Operationalizing the Concept of Success in Software Engineering Projects

2013 ◽  
pp. 89-116
Author(s):  
Marko Ikonen ◽  
Pekka Abrahamsson
Keyword(s):  
Software Engineering ◽  
Project Success ◽  
Business Environment ◽  
Literature Survey ◽  
Development Projects ◽  
Success Model ◽  
Flexible Organizations ◽  
Economic Survival ◽  
Industrial Software ◽  
Engineering Projects

Success in industrial software development projects is critical in the sense of economic survival for companies acting as software suppliers. If the structure or decision-making mechanism is heavyweight, the suppliers will encounter problems when improving their performance due to their inadequate ability to change. This, however, offers an opportunity for more flexible organizations that are able to proactively survive in a volatile software business environment. Taking such an advantage, regardless, requires understanding the components of success holistically. Research on project success regarding software engineering is still fragmented and focuses on the isolated relationships of success. This article operationalizes the concept of project success based on a literature survey and an empirical validation. As a result, an indicative project success model for software engineering projects is proposed. The resulting model is evaluated empirically in a large multinational software corporation setting. The results show the model provides a valuable tool for KIBS organizations to increase their capabilities in running successful projects as well as to find targets for improvements in these projects.

Operationalizing the Concept of Success in Software Engineering Projects

2011 ◽  
Vol 2 (3) ◽  
pp. 11-37 ◽  
Author(s):  
Marko Ikonen ◽  
Pekka Abrahamsson
Keyword(s):  
Software Engineering ◽  
Project Success ◽  
Business Environment ◽  
Literature Survey ◽  
Success Model ◽  
Flexible Organizations ◽  
Economic Survival ◽  
Software Business ◽  
Industrial Software ◽  
Engineering Projects

Success in industrial software development projects is critical in the sense of economic survival for companies acting as software suppliers. If the structure or decision-making mechanism is heavyweight, the suppliers will encounter problems when improving their performance due to their inadequate ability to change. This, however, offers an opportunity for more flexible organizations that are able to proactively survive in a volatile software business environment. Taking such an advantage, regardless, requires understanding the components of success holistically. Research on project success regarding software engineering is still fragmented and focuses on the isolated relationships of success. This article operationalizes the concept of project success based on a literature survey and an empirical validation. As a result, an indicative project success model for software engineering projects is proposed. The resulting model is evaluated empirically in a large multinational software corporation setting. The results show the model provides a valuable tool for KIBS organizations to increase their capabilities in running successful projects as well as to find targets for improvements in these projects.

Trust and the Trust Placement Process in Metateam Projects

Virtual Teams ◽  
2011 ◽  
pp. 40-69 ◽  
Author(s):  
Walter D. Fernandez
Keyword(s):  
Project Success ◽  
Real Life ◽  
Major Change ◽  
Business Environment ◽  
Theory Building ◽  
Development Projects ◽  
Global Business ◽  
Multiple Realities ◽  
Temporary Organizations ◽  
Conflicting Demands

Metateams are temporary organizations composed of two or more geographically and organizationally dispersed teams that are commercially linked by project-specific agreements. In a global business environment demanding innovation, flexibility, and responsiveness, metateams represent a major change in the way organizations and practitioners conduct IT development projects. However, as we found in a recently concluded theory-building study of a real-life metateam, managing metateams presents unique difficulties due to conflicting demands arising from multiple realities. Argued in this chapter is that the effectiveness of the trust placement process (rather than just the exhibition of high levels of trust) significantly affects project success.

Integrating the Information Systems Success Model With Project Success Management Process

2021 ◽  
Vol 3 (2) ◽  
pp. 1-13
Author(s):  
Ali Varshosaz ◽  
João Varajão ◽  
Nilton Takagi
Keyword(s):  
Information Systems ◽  
Project Success ◽  
Position Paper ◽  
Management Process ◽  
Information Systems Success ◽  
Is Success ◽  
Actionable Knowledge ◽  
Delone And Mclean ◽  
Success Model ◽  
Information Systems Success Model

DeLone and McLean information systems success model has become a reference for explaining the success of information systems (IS). Attempts to apply and test the model have resulted in both confirmation and challenges. One of those challenges is how to translate the learnings from this model into actionable knowledge. This position paper proposes the integration of the information systems success model with the success management process as a way of getting synergies from both models and improving the study and practice of IS projects. Moreover, the authors present several examples of IS success measures to be used in practice.

Identifying the Contextual Elements of Project Management within Organizations and their Impact on Project Success

2005 ◽  
Vol 36 (1) ◽  
pp. 37-50 ◽  
Author(s):  
Mark Ives
Keyword(s):  
Organizational Change ◽  
Project Management ◽  
Project Success ◽  
Business Environment ◽  
Exploratory Research ◽  
Global Business ◽  
Strategic Response ◽  
Contextual Elements ◽  
Rate Of Success ◽  
Depth Interviews

Change within organizations is becoming the rule rather than the exception as businesses seek to respond to an increasingly fluid, complex, and global business environment. This drive demands that organizations embrace a more strategic response to avoid being leap-frogged by more nimble competitors. As Cicmil points out (1997, 1999), strategic organizational change is most likely facilitated and managed through an organization's use of the project management disciplines. This study attempts to develop a greater understanding of the contextual aspects of project management in an organizational change setting. In reviewing the current literature, I have found an increasing use of project management within organizations and an attendant poor rate of success among these projects; interestingly, I also found only limited research on the context and fit of projects within organizations. I have addressed this void with an essentially exploratory research project that utilizes inductive strategy. The process I have used is qualitative and based on in-depth interviews with four people.

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