangle," i. e., achievement of project milestones according to schedule, cost and quality targets. While these targets are fundamentally important to the performance of engineering projects, it is possible to view projects on a systemic level in order to allow an adequate focus on all the underpinning factors that have the potential to influence the performance of projects. Consequently, a management framework has been developed that is based on an integrated systems perspective of engineering projects, where the performance of projects is a function of six contributing sub-systems that are: process, technology, resources, knowledge, culture and impact.

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Knowledge-Based Risk Management framework for Information Technology project

Cited by 155 publications

References 39 publications

Effects of Risk Management Practices on IT Project Success

Effects of Risk Management Practices on IT Project Success

Software Project Risk Management Practice in Ethiopia

Applying an Integrated Systems Perspective to the Management of Engineering Projects

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