Situational Incompetence: The Failure of Governance in the Management of Large Scale IT Projects

Carlton, Darryl; Peszynski, Konrad

doi:10.1007/978-3-030-04315-5_16

Cited by 3 publications

(1 citation statement)

References 40 publications

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“…It has been reported that software projects are plagued with high failure rates than other industries' projects [58]- [62]. Even today, the percentage of successful software projects is too low and a large number of software projects experience outright failure [63]. According to the recent Standish Group's CHAOS Report [64], 74% of the software projects studied between 2013 to 2017 failed to meet their scope, schedule, and budget.…”

Section: A Role Of Scope In Project Successmentioning

confidence: 99%

A Framework of Software Project Scope Definition Elements: An ISM-DEMATEL Approach

Hassan

Asghar

2021

IEEE Access

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Software project scope definition is complicated due to the diversity and magnitude of the information needed. An inadequate scope definition often results in project failure as it continues to emerge as the major cause of delays, changes/rework, and cost and schedule overruns. Literature mentions different tools and methods to verify, quantify, and control software scope definition. However, none of these methods and tools help in defining a complete scope. Since a well-defined scope in the early stages is a core ingredient for project success, therefore, previously we developed a method that includes 45 elements of the software project scope definition. Although these elements are noteworthy for project scope, some may influence others; and should be concentrated on more when defining the scope of the software projects. The objective of this present study is that it builds on our previous research and uses Interpretive Structural Modeling (ISM) to extract the interrelationships among the elements and Decision Making Trial and Evaluation Laboratory (DEMATEL) to determine the intensity of these relationships. Experts from academia and the software development industry were consulted to identify the relationships among the elements. ISM-DEMATEL approach indicates that the project manager's competence is the main driver. Further, requirements, stakeholders' expectations, cost estimates, project schedule, resource estimation, project summary, communication, consultation, top management support are among the most influential elements that are critical to focus on. Moreover, the findings of the study provide project managers with a better understanding of the elements and their interconnections thus, helping in achieving a better scope definition.INDEX TERMS Interpretive structural modeling (ISM), decision making trial and evaluation laboratory (DEMATEL), scope definition, scope elements, scope management, software projects.

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Section: A Role Of Scope In Project Successmentioning

confidence: 99%

A Framework of Software Project Scope Definition Elements: An ISM-DEMATEL Approach

Hassan

Asghar

2021

IEEE Access

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Which Organizational and Individual Factors Predict Success vs. Failure in Procurement Projects

Strang

2021

International Journal of Information Technology Project Management

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Project manager (PM) certification and other commonly-tested independent factors were deductively examined using logistic regression to develop an explanatory model of high-priced public procurement project success versus failure. Overall 59% were successful, and 41% failed. The model correctly classified 67.3% of the 2,692 projects, yielding a significant 12% effect size. Individual factors, PM experience, certification, and contractor quality, impacted performance, but contractor size, revenue, industry type, PM age, gender, and education had negligible effect on performance. Quality was in the opposite hypothesized direction. Certified PMs were more likely to achieve successful projects rather than encounter failures. Future research advice was offered.

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How Bias Impacted the Project Manager Decision to Not Terminate a Failing Project

Strang

Vajjhala

2022

International Journal of Information Technology Project Management

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Almost half of projects have failed globally during the last 50 years yet most studies in the literature review were inclusive. The research design was a robust repeated measures controlled experiment where the 16 participants received all treatments, which may be contrasted to a similar 4 x 4 factorial experiment with a control group (common in psychology or healthcare) resulting in a group size of only 4. All but the individual project manager (PM) factors were controlled, while primary demographic and behavior data were collected. PM’s were tested for competence using a risk management scenario, and given two manipulated conditions (a basic and a biased treatment). Since the organizational and project level factors were controlled, some individual level factors impacted the decision. PM’s with higher competence made better decisions, with a 22% effect size, when all other factors in the model were accounted for. Competent non-certified PM’s made better decisions as compared to certified incompetent PM’s.

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Situational Incompetence: The Failure of Governance in the Management of Large Scale IT Projects

Cited by 3 publications

References 40 publications

A Framework of Software Project Scope Definition Elements: An ISM-DEMATEL Approach

A Framework of Software Project Scope Definition Elements: An ISM-DEMATEL Approach

Which Organizational and Individual Factors Predict Success vs. Failure in Procurement Projects

How Bias Impacted the Project Manager Decision to Not Terminate a Failing Project

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