Journal articles: 'Information Systems Project'

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Varajão, João, António Trigo, José Luís Pereira, and Isabel Moura. "Information systems project management success." International Journal of Information Systems and Project Management 9, no. 4 (January 26, 2022): 62–74. http://dx.doi.org/10.12821/ijispm090404.

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This paper aims to provide new insights into information systems (IS) project management success. Even though many studies found in the literature show results of software development projects, few studies address the success of IS (socio-technical) projects. Responses to an international survey, regarding 472 projects in total, showed that IS project management is achieving high levels of success; yet, only a minority of projects end without changes in scope, schedule or cost. Furthermore, the results show that changes in scope, schedule or cost are frequent in this kind of project and do not significantly affect the perception of success. These results provide researchers and practitioners with a better understanding of IS project management success evaluation.

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Shahid, Syed, and Thomas Froese. "Project management information control systems." Canadian Journal of Civil Engineering 25, no. 4 (August 1, 1998): 735–54. http://dx.doi.org/10.1139/l98-012.

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Construction managers rely on ready access to a large amount of project information. The entry, processing, and flow of information are important in avoiding problems, delays, and claims on construction projects. This paper describes a study of the extent and nature of project documentation and project information flows within the construction industry. The study mapped various types of project information against the documents that typically provide the information and the construction management functions that provide and access the information. From this analysis, a computer system to support the task of project information management was designed. The problem analysis, requirements specification, system design, and system implementation are described. The system allows construction managers to enter information for a wide variety of project events, cross-reference the various bodies of information, and use the information to monitor and control various aspects of a construction project. The objective of the study was not necessarily to improve upon commercially available project information and documentation tools, but to deepen and formalize our understanding of project information as an input to a larger body of work on integrated project information systems and data standards for the construction industry.Key words: construction management, project management, document control, information flow, databases.

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Lemon, Wayne F., Jay Liebowitz, Janice Burn, and Ray Hackney. "Information Systems Project Failure." Journal of Global Information Management 10, no. 2 (April 2002): 28–39. http://dx.doi.org/10.4018/jgim.2002040103.

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Bistričić, Ante. "PROJECT INFORMATION SYSTEM." Tourism and hospitality management 12, no. 2 (December 2006): 213–24. http://dx.doi.org/10.20867/thm.12.2.19.

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Information system must provide data, information and adequate information technology for: the running of the business process, management (subsystems and business functions etc.), expertise basics for management decision-making and, main business system management. In business systems three dimensions determine management, namely: executive body management, adaptation and development, which includes business processes as well. Therefore we can distinguish two basic business system application fields: a) information executive body subsystem, b) information subsystem development. Information subsystem development provides all the necessary data and information required for the adaptation projects carried out by managers and personnel as well as for the business system development. These projects are carried out on the business system and subsystem level. Information system project is an information system aimed at fulfilling information demands of the main system project, of the maintaining system project, as well as of the project system management. These projects are the result of strategies carried out within business systems. They are aimed at transforming strategies into projects, which are then carried out by business systems in a determined period of time. The quick transformation of strategies into projects together with the quick and higher quality performance, give rise to an advantage in business system competition.

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Varajão, João “Eduardo”, Hélio Silva, and Mirjana Pejic-Bach. "Key Competences of Information Systems Project Managers." International Journal of Information Technology Project Management 10, no. 3 (July 2019): 73–90. http://dx.doi.org/10.4018/ijitpm.2019070105.

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Project managers have a main role in all kinds of projects, and information systems (IS) projects are not an exception. In order to perform their activities well, project managers need to develop several complementary competences, including technical, contextual and behavioral competences. In literature we find important references on the project managers' general competences as, for instance, the ICB from IPMA. However, very little attention has been paid to the eventually distinctive features of IS project managers. In order to identify the most important competences of these project managers, we carried out a questionnaire-based survey. The results show that the top 12 competences are: communication; engagement and motivation; project requirements and objectives; leadership; reliability; results orientation; conflict and crisis; project orientation; teamwork; interested parties; resilience (emerging as a new competence); and ethics. Furthermore, results indicated that the project management bodies of knowledge are suitable to characterize the IS project manager's competences.

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Tams, Stefan, and Kevin Hill. "Information Systems Project Management Risk." Journal of Organizational and End User Computing 27, no. 4 (October 2015): 43–60. http://dx.doi.org/10.4018/joeuc.2015100103.

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Over the last three decades, much IS research has focused on information systems development (ISD) risk and its impacts on ISD success. While these studies have greatly advanced the understanding of the nomological network of ISD risk and success, the literature is still not sufficiently clear on the firm performance impacts of these concepts. Linking ISD risk and success to firm performance is important so as to better understand whether ISD projects can have broader firm-level implications, for example, in terms of providing firms with a competitive advantage. To address this research need, the present research note advances propositions regarding the linkage between ISD risk, success, and firm-level performance (conceptualized as competitive advantage). This linkage sheds light on the broader effects of ISD risk, and it helps ISD research overcome the isolation in which it is often conducted. Using the concept of residual risk (i.e., the risk present in the later stages of a project that remains after appropriate actions have been taken to mitigate initial risks in the early stages of a project), the authors propose that ISD risk impacts firm performance by reducing ISD success and that the value arising from ISD projects is higher when IT and business plans are synchronized (i.e., when they are in alignment).

