The Influence of Checklists and Roles on Software Practitioner Risk Perception and Decision-Making

Keil, Mark; Li, Lei; Mathiassen, Lars; Zheng, Guangzhi

doi:10.1109/hicss.2006.474

Cited by 8 publications

(16 citation statements)

References 22 publications

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“…IT project risk management is widely regarded as a means of improving the success rate on IT projects (Schmidt et al, 2001). Prior literature on IT project risk has focused on six areas: (1) identifying risk factors and components of risk (McFarlan, 1981;Barki et al, 1993;Neumann, 1995;Keil et al, 1998;Lyytinen et al, 1998;Ropponen & Lyytinen, 2000;Schmidt et al, 2001;Wallace et al, 2004); (2) methods and techniques for risk assessment (Tiwana & Keil, 2004;Cuellar & Gallivan, 2006;Costa et al, 2007); (3) frameworks for risk management (Boehm, 1991;Fairley, 1994;Powell & Klein, 1996); (4) the relationship between risk and project performance (Nidumolu, 1995;Jiang & Klein, 1999;Na et al, 2004;Wallace et al, 2004;Han & Huang, 2007;Na et al, 2007); (5) exploring risk mitigation strategies to improve project performance (Alter & Ginzberg, 1978;Keil et al, 1998;Barki et al, 2001;Bahli & Rivard, 2003;Jiang & Klein, 2004;Iversen et al, 2004;Taylor, 2006); and (6) understanding risk perceptions (Keil et al, 2002;Camprieu et al, 2007;Keil et al, 2008).…”

Section: B a C K G R O U N Dmentioning

confidence: 99%

Comparing senior executive and project manager perceptions of IT project risk: a Chinese Delphi study

Liu¹,

Zhang²,

Keil³

et al. 2010

Information Systems Journal

123

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The success rate for information technology (IT) projects continues to be low. With an increasing number of IT projects in developing countries such as China, it is important to understand the risks they are experiencing on IT projects. To date, there has been little research documenting Asian perceptions of IT project risk. In this research, we examine the risks identified by Chinese senior executives (SEs) and project managers (PMs), and compare these two groups. The importance of top management support in IT projects is well documented. Prior research has shown that from the perspective of IT PMs, lack of support from SEs is the number one risk in IT projects. Surprisingly, senior executives' perceptions towards IT project risk have never been systematically examined. One reason why lack of support from senior executives continues to represent a major risk may be that senior executives themselves do not realize the critical role that they can play in helping to deliver successful projects. In this study, we use the Delphi method to compare the risk perceptions of senior executives and project managers. By comparing risk factors selected by each group, zones of concordance and discordance are identified. In terms of perceived importance ascribed to risk factors, PMs tend to focus on lower-level risks with particular emphasis on risks associated with requirements and user involvement, whereas SEs tend to focus on higherlevel risks such as those risks involving politics, organization structure, process, and culture. Finally, approaches for dealing with risk factors that are seen as important by both SEs and PMs are provided.

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Section: B a C K G R O U N Dmentioning

confidence: 99%

Comparing senior executive and project manager perceptions of IT project risk: a Chinese Delphi study

Liu¹,

Zhang²,

Keil³

et al. 2010

Information Systems Journal

123

View full text Add to dashboard Cite

show abstract

“…Studies on both normative and experiential knowledge refer to the causes of undesired events (e.g., project characteristics such as complexity) as risk sources (Powell & Klein, 1996), risk items (Boehm, 1991;Keil, Li, Mathiassen, & Zheng, 2008), or risk factors (Barki et al, 1993). A risk response is a project management activity enacted to deal with specific risk sources or undesired events.…”

Section: Delineation Findings: What Did We Learn From Each Body Of Knmentioning

confidence: 99%

“…One can measure uncertainty using direct indicators; yet to estimate uncertainty formatively, which is more common, a composite of multiple risk sources is used (e.g., Barki et al, 2001). Because formative measurement provides a rich and actionable understanding of a construct, the literature has developed several checklists of risk sources and events in IT projects (e.g., Barki et al, 1993;Keil et al, 2008;Lyytinen et al, 1998;Schmidt et al, 2001). While some lists are generic to most IT projects (e.g., Schmidt et al, 2001), others are tailored to specific project types such as ERP (e.g., Ehie & Madsen, 2005) or specific countries (e.g., Mursu, Lyytinen, Soriyan, & Korpela, 2003).…”

