Toward More Successful Project Management

Kanter, Jerome; Walsh, John

doi:10.1201/1078/44118.21.2.20040301/80417.3

Cited by 16 publications

(12 citation statements)

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“…On the other hand, define and declare functional requirements and control changes, develop realistic project schedules, match skills to needs at the proper time, know and respond to the "real" status of the project, establish and control the performance of the contractors are project success factors [3].…”

Section: G Consultantsmentioning

confidence: 99%

The sources of success and failure of information technology projects: Project managers’ perspective

Imamoglu

Gözlü

2008

PICMET '08 - 2008 Portland International Conference on Management of Engineering &Amp; Technology

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Although the causes for information technology (IT) project success and failure have been the subject of many studies, there has been relatively little attention given to how individuals attribute IT project success and failure. The purpose of this research is to determine how project managers attribute IT project success and failure. A questionnaire form was designed for study in this research and mailed to the 500 major manufacturing enterprises, ranked with respect to their sales from production in the year 2006, published by Istanbul Chamber of Industry. The questionnaire consists of three sections. The background information section addresses issues such as respondent's gender, age band, main job responsibility, the length of employment time; and organization's type, estimated annual turnover, number of employees, etc. The project failure section addresses issues such as involvement of the respondent, size and importance of the project, project failure reasons such as going over budget, going over time allocated, having no great organizational benefits, having low user satisfaction, etc. The project success section addresses issues such as involvement of the respondent, size, and importance of the project. Project success reasons such as staying within budget, staying within time allocated, having great organizational benefits, having high user satisfaction, etc. are studied.

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Section: G Consultantsmentioning

confidence: 99%

The sources of success and failure of information technology projects: Project managers’ perspective

Imamoglu

Gözlü

2008

PICMET '08 - 2008 Portland International Conference on Management of Engineering &Amp; Technology

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“…A large number of IS implementation studies have tried to identify factors that are related to IS implementation success and failure in general (e.g. Burke et al, 2001;Poon & Wagner, 2001;Somers & Nelson, 2001;Umble et al, 2003;Kanter & Walsh, 2004), and in particular ERP systems in China (Reimers, 2001;Martinsons, 2004). They use independent, control variables which are statistically associated with dependent variables, i.e.…”

Section: Factor Studiesmentioning

confidence: 99%

The process of enterprise resource planning implementation and business process re‐engineering: tales from two Chinese small and medium‐sized enterprises

Newman¹,

Yu²

2008

Information Systems Journal

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Using an innovative process model, we describe and analyse the process of introducing enterprise resource planning (ERP) systems in two Chinese small and medium-sized enterprises and especially their decisions concerning business process re-engineering. First we compared the results from our cases with Martinsons' earlier work (2004). One case seemed to fit most of the characteristics of a private venture (PV) whereas the other case, also a PV, had a very low degree of fit. We used the process model to offer further insights and features such as its predictive power. Second, and as predicted, we also observed the differential role of top management support in the two Chinese companies. But thirdly, and somewhat surprisingly, we found that cultural issues were only of limited importance. Finally, the ability of the project team to deal with unexpected events was seen as critical in ensuring the stability of a project. In contrast, project drift is shown to lead to a degree of chaos. We offer some suggestions as to how stakeholders can improve their chances of implementing ERP systems more successfully.

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“…These negative consequences are by no means comprehensive, but serve as the drive for continuous inquiry and research into IS failures. Very often the research into this field results in the identification of numerous factors contributing to failures, however, success factors are also identified [17], [29], [23], [36]. The Standish Group"s findings in their "Chaos" reports on successes, failures and challenges over a number of years are also often reported upon [16], [22], [34].…”

Section: Introductionmentioning

confidence: 99%

Using innovative approaches when analyzing information systems IS failure stories

Drevin¹

2017

Fifth International Conference on Advances in Social Science, Management and Human Behaviour - SMHB 2017

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We are living and functioning in an ever-changing environment where technology plays a big rolein businesses and in individuals' lives. Often information systems have to support a variety of these functions. However, failures within these systems are evident and often reported on. In this paper, certain results of a study are discussed where case histories were investigated in which IS stakeholders were asked to share their experiences concerning the development and use of an Information System (IS). They shared stories from their own perspective and context within the organization, focusing on failure situations. These narratives were analyzed making use of three approaches and taking into account the views of multipleuser groups. The contribution of this work was to use a multiperspective lens in order to gain insight into different users' experiences, to interpret the complexity of the situation, and to listen to the often small voices of lower level users. The benefit of using multiple analysis approaches is improved sense making using the accounts of users in innovative and diverse ways and in doing so central elements can be focused upon when new systems are developed.

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Toward More Successful Project Management

Cited by 16 publications

References 0 publications

The sources of success and failure of information technology projects: Project managers’ perspective

The sources of success and failure of information technology projects: Project managers’ perspective

The process of enterprise resource planning implementation and business process re‐engineering: tales from two Chinese small and medium‐sized enterprises

Using innovative approaches when analyzing information systems IS failure stories

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Toward More Successful Project Management

Cited by 16 publications

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The sources of success and failure of information technology projects: Project managers&#x2019; perspective

The sources of success and failure of information technology projects: Project managers&#x2019; perspective

The process of enterprise resource planning implementation and business process re‐engineering: tales from two Chinese small and medium‐sized enterprises

Using innovative approaches when analyzing information systems IS failure stories

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The sources of success and failure of information technology projects: Project managers’ perspective

The sources of success and failure of information technology projects: Project managers’ perspective