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Hartman, Francis, and Rafi A. Ashrafi. "Project Management in the Information Systems and Information Technologies Industries." Project Management Journal 33, no. 3 (September 2002): 5–15. http://dx.doi.org/10.1177/875697280203300303.

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For many enterprises, sustainable success is closely linked to information systems (IS) and information technologies (IT). Despite significant efforts to improve software project success, many still fail. Current literature indicates that most of the software project problems are related to management, organizational, human, and cultural issues—not technical problems. This paper presents results of a survey of 36 software owners/sponsors, contractors/suppliers, and consultants on 12 projects. The empirical results address answers to questions related to success, performance metrics, and project business drivers. A lack of alignment on these critical issues emerge consistently by phase as well as across the entire project. The results of this study also are compared with others that span seven additional industry sectors. As a result, the authors have developed an approach that links project critical success factors (CSFs) to corporate strategy, and project metrics to the CSFs. An important finding of this study is the critical need to identify and manage realistic expectations of the stakeholders to achieve perceived project success.

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Willcocks, Leslie. "Project Management For Information Systems." Journal of Information Technology 6, no. 3-4 (September 1991): 238. http://dx.doi.org/10.1057/jit.1991.46.

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Yusuf, Yahaya, A. Gunasekaran, and Mark S. Abthorpe. "Enterprise information systems project implementation:." International Journal of Production Economics 87, no. 3 (February 2004): 251–66. http://dx.doi.org/10.1016/j.ijpe.2003.10.004.

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Moszkiewicz, Jacek, and Katarzyna Rostek. "Functional Enhancements to Project Management Information Systems." Foundations of Management 3, no. 1 (January 1, 2011): 47–66. http://dx.doi.org/10.2478/v10238-012-0035-6.

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Functional Enhancements to Project Management Information SystemsPresented research work relates to information systems of projects management support. The aim of the work is to propose solutions, that will help achieve improved efficiency of information systems class PMIS implementations (Project Management Information System) especially given the scope of functionalities and implementation process realization. Presented in this article research results were obtained in the analysis of projects implemented in enterprises of the sector: construction and building, service with particular emphasis on the IT industry, and investment. Summary of the article includes both the results of the research analysis and proposed directions for their further development.

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Baghizadeh, Zeinab, Dubravka Cecez-Kecmanovic, and Daniel Schlagwein. "Review and critique of the information systems development project failure literature: An argument for exploring information systems development project distress." Journal of Information Technology 35, no. 2 (April 12, 2019): 123–42. http://dx.doi.org/10.1177/0268396219832010.

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High failure rates of information systems development (ISD) projects continue to trouble organizations and information systems practices. Such a state of affairs has been of great concern for the information systems discipline for decades, motivating information systems researchers to focus on and extensively study ISD project failure. However, the increasing complexity and uncertainty of ISD projects and contemporary system development processes are challenging ISD project failure scholarship. In this article, we ask the questions: What are the contributions and weaknesses of the extant ISD project failure/success literature? What are potential avenues to move the ISD literature forward? To answer these questions, first, we present a literature review that assesses research contributions within the major perspectives on ISD failure (i.e. rationalist, process and narrative). While the extant research within all perspectives make significant contributions to knowledge, we find that researchers remain preoccupied with ‘project failure’ as an end state of an ISD project. They pay little attention to problematic situations arising during ISD projects before they become failed projects. Based on the review and critique of the literature, we then argue that there is a significant benefit in extending research focus from ISD project failure to ‘ISD project distress’, which we define as a harmful project condition involving dynamic and fluid constellation of critical problems that are difficult to identify, understand and resolve. While ISD project distress is an increasingly perilous and consequential phenomenon, little is known about its nature and potential responses. Drawing from the sensemaking literature, we propose a multilevel theoretical framework for understanding the nature and sources of ISD project distress that provides a foundation for exploring early detection and timely response. We demonstrate the theoretical and practical relevance of the concept of ISD project distress and propose a corresponding research agenda.

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Varajão, João, and António Amaral. "Risk Management in Information Systems Projects." International Journal of Project Management and Productivity Assessment 9, no. 1 (January 2021): 58–67. http://dx.doi.org/10.4018/ijpmpa.20210101.oa.

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Information technologies (IT) and information systems (IS) are the backbone of any developed business, and organizations without them cannot compete. In recent decades, many best practices standards, and guides have been made available to project managers and organizations aimed to improve project management. Unfortunately, IS projects continue to show a poor track record, and problems related to project management performance persists. Risk management has a vital role in this context since it can increase the likelihood and impact of positive events, and decrease the likelihood and impact of adverse events in the project. This article presents the results of an international web-based survey, studying if risk management processes are being implemented consistently in IS project management. The obtained results show low levels of risk management processes implementation and reinforce the idea that “it can be risky not to do risk management,” demanding more research in this area.