Section: Figure 2 -A Synthesis Of the Conceptualizations And Operatiomentioning

confidence: 99%

“…Those studies suggest that the normative knowledge-based prescribed tools and techniques (e.g., risk checklists) have some impact (P1) on the risk perceptions of ITPMs; they influence novice ITPMs but not experts (Keil et al, 2008). Researchers have examined the impact of other antecedents on risk perceptions.…”

Section: Figure 6 ⎼ a Synthesized Variance Model Of Bok2 Studies Of Imentioning

confidence: 99%

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Sublating Tensions in the IT Project Risk Management Literature: A Model of the Relative Performance of Intuition and Deliberate Analysis for Risk Assessment

Moeini¹,

Rivard²

2019

JAIS

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Article (Accepted Version)http://sro.sussex.ac.uk Moeini, Mohammad and Rivard, Suzanne (2018) Sublating tensions in the IT project risk management literature: a model of the relative performance of intuition and deliberate analysis for risk assessment. AbstractThe information technology (IT) project risk management literature comprises two dominant but diverging bodies of knowledge: the normative and the experiential. We conducted a threestep dialectical review of this literature with the aim of creating a bridging body of knowledge. In the first step, delineation, we synthesize the overarching variance and process explanations in each body of knowledge and motivate the examination of their divergences. In the second step, contrastation, we perform a dialectical interrogation of these bodies to articulate their key assumption-level tensions. We elaborate on the most prominent tension between the two bodies, namely, the relative performance of intuition and deliberate analysis for project risk assessment.In the third step, sublation, we propose a theoretical model that resolves this tension. Anchored in both bodies of knowledge and drawing from managerial decision-making research, the model proposes that the relative performance of intuition depends on characteristics of the IT project manager (project-specific expertise), the project (risks' temporal complexity and risks' structural complexity), and the project's organizational environment (e.g., stakeholders' involvement in risk management, methods-using pressures). Moreover, the model posits that project-specific expertise moderates all the other effects. Building on the bridging knowledge insights from this model, we discuss how researchers can design interventions to increase project managers' use of deliberate analysis when it is expected to outperform intuition or to encourage reliance on intuition when it is likely to outperform deliberate analysis.This resulted in identifying 268 papers (Table 1). We then read the abstracts, introductions, and conclusions of these papers and included those that focused on: (1) ITPMs, as they have risk management as part of their function (PMI, 2013); (2) in-house-not outsourced-IT projects, to limit the variation on the nature of risk management and the role of ITPMs; and (3) project risks,

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“…The number and the nature of risk factors vary from one study to another. These studies were summarized in [3] and [4]. As for the second approach, it uses models that describe key project management processes and a scale by which maturity is assessed.…”

Section: Introductionmentioning

confidence: 99%

Project management trends in IS development: A study of the IT sector in China

Benslimane

Yang

2008

2008 IEEE International Conference on Industrial Engineering and Engineering Management

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Focusing on formal project management initiatives (PMIs) in the information technology (IT) sector in China, this paper first examines possible differences in perception about such PMIs between IT professionals who were exposed to their implementation and those who weren't. This part of the investigation is based on an adaptation of Rogers' theory of diffusion of innovations. Second, this paper examines the implementation of PMIs and their possible effect on IT projects. This part of the investigation focuses on "inside" project management risks and performance. Findings from a survey of 82 senior IT professionals show some differences in perception between the two groups of respondents. Findings show also that organizations that have implemented PMIs tended to better control the "inside" risks related to the management of IT projects and to report higher performance levels on such projects. The implications for research and practice are discussed.

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The Influence of Checklists and Roles on Software Practitioner Risk Perception and Decision-Making

Abstract: Abstract

Cited by 8 publications

References 22 publications

Comparing senior executive and project manager perceptions of IT project risk: a Chinese Delphi study

Comparing senior executive and project manager perceptions of IT project risk: a Chinese Delphi study

Sublating Tensions in the IT Project Risk Management Literature: A Model of the Relative Performance of Intuition and Deliberate Analysis for Risk Assessment

Project management trends in IS development: A study of the IT sector in China

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