Why software projects escalate: The importance of project management constructs

Keil, Mark; Rai, Arun; Mann, Joan; Zhang, G.P.

doi:10.1109/tem.2003.817312

Cited by 93 publications

(54 citation statements)

References 17 publications

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“…Overall, participants rated longer projects higher than shorter projects. For over 25 years, IT researchers have recognized the relationship between project size, risk, and outcome (Gopal et al 2003;Keil et al 2003;Keil and Montealegre 2000;McFarlan 1981;Wallace et al 2004). In general, prior research has found that longer projects are riskier and have lower success rates than shorter projects (Jones 1994).…”

Section: Participants' Project Ratingsmentioning

confidence: 99%

A US Client's Learning from Outsourcing IT Work Offshore

Rottman¹,

Lacity²

2009

Information Systems Outsourcing

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Based on 45 interviews and significant documentation, we explore the offshore outsourcing experiences of a US-based biotechnology company. This company offshore outsourced 21 IT projects to six suppliers in India. Senior managers and the official documents from the Program Management Office consistently reported that offshore outsourcing was successful in reducing the company's IT costs. But interviews with knowledgeable participants actually managing the projects suggest that many projects were not successful in meeting cost, quality, and productivity objectives. We found evidence that this company's offshore strategy to simply replace domestic contractors with cheaper, offshore suppliers was a poor fit with its social and cultural contexts. Specifically, we found that strong social networks between the company's internal IT employees and domestic contractors were not easily replicated with offshore suppliers. Furthermore, the internal project management processes were often incompatible with offshore suppliers' processes. This paper also analyzes seven project characteristics that differentiate highly-rated projects from poorly-rated projects. These project characteristics are type of IT work, size of supplier firm, location of supplier employees (onsite/offshore), dollar value of the contract, duration of the project, timing of the project, and client unit managing the project. The paper concludes with four overall insights for clients and suppliers.

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Section: Participants' Project Ratingsmentioning

confidence: 99%

A US Client's Learning from Outsourcing IT Work Offshore

Rottman¹,

Lacity²

2009

Information Systems Outsourcing

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“…Project problems take place mainly because of the absence of a PM process (Keil et al, 2003), resulting in a narrow control over project restrictions (The Standish Group, 2013). The adoption of a PM process may be aided by the usage of a PM tool (Fabac et al, 2010).…”

Section: Introductionmentioning

confidence: 99%

“…However, there are a wide variety of PM tools, and most of them are not suitable for teaching, complicating the learning of their usage (PMI, 2013; Keil et al, 2003). For instance, some PM tools demand an initial effort to setup the environment and to learn about its usage, thus being rejected by some students As an attempt to improve this scenario, some research (Reid and Wilson, 2007;Gregoriou et al, 2010) has identified that MS-Project is the most adopted PM tool for teaching.…”

Section: Introductionmentioning

confidence: 99%

An Evaluation of the Challenges of Multilingualism in Data Warehouse Development

Dediź

Stanier

2016

Proceedings of the 18th International Conference on Enterprise Information Systems

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ICEIS 2016 received 257 paper submissions from 42 countries in all continents, which makes it one of the largest conferences in the World in the area of Information Systems, thus demonstrating the success and global dimension of this conference. From these, 42 papers were selected for publication and presentation at the Conference as full papers. These numbers, leading to a full-paper acceptance ratio of 16%, show the intention of preserving a high quality forum for this conference, a quality that we intend to maintain in the future, for the next editions of this conference.The high number and high quality of the received papers imposed difficult choices in the selection process. To evaluate each submission, a double blind paper review was performed by the Program Committee, whose members are highly qualified researchers in ICEIS topic areas.All presented papers will be available at the SCITEPRESS Digital Library and will be submitted for indexation by Thomson Reuters Conference Proceedings Citation Index (ISI), INSPEC, DBLP, EI (Elsevier Index) and Scopus.Additionally, a short list of presented papers will be selected to be expanded into a forthcoming book of ICEIS 2016 Selected Papers to be published by Springer in the LNBIP Series.The technical program of the conference included a panel and 4 invited talks delivered by internationally distinguished speakers, namely: Claudia Loebbecke (University of Cologne, Germany), Sergio Gusmeroli (TXT e-solutions SPA, Italy), Wil Van Der Aalst (Technische Universiteit Eindhoven, Netherlands) and Jan Vom Brocke (University of Liechtenstein, Liechtenstein). Their participation positively contributes to reinforce the overall quality of the Conference and to provide a deeper understanding of the fields addressed by the conference.Moreover, ICEIS 2016 had a Doctoral Consortium on Enterprise Information Systems and 1 tutorial. We are thankful to the Conference Co-chairs (Olivier Camp and José Cordeiro) and Program Co-chairs (Slimane Hammoudi, Leszek Maciaszek and Michele M. Missikoff) for their dedication and hard work in organizing these events.We sincerely thank all the authors for their submissions and participation in ICEIS 2016. Furthermore, we would like to thank all the members of the program committee and reviewers, who helped us with their expertise, dedication and time. We would also like to thank the invited speakers for their excellent contribution in sharing their knowledge and vision and the workshop/special session chairs whose collaboration with ICEIS 2015 was much appreciated. Finally, we gratefully acknowledge the professional support of the ICEIS 2016 team for all organizational processes. XIIIWe hope that all colleagues find this a fruitful and inspiring conference. We hope to contribute to the development of the Enterprise Information Systems community and look forward to having additional research results presented at the next edition of ICEIS, details of which are available at http://www.iceis.org. Slimane Hammoudi University of Cologne, GermanyAbstract:...

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“…This paper reports on how the overload could happen. There are many studies on systems that fail or vastly exceed the budget and deadline [1,2,3,4,5,6,7,17], but the explanations are usually on a high level, such as poor project management, lack of senior management support, or lack of user involvement. Poor project management doesn't directly create a disaster.…”

Section: Introductionmentioning

confidence: 99%

Why the Electronic Land Registry Failed

Lauesen

2012

Lecture Notes in Computer Science

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Abstract. [Context and motivation]In 2009 Denmark got a compulsory IT system for Land Registration of ownership. It soon created a national disaster because selling houses and getting mortgages might take months, rather than a couple of days. In this period, house owners had to pay a much higher interest rate. [Question/problem] The press claimed it was yet another IT failure, but actually the IT system worked as intended. What was the real cause? [Principal ideas/results] The visible problem was overloaded staff in the Registry Office, but behind this were optimistic estimates of human performance, lack of usability, insufficient user interface requirements, unrealistic SOA requirements, immature risk analysis, and other factors.[Contribution] This paper shows details of the requirements, what went wrong, and what could have been done, e.g. early design of the user interface and giving the supplier more influence on the architecture.

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Why software projects escalate: The importance of project management constructs

Cited by 93 publications

References 17 publications

A US Client's Learning from Outsourcing IT Work Offshore

A US Client's Learning from Outsourcing IT Work Offshore

An Evaluation of the Challenges of Multilingualism in Data Warehouse Development

Why the Electronic Land Registry Failed

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