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Haried, Peter. "Stakeholder Challenges in Information Systems Project Offshoring." International Journal of Information Technology Project Management 2, no. 3 (July 2011): 1–16. http://dx.doi.org/10.4018/jitpm.2011070101.

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This study of international information systems (IS) offshoring highlights the idea that project success or failure is often in the eye of the beholder and that proper attention needs to be provided to both client and vendor perspectives. This research contributes by identifying noteworthy IS offshoring challenges faced by client and vendor stakeholders. This research synthesizes key findings from eight dyadic case studies consisting of 56 interviews in total from both client and vendor firms detailing their offshore experiences. The case investigations lead to the discovery of nine unique challenges encountered by client and vendor stakeholders. The challenges include a wide assortment of economic, personal responsibilities/expectations, and organizational offshore project management issues. The reported challenges can suitably guide client and vendor project managers in managing international IS offshore projects as well guide academic researchers to better understand techniques for managing offshore IS projects.

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Joseph, N., and C. Marnewick. "Incorporating the dimensions of sustainability into information systems projects." Southern African Business Review 20, no. 1 (March 27, 2019): 530–56. http://dx.doi.org/10.25159/1998-8125/6062.

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Although research has been done on sustainability in project management, little or no research has been conducted on sustainability within the domain of information system (IS) projects. This article reports on whether IS projects are executed sustainably and whether they contribute to organisational sustainability. A questionnaire, completed by 650 IS project managers, was used to determine the state of IS project sustainability. The results highlight that sustainability is not integrated into IS projects and IS project managers do not consider organisational sustainability. IS projects tend to focus on the economic dimension, i.e. increasing productivity and profits, with no thought being given to the social and environmental dimensions. This article recommends that sustainability should be incorporated into project management and IS best practices. Accordingly, the way IS projects are executed should be re-evaluated in terms of their sustainability.

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Miller, Louise. "An Internet-based Accounting Information Systems Project." American Journal of Business Education (AJBE) 5, no. 6 (October 30, 2012): 743–52. http://dx.doi.org/10.19030/ajbe.v5i6.7396.

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This paper describes a student project assignment used in an accounting information systems course. We are now truly immersed in the internet age, and while many required accounting information systems courses and textbooks introduce database design, accounting software development, cloud computing, and internet security, projects involving the actual integration of these topics with accounting concepts in a single comprehensive student project on the internet are uncommon. The project described gives students experience and knowledge of an internet-based accounting system using an online database. Although this project was used in an accounting information systems course, it could also be utilized in other courses such as introductory database management systems, advanced web design, financial technology systems, or introductory information technology. The project can be easily modified to align with the experience and sophistication of the students taking the course.

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Amami, M., G. Beghini, and M. La Manna. "Use of project-management information system for planning information-systems development projects." International Journal of Project Management 11, no. 1 (February 1993): 21–28. http://dx.doi.org/10.1016/0263-7863(93)90006-9.

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Joseph, Nazeer, and Carl Marnewick. "Measuring Information Systems Project Complexity: A Structural Equation Modelling Approach." Complexity 2021 (January 18, 2021): 1–15. http://dx.doi.org/10.1155/2021/5907971.

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Complexity has emerged as the new norm in the 21st century, and IS projects play a significant role in organisations to address various socio-political concerns. The purpose of this paper is to understand what are the relevant constructs for measuring IS project complexity. A model for measuring IS project complexity is developed using PLS-SEM. The model reveals that organisational complexity, technical complexity, and uncertainty underpin IS project complexity. Organisational complexity in terms of project team, stakeholder management, and strategic drive should be managed by the project manager. Technical complexity was established in terms of project goals, requirements management, technology management, and norms and standards. Uncertainty in IS projects exists in terms of skills management, the triple constraint, and activity management. Suggestions were provided to guide IS project managers on how to manage each construct and alleviate the level of project complexity. This paper presents an updated and different perspective on measuring and managing IS project complexity. The findings would serve as additional building blocks to further elucidate IS project complexity understanding and assist with improving the value of these projects. Furthermore, the suggestions for IS project managers can lead discussions around how IS projects should be managed to ensure complexity is under control.

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Bell, Simon, Gilroy Coleman, Jian Qiang Guo, and Martin Sewell. "Information Systems Project in China: action research and soft systems methodology." Human Systems Management 19, no. 3 (July 8, 2000): 181–92. http://dx.doi.org/10.3233/hsm-2000-19305.

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Developing Information Systems is a process fraught with danger and often resulting in failure. Failure rates now run at 80% and there is no sign of decline [16,17,18,20,21,30,31,35,36,40]. If Information Systems (IS) projects are high risk even in industrialised societies, then projects in developing countries and newly emerging economies are even more prone to failure. Putting IS projects together with the developing economies would appear to be a recipe for disaster but this paper describes an IS project developed between the UK and China which has got to beta testing stage and shows early signs of success. The paper describes the process whereby the project was developed, the methodology applied and the problems and difficulties encountered. Taking as its point of reference the autumn 1999 review mission, the paper describes the situation for the Feasibility and Appraisal Information System (FAIS) at that time and draws out some policy and methodology learning issues relevant to others planning IS in similar contexts.

