The importance of management practices in IS project performance

Abstract

Purpose -The literature on software project management is extended into the broader domain of large-scale IS management by studying enterprise-wide system upgrade projects. In particular; examines the role that the intervention of project management practices (formal project methodologies and outsourcing) play in large and/or complex IS projects, which result in good project performance. Design/methodology/approach -A survey instrument was completed by 449 information systems managers about a specific upgrade project. The primary analytical approach used was structural equation modeling (SEM). Findings -It was found that neither project complexity nor project size are good indicators of meeting a project's target date. Large projects that adopted formal project management practices were more probable to meet the project target date. Projects with a high degree of complexity which involved outsourcing and adopted formal project management practices, were more likely to meet the project target date. Practical implications -Clearly, the message to managers of IS projects is to establish a project methodology, especially in large, enterprise-wide projects, and when some degree of outsourcing is required.Research limitations/implications -Future research should consider additional measures of performance such as cost, end-user satisfaction and business value. Originality/value -Much had been written in the literature about how large, complex IT projects have high failure rates. Our study provides conclusive evidence that, the greater the degree of methodology implementation, the greater the chance for meeting the project's target date. Prior to this research, this had not been explicitly shown in the research literature.

Insights of project managers into the problems in project management

“…The Delphi panel's view concerning the increased need for PMBoK type skills as project size increases confirms the work of other researchers (Gowan Jr. and Mathieu, 2005; Papke-Shields, Beise and Quan, 2010) who concluded that larger more complex projects were more likely to use more comprehensive control systems. This increased use is presumably because the managers of such projects rated the need for them as more important.…”

Assessing value of customer involvement in engineered-to-order shipbuilding projects using fuzzy set and rough set theories

“…Art Gowan Jr and Mathieu (2005) revealed that project complexity did not have a direct effect on target date of project completion. Peled and Dvir (2012) proposed a theoretical contingency model for the effect of customer involvement on project success, moderated by project complexity.…”

A case study of project management practices in virtual settings

“…Each of the three points in time corresponded to a major interim deliverable deadline: 1) data model, 2) database design, and 3) final deliverable, which encompassed the database implementation and project debriefing, described below. Project Management (PM) provides self-directed teams with methods for structuring the workflow necessary to complete the team's task (Gowan & Mathieu, 2005;Chiocchio, 2007); these practices increasingly substitute for some traditional leadership functions. Prior research has identified a variety of internal and external factors that affect project team processes and outcomes as they move from project initiation to project completion.…”