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Xu, Yunjie, Cheng Zhang, and Chenghong Zhang. "Information Seeking in an Information Systems Project Team." IEEE Transactions on Professional Communication 53, no. 4 (December 2010): 370–81. http://dx.doi.org/10.1109/tpc.2010.2044620.

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Takagi, Nilton, and Jo�ão Varaj�ão. "Information systems project managers technical competences." International Journal of Business Information Systems 1, no. 1 (2021): 1. http://dx.doi.org/10.1504/ijbis.2021.10039704.

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Liikamaa, Kirsi, Tero Vartiainen, Maritta Pirhonen, and Heli Aramo-Immonen. "Replacing Project Managers in Information Technology Projects." International Journal of Human Capital and Information Technology Professionals 6, no. 3 (July 2015): 1–19. http://dx.doi.org/10.4018/ijhcitp.2015070101.

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According to anecdotal evidence, project managers working on information technology (IT) projects are occasionally replaced, although the literature on information systems (IS) and project management (PM) makes little mention of it. With a view to narrowing this knowledge gap the authors examined the reasons behind the practice. The authors took an interpretive approach to the data gathering and analysis, and collected descriptions about replacing project managers (RPM) from interviews and questionnaires (n=43). The concept of contradiction served as a lens through which to identify the underlying reasons. Contradiction refers to statements asserting or expressing the opposite of another statement. The authors identified four contradictions explaining why RPM occurs in IT projects. These contradictions show that RPM appears to be a simplistic solution when there are more fundamental issues to consider. The implications extend to education, practice, and research in the context of IT project management.

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Wright, M. Keith, and Charles J. Capps. "Runaway Information Technology Projects." International Journal of Information Technology Project Management 1, no. 4 (October 2010): 53–79. http://dx.doi.org/10.4018/jitpm.2010100104.

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This paper presents an in-depth insider’s case study of a “runaway” information systems (IS) project in a U.S. State government agency. Because such projects are politically sensitive matters and often obscured from public view, details of how such projects operate are not well understood. This case study adds new details to the body of knowledge surrounding IS project escalation and de-escalation. The authors’ resulting project narrative details how this project went out of control for so long, raising important questions for future research in theory development for both IS project escalation and de-escalation. The paper argues that a punctuated equilibrium approach to analyzing “runaway” IS projects are a more fruitful area to explore than are “stage models.”

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Moura, Isabel, Caroline Dominguez, and João Varajão. "Information systems project teams: factors for high performance." Team Performance Management: An International Journal 25, no. 1/2 (March 11, 2019): 69–83. http://dx.doi.org/10.1108/tpm-03-2018-0022.

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Purpose The purpose of this research is twofold: identify and gain a better insight on factors that can influence high performance of Information Systems (IS) project teams from the perspective of IS professionals (i.e. team members and leaders), and thus contribute to the general discussion on high-performance project teams; and offer both IS project team members and their project managers some feedback on how to build and manage teams more constructively and to enhance team performance in today’s demanding business environment. Design/methodology/approach The authors used an exploratory case study of a small-size holding company and a qualitative analysis of the data to address the research questions. Findings Results show a set of perceived factors that can influence high team performance in IS projects. Participants’ perceptions barely coincide. For instance, mutual trust was the only factor suggested as facilitating high team performance by 5 participants (out of 13). Differences may be because of participants’ characteristics (e.g. time on the job). All perceived factors are classified in the literature as nontechnical (i.e. having to do with behavioral and/or socio-organizational matters of project management). Originality/value This paper is among the very few empirical studies consolidating knowledge on high-performance IS project teams (e.g. it is still unclear if there are IS project team-specific factors that influence high performance). For the highly technical IS industry, this study came across human-centric factors transversal to different project teams.

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Skulmoski, Gregory J., and Francis T. Hartman. "Information Systems Project Manager Soft Competencies: A Project-Phase Investigation." Project Management Journal 41, no. 1 (March 2010): 61–80. http://dx.doi.org/10.1002/pmj.20146.

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Lebidko, Victoria, Alexander Zhuravel, and Vitaly Zhuravel. "PROJECT MANAGEMENT INFORMATION SYSTEMS AND THEIR IMPACT ON PROJECT SUCCESS." Вестник Северо-Кавказского федерального университета, no. 4 (2022): 84–91. http://dx.doi.org/10.37493/2307-907x.2022.4.10.

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Varajão, João, Gabriela Fernandes, and Hélio Silva. "Most used project management tools and techniques in information systems projects." Journal of Systems and Information Technology 12, no. 3 (November 26, 2020): 225–42. http://dx.doi.org/10.1108/jsit-08-2017-0070.

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Purpose The purpose of this paper is to increase the understanding of practice in information systems (IS) project management (PM) by analyzing the use of tools and techniques by IS project managers. Design/methodology/approach The authors carried out an international questionnaire-based survey with experienced IS project managers. Findings Results reveal that, notwithstanding the similarities between the tools and techniques used in IS projects and projects from other areas, there are also significant differences concerning those more frequently used. The top five tools and techniques most used are “kick-off meeting,” “progress meetings,” “progress reports,” “requirements analysis” and “activity list.” However, the low use of some tools and techniques, from management areas such as risk and quality management, or related to the project monitoring and control, should raise concern. Research limitations/implications Through the results of this research, researchers, organizations and practitioners can identify ways of developing and enhancing PM by examining the tools and techniques identified as the most used and those that are not being used as frequently as expected. Originality/value It provides a useful benchmarking basis for evaluating the most applicable tools and techniques, designing training and teaching programs and identifying academic research opportunities in IS PM.

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Elbanna, Amany. "Rethinking IS project boundaries in practice: A multiple-projects perspective." Journal of Strategic Information Systems 19, no. 1 (March 2010): 39–51. http://dx.doi.org/10.1016/j.jsis.2010.02.005.

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Peslak, Alan R. "Information Technology Project Management and Project Success." International Journal of Information Technology Project Management 3, no. 3 (July 2012): 31–44. http://dx.doi.org/10.4018/jitpm.2012070103.

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One of the most important issues for organizations and information technology professionals is the success of information technology (IT) projects. This study reviews a survey of financial executives and examines their views on aspects of project management and project success. First, it was found that overall systems development projects are viewed as being successful by organizations. Next, a series of analyses were performed to assess several variables’ impact on IT project success. Skilled project measurement was found to result in higher IT project success. Restrictions on IT application development were found to correlate to lower IT project success. The most important project consideration did not affect project success. Finally, a significant positive relationship was found between the IT project success and overall IT returns. The implications, limitations, and conclusions of these findings are discussed. The study can be used as a basis for further exploration on project management success, influencing variables, and motivators. The findings can also be used to guide management teams in project management decisions to maximize returns to their organizations. The paper studies a large secondary data sample set, which empirically reviews corporations’ experiences with project management. In addition, it explores variables influencing overall project management success perception.

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Reed, April H., and Mark Angolia. "Risk Management Usage and Impact on Information Systems Project Success." International Journal of Information Technology Project Management 9, no. 2 (April 2018): 1–19. http://dx.doi.org/10.4018/ijitpm.2018040101.

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This article explores the usage of risk management practices on virtual Information Systems projects to address the growing industry practice of geographically separated teams. A survey of 557 virtual-project managers assessed usage of risk management practices and association with successful outcomes. The Theory of Reasoned Action is used to model attitudes and behavior. Correlation analysis indicated a strong relationship between risk management and successful outcomes, irrespective of success measured by budget, functionality, or schedule. Findings indicated that while the highest levels of risk management usage were characteristic of project success for virtual projects, many well-trained project managers are short-cutting use of all three core practices. While risk assessment and risk control are typically performed, only 52% of participants completed the final step of developing a risk management plan. This may not only lead to sub-optimal project outcomes, but also renders the first two actions an inefficient use of resources.

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Nagamalleswari, D., J. Nagalakshmi, G. Karthik, and P. Harthita. "A study on risk assessment techniques in information systems." International Journal of Engineering & Technology 7, no. 1.1 (December 21, 2017): 313. http://dx.doi.org/10.14419/ijet.v7i1.1.9711.

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In today’s world, IT industry is rushing forward with an advancement of developing the advanced software. The Developers always try to develop the software projects without any errors or failures. Even though the developers take many measures to avoid software project failures, they are facing the failures that are occurred due to Risks that take place in the software projects. We cannot remove risk completely to the 100% extent, but we can try to minimize the risk in the projects by assessing the risks. So, in this paper we are providing a survey which overviews on different risk assessment techniques. This survey provides information about various risk assessment techniques which will be further useful for the software developers to minimize the risk and make the successful project.

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Chernysheva, T. Yu, E. V. Gnedash, T. Yu Zorina, and N. V. Lenskaya. "Information Systems Project Risk Assessment: Expert Approach." Applied Mechanics and Materials 682 (October 2014): 539–43. http://dx.doi.org/10.4028/www.scientific.net/amm.682.539.

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Types of information system project risks have been analyzed. Models of Information System Risk Management are presented. Expert assessment of IS project risks by the Analytic Hierarchy Process is proposed.

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Sumner, Mary. "The senior information systems design project seminar." ACM SIGCSE Bulletin 19, no. 1 (February 1987): 2–8. http://dx.doi.org/10.1145/31726.31727.

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Winklhofer, Heidemarie. "Information Systems Project Management During Organizational Change." Engineering Management Journal 14, no. 2 (June 2002): 33–37. http://dx.doi.org/10.1080/10429247.2002.11415160.

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Pan, Gary S. C. "Information systems project abandonment: a stakeholder analysis." International Journal of Information Management 25, no. 2 (April 2005): 173–84. http://dx.doi.org/10.1016/j.ijinfomgt.2004.12.003.

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Doughty, Ken. "Auditing Project Management of Information Systems Development." EDPACS 23, no. 7 (January 1996): 1–14. http://dx.doi.org/10.1080/07366989609451696.

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Abu-Hussein, Ruba, Mohammed Hyassat, Rateb Sweis, Afnan Alawneh, and Mutaz Al-Debei. "Project management factors affecting the enterprise resource planning projects’ performance in Jordan." Journal of Systems and Information Technology 18, no. 3 (August 8, 2016): 230–54. http://dx.doi.org/10.1108/jsit-03-2016-0020.

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Purpose This purpose of this research is to investigate the project management factors that are affecting the enterprise resource planning (ERP) projects’ performance in Jordan. Based on the conducted literature review, four project management areas were selected for this research: the communication management, the human resource management, the time management and the risk management. Design/methodology/approach In total, 24 Jordanian ERP projects were surveyed through designing a questionnaire that was distributed to project managers. Moreover, interviews were conducted with both the project manager of the largest ERP project in Jordan and a consultant of one of the Big 5 consulting firms. Findings The interviews’ results confirmed the effect of the four project management areas on the ERP project performance which is consistent with the questionnaire results except for the risk management. Originality/value No similar studies were found in Jordan. Moreover, this subject was tackled by only a few studies, so more research is recommended to investigate the project management factors that are affecting the ERP projects’ performance. It is also recommended that future studies extend this research on factors other than project management factors.

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Elbanna, Amany R. "Strategic Systems Implementation: Diffusion through Drift." Journal of Information Technology 23, no. 2 (June 2008): 89–96. http://dx.doi.org/10.1057/palgrave.jit.2000130.

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The adoption of Enterprise Resource Planning (ERP) systems follows various paths in organisations and achieves diverse results. The traditional models of diffusion of innovation applied in information systems are not sufficient to explain such variations in adoption. This study examines the process of drift in an ERP project to answer the questions of how and why drift tends to occur in such projects. It applies Actor Network Theory to interpret the data. This analytical lens reveals that a software implementation project's fate depends on each move it takes and each party involved in handling that move. Every handling of the project by different parties could present either a positive modality (that strengthens it and pushes it forward on its track) or a negative modality (that weakens its initial form and drags it onto a different direction). The study provides an alternative view of diffusion, and an explanation of drift in the ERP case that could be extended to other technological projects. It invites practitioners to monitor the various movements of their projects and to allow strategic drift in order to achieve a successful implementation.

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Wang, Shiow Luan, and Thi Hoa Vu. "Enhancing the Effect on Project Success through Information Presentation." Applied Mechanics and Materials 764-765 (May 2015): 895–99. http://dx.doi.org/10.4028/www.scientific.net/amm.764-765.895.

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Construction projects are becoming ever more complex and time driven, especially as the amount of project data and active project participants’ increase. For achieving a project success, project management not only must to meet time, cost, quality objectives, but also satisfies the project stakeholders needs related to the project management process. Project managers were difficult to effectively seizing, collecting and handling information which are generated from different systems. The elements of information presentation in web-based was contributed an important role to project management success. The purpose of this study is to provide a background to denote the enhancing project management via information presentation based on effective information technology/information systems which are emphasized in web-based.

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Ewusi-Mensah, Kweku, and Zbigniew H. Przasnyski. "Factors Contributing to the Abandonment of Information Systems Development Projects." Journal of Information Technology 9, no. 3 (September 1994): 185–201. http://dx.doi.org/10.1177/026839629400900303.

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The study identified several factors as contributing to the abandonment of IS development projects. Organizational-related issues which ranged from senior management involvement to end-user participation in the project development process were the most widespread and dominant of the factors. Organizational issues were also found to influence factors dealing primarily with economic and technological matters in project development.

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Wagner, Erica L., Sue Newell, and William Kay. "Enterprise Systems Projects: The Role of Liminal Space in Enterprise Systems Implementation." Journal of Information Technology 27, no. 4 (December 2012): 259–69. http://dx.doi.org/10.1057/jit.2012.22.

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We investigate information systems (IS) projects as a liminal space ‘betwixt and between’ the status quo and the new environment, using a case study of the implementation of an enterprise system (ES). This liminal space provides a stabilizing platform whereupon the project team can develop new and potentially transformative IS. However, after a project team has completed its initial IS design for roll-out, this liminal space must be bridged to incorporate process-generated learning and new systems back into the organizational working environment. We demonstrate how this bridging involves negotiations that attempt to reconcile divergent perspectives by adopting a conciliatory or peacemaking attitude. As such, our analysis focuses on the IS project as a multi-phased process that includes the creation of a liminal space for the project team during development and on the negotiations that ensure the ES becomes a working IS in the post-implementation environment.

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Sammon, David, and Frederic Adam. "Project preparedness and the emergence of implementation problems in ERP projects." Information & Management 47, no. 1 (January 2010): 1–8. http://dx.doi.org/10.1016/j.im.2009.09.002.

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Powell, Philip L., and Jonathan H. Klein. "Risk Management for Information Systems Development." Journal of Information Technology 11, no. 4 (December 1996): 309–19. http://dx.doi.org/10.1177/026839629601100405.

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This paper considers the application of project risk management techniques, methods and approaches to information systems development. The paper reviews current thinking on risk as it relates to information systems, and the approaches to risk that have been adopted in IS projects. The paper considers, in the context of IS, the processes of risk identification, structuring, assessment, and aggregation, and the use of such risk analysis to inform the process of risk management. The paper analyses available risk management techniques, and then proceeds to develop a comprehensive decision support system to aid risk analysis.

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Pacolli Bahtijarevic, Melinda. "REDEFINITION OF “SUCCESS” WHEN IMPLEMENTING INFORMATION SYSTEMS – FOCUS ON ERP SYSTEMS IN KOSOVO." Knowledge International Journal 28, no. 5 (December 10, 2018): 1699–704. http://dx.doi.org/10.35120/kij28051699m.

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We live in the Information Age, where traditional industry is rapidly shifting to an economy based on Information Technology, known also as Digital Revolution. Said that, ERP (Enterprise Resource Planning) systems are the best example of a technology which has become a necessity and a must for every organization which aims growth, be that a small, medium or large enterprise. Both, the theory and practice, intensively promote that implementing an ERP system will bring the organization to the skies, which indeed is true, but only if the ERP implementation is successful. A partially implemented or failed ERP implementation can only bring debts and headaches. For more, this technology is not cheap, so before spending thousands and millions it is very important to clarify few concepts. Especially because, nonetheless high diffusion, the successful implementation rate of ERP systems is low and many firms do not achieve intended goals [1].The main objective of this paper is to assess and evaluate successfulness concept of ERP implementations aiming to identify a specific and concrete definition on ERP Success. Case Study Methodology was distinguished as most appropriate for complex and real-life projects investigation, and Mixed methods approach was selected in order to enrich the research from both perspectives, quantitative and qualitative. To ensure the triangulation data was retrieved from different evidence sources like interviews, author’s audit trail as the direct observer and action/intervention activities, and different documents and archival records. To construct credibility of the analysis in this research, the Author had a prolonged engagement with participants since the very first project initiation activities, and even after the Go-live phase when the project was accomplished and the Final Acceptance was issued by the client. To give it a final touch for the Analysis Credibility, we study the negative case. Furthermore, the Reliability and Conformability were constructed by careful examination of the detailed audit trail constructed by the author as active observer in this research.The results from the secondary research, the systematic literature review, show that none of the carefully examined researches on key success factors for ERP implementations has ever provided any kind of definition on what the success indeed means. Indirectly they tend to weight the ERP success in terms of time and cost, and sometimes also in terms of the goals achieved, but without explicitly explaining the measure for evaluation at any moment. On the other hand, the results from the primary research, case studies, dement the big trio: 1. Time, 2. Cost and 3. Objectives as the only or main evaluation factors of success. Successful project management doesn’t necessarily mean successful project, and the notion of success goes beyond all that when ERP implementations are in question. Projects may finish on time and within budget, but if the implemented ERP system is not used to its 100% for what it was aimed, then there is no success to celebrate. Furthermore, what a successful project is to the Project Manager is not necessarily also to the Business Manager. The secondary research results helped in developing two hypothesis, which were then tested through the primary, case study research. The results from the primary research dement the hypothesis 1, that says that If the ERP implementation project is finished on time, within budget and fulfils all its objectives, the project can be considered as successfully completed. An ERP implementation project success goes far beyond this definition. On the other hand the hypothesis 2 reveals to be true, what a successful project is to a project manager, is not to the business manager. The project success needs to be defined while considering all the involved parties or stakeholders.

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Ghorbani, Saeed, and Aboutaleb Shafaghat. "Representing a conceptual model for integrating Project Management Information Systems in project-based organizations." Annals of Management and Organization Research 1, no. 3 (February 4, 2020): 235–49. http://dx.doi.org/10.35912/amor.v1i3.446.

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Purpose: This paper aimed to introduce a comprehensive model for integrating project management information systems in project-based organizations. Research methodology: The proposed model is presented hierarchically through a comprehensive literature review and a review of several national projects in Iran. Validation of this model was done in two ways. On the one hand, expert opinions were asked about it through several interviews. On the other hand, the model was used in some national projects and its deficiencies were identified. Finally, the necessary modifications were made to the model. Results: In this study, it became clear that a comprehensive, integrated project management information system at its macro level should consist of three subsystems, including project warden, project administrator and project employer that mutual exchange of information should be done well between them. It was also found that this mutual information exchange should also exist among the components of each of these subsystems. Limitation: This research only described in project based organizations. Contribution: The Project Management Information System (PMIS) model provided in this research is the most comprehensive models in this scope for project-based organizations that have considered all aspects of project management. Keywords: Project management, PMIS, Project-based organizations, Integrated model

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Chulkov, Dmitriy V., and Mayur S. Desai. "Information technology project failures." Information Management & Computer Security 13, no. 2 (April 1, 2005): 135–43. http://dx.doi.org/10.1108/09685220510589316.

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PurposeThis paper seeks to apply results from the study of bandit processes to cases of information technology (IT) project failures.Design/methodology/approachThis paper examines three published case studies, and discusses whether managerial actions are in accordance with the predictions of bandit process studies.FindingsBandits are a class of decision‐making problems that involve choosing one action from a set. In terms of project management, the firm selects from several alternative IT projects, each with its own distribution of risks and rewards. The firm investigates technologies one by one, and keeps only the best‐performing technology. The bandit perspective implies that managers choosing a risky IT project with high potential reward before safer ones are behaving optimally. It is in the firm's interest to resolve the uncertainty about the innovative project first. In case of failure, the firm can later choose safer technology. A high proportion of risky projects adopted leads to a high number of project failures.Practical implicationsThe bandit approach supports studies that advocate evaluating decision makers on the optimality of their decision process, rather than specific outcomes.Originality/valueThis paper demonstrates how insights from the bandit problem are relevant to studies of IT project failures. Whilst choosing high‐risk, high‐reward projects may be in a firm's interest, some observed project failures are optimal choices that do not work out.

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Khalid, Hannan, Asim Noor, Javed Iqbal, Shahid Farid, and Victor Chang. "Development of public sector information management systems: challenges and promising practices." Information Discovery and Delivery 46, no. 3 (August 20, 2018): 184–95. http://dx.doi.org/10.1108/idd-03-2018-0008.

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Purpose More and more governmental organizations are switching to information systems to enhance their operations and reduce cost but the development of these systems involves a lot of challenges. This paper aims to find out the challenges that project managers have to face during the development of such systems and the practices they can adopt to address these challenges. Design/methodology/approach To identify the challenges, data have been gathered across six key project management areas. The six targeted key areas are project integration management, project scope management, project time management, project cost management, project human resource management and project communications management. The authors have coordinated with 11 managerial-level IT professionals using semi-structured interviews and have gone through their communication archives. Findings Findings prove that practices such as focusing on cost reduction, informal congregations, trainings and frequent communication between vendor and client help in addressing the challenges. Furthermore, learning from management experiences of the managers can assist managers in similar role to create a pattern of success while working with governmental projects. Originality/value The authors peek into the development life cycle of a public sector project named as prison information management system. The project has encountered numerous challenges and has been accomplished in significantly delayed time than designated.

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Nguyen, Thanh Duy. "A STRUCTURAL MODEL FOR THE SUCCESS OF INFORMATION SYSTEMS PROJECTS." Science and Technology Development Journal 18, no. 2 (June 30, 2015): 109–20. http://dx.doi.org/10.32508/stdj.v18i2.1127.

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Information technology has been considered as a modern development method not only in Vietnam, but also in the world. There have been many studies on factors affecting the success of information system projects in a plenty of countries, but not in Vietnam. In addition, these studies failed to show the relationship between the factors. This study proposes a structural model for the success of information system projects (SISP) in Vietnam. The research results indicate the factors affecting SISP are habit, social influence, easy to use, project qualities (information, system, and service), project objective, information system use intention, information system usage, user satisfaction; and characteristics of information system.

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Katsamakas, Evangelos, Balaji Janamanchi, Wullianallur Raghupathi, and Wei Gao. "A Classification Analysis of the Success of Open Source Health Information Technology Projects." International Journal of Healthcare Information Systems and Informatics 4, no. 4 (October 2009): 19–36. http://dx.doi.org/10.4018/jhisi.2009071002.

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As the number of open source software (OSS) projects in healthcare grows rapidly, researchers are faced with the challenge of understanding and explaining the success of the open source phenomenon. This article proposes a research framework that examines the roles of project sponsorship, license type, development status and technological complements in the success of open source health information technology (HIT) projects and it develops a systematic method for classifying projects based on their success potential. Drawing from economic theory, a novel proposition in the authors’ framework suggests that higher project-license restrictiveness will increase OSS adoption, because organizations will be more confident that the OSS project will remain open source in the future. Applying the framework to a sample of open source software projects in healthcare, the authors find that although project sponsorship and license restrictiveness influence project metrics, they are not significant predictors of project success categorization. On the other hand, development status, operating system and programming language are significant predictors of an OSS project’s success categorization. Application implications and future research directions are discussed.

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Sanchez, Otávio Próspero, Marco Alexandre Terlizzi, and Heverton Roberto de Oliveira Cesar de Moraes. "Cost and time project management success factors for information systems development projects." International Journal of Project Management 35, no. 8 (November 2017): 1608–26. http://dx.doi.org/10.1016/j.ijproman.2017.09.007.

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Abu-Taieh, Evon M. O., Jeihan M. Abu-Tayeh, and Alia Abu-Tayeh. "Project Management Practices and Project Manager Traits as a Key to Successful Information Systems Implementation." International Journal of Aviation Technology, Engineering and Management 1, no. 1 (January 2011): 37–51. http://dx.doi.org/10.4018/ijatem.2011010104.

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Information Technology project management lingers between science and art. Many will not dwell on such a thought, and define the information technology project manager as the one person that gets the information technology project done. This paper introduces 74 best practices and traits for the novice information systems project manager. The 74 personal traits and best practices were collected from 35 project managers and are based on personal experiences on a number of IT projects. This article provides an interactive platform for the information system technology project manager by catering to their needs for practical insights toward efficient and individually tailored project management.

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Journal articles on the topic 'Information Systems Project'

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