Outsourced IT Projects from the Vendor Perspective

2010 ◽  
pp. 1759-1781
Author(s):  
Hazel Taylor
Keyword(s):  
Hong Kong ◽  
Agency Theory ◽  
Project Success ◽  
Project Managers ◽  
It Projects ◽  
Project Outcome ◽  
Customer Dissatisfaction ◽  
Potential Damage

As outsourced and multinational IT projects become more common, managing risks for these projects is increasingly important. The research reported here examines key risks identified by Hong Kong vendor project managers working on both local and international package implementation projects. In addition to the typical risks that threaten project outcome success, respondents noted location-specific risks on their multinational projects. They also distinguished threats to the satisfactory process of the project, and threats to their own firms from competitors and from potential damage to their reputation arising from customer dissatisfaction with either the outcomes or the process of the project. Using an agency theory perspective, this broader focus is examined in the light of differing definitions of project success for clients and outsource providers.

Vendor vs. Client Risks in Outsourced IT Projects

2010 ◽  
pp. 322-345 ◽  
Author(s):  
Hazel Taylor
Keyword(s):  
Hong Kong ◽  
Agency Theory ◽  
Project Managers ◽  
It Projects ◽  
Client Perspective ◽  
Project Outcome ◽  
Customer Dissatisfaction ◽  
Potential Damage ◽  
Client Side ◽  
Future Business

As outsourced and multinational IT projects become more common, managing risks for these projects is increasingly important. The research reported here examined key risks identified by Hong Kong vendor project managers working on both local and international package implementation projects. In addition to the typical risks that threaten project outcome success, respondents noted additional client- side and vendor-side risks, as well as location-specific risks on their multinational projects. They also distinguished threats to the satisfactory process of the project, and threats to their own firms from competitors and from potential damage to their reputation arising from customer dissatisfaction with either the outcomes or the process of the project. This broader risk focus of vendor project managers is contrasted with the client perspective through the lens of agency theory. Traditionally, agency theory has been used to predict risks to the client-principal related to vendors’ profit goals in the outsourcing relationship. However, the findings of this study suggest that vendors’ higher-level concerns for their future business and reputation mitigate the risk to the client of vendor opportunistic behavior.

Technology-Related Risks in Virtual and Traditional Information Systems Projects

2014 ◽  
pp. 187-207
Author(s):  
April H. Reed
Keyword(s):  
Project Success ◽  
Project Managers ◽  
High Impact ◽  
Development Projects ◽  
Application Development ◽  
It Projects ◽  
Team Members ◽  
Development Technology ◽  
Project Risks ◽  
Virtual Projects

Technology is important to software development projects; however, virtual projects are more dependent on technology than traditional co-located projects due to communication and collaboration needs. Two research studies in this chapter sought to determine whether seven technology-related risks pose a greater danger to virtual projects than traditional projects and to determine if technology-related risks have a high impact on project success. Results indicate that two technology-related risks exhibited a significantly greater impact on virtual IT projects: (1) inexperience with the company and its processes and (2) inadequate technical resources. Project managers need to be aware that traditional project risks can have a greater impact on virtual projects. Additionally, technology-related risks in the second study were found to have low levels of impact on project success. Results indicate in cases where a majority of team members are experienced with the application, development technology, and project technology, the risk of technology-related issues seems to lessen.

Knowledge of IT Project Success and Failure Factors

2012 ◽  
Vol 3 (4) ◽  
pp. 56-71 ◽  
Author(s):  
Walid Al-Ahmad
Keyword(s):  
Software Development ◽  
Development Process ◽  
Project Success ◽  
Project Managers ◽  
It Projects ◽  
Software Projects ◽  
Software Developers ◽  
The Common ◽  
Development And Management ◽  
Failure Factors

Traditionally, project success/failure is considered only after the project is completed or cancelled. Integrating project success and failure factors knowledge and software engineering activities would result in a situation where project success/failure is considered as part of the development process, leading to more successful software projects. This article aims to identify the common issues responsible for IT projects’ success/failure to develop a deeper understanding of these root causes. Knowledge about success can be used to understand failure and vice versa. Therefore, generic taxonomies of the root causes are developed for that purpose. Knowledge of these taxonomies is integrated into software development and management activities to help software developers and project managers complete projects successfully.

scholarly journals Management Principles Associated With IT Project Success

2010 ◽  
Vol 14 (5) ◽  
Author(s):  
John Nicholas ◽  
Gezinus Hidding
Keyword(s):  
Information Technology ◽  
Project Management ◽  
Project Success ◽  
Project Managers ◽  
Change Leadership ◽  
New Paradigm ◽  
It Projects ◽  
Project Failure ◽  
It Project ◽  
It Project Failure

Success in information technology (IT) projects remains elusive, even after decades of efforts to improve it.   Most of these efforts have focused on variations of the traditional project management paradigm as promulgated by PMBOK.  We suspected that a potential cause of high IT project failure is with the paradigm, which focuses on the project itself and on meeting time and cost targets.  A new paradigm called Value-Driven Change Leadership (VDCL) originated from discussions of a panel of project management experts.  This paper describes the principles of that paradigm.  It also reports the results from a survey of four project managers on the association between project success and management principles from VDCL and PMBOK.

Project Culture as a Key Project Success Factor: The Perspective of Polish Project Managers

2021 ◽  
Vol 18 ◽  
pp. 822-837
Author(s):  
Joanna Moczydłowska ◽  
Joanna Sadkowska
Keyword(s):  
Project Management ◽  
Success Factors ◽  
Project Success ◽  
Empirical Studies ◽  
Project Managers ◽  
Success Factor ◽  
Project Outcome ◽  
Project Culture ◽  
Interest In Research ◽  
The Relationship

Project management has the potential to play a key role in the effective functioning of a company. In spite of the intensive development of project management knowledge and tools, however, the ratio of projects which fail is still very high. For the above reason, interest in research dedicated to project success determinants has been increasing. Although existing empirical studies provide numerous evidence on project key-success factors, rrelatively little research has been devoted to examination of project culture in the context of its impact on the final results of projects. The study’s objective entails analysis of how project culture mediates the relationship between project characteristics and project outcome. For this purpose, a questionnaire has been developed, which was distributed among 138 project managers representing Polish enterprises. A theoretical model has been proposed, linking project attributes and project culture to project outcome. The results of the empirical studies indicate that inclusion of project culture, with special attention paid to its openness, significantly contributes to the clarification of the way project attributes affect project outcome.

scholarly journals A Strategic Framework for Transformational Leadership Development in Megaprojects

2021 ◽  
Vol 13 (6) ◽  
pp. 3480
Author(s):  
Abdulla Abdulaziz Al-Subaie ◽  
Mohd. Nishat Faisal ◽  
Belaid Aouni ◽  
Faisal Talib
Keyword(s):  
Transformational Leadership ◽  
Leadership Development ◽  
Leadership Style ◽  
Structural Model ◽  
Project Success ◽  
Project Managers ◽  
Transformational Leaders ◽  
Policy Makers ◽  
Transformational Leadership Style ◽  
Interpretive Structural Model

Project managers’ leadership has a direct and an indirect effect on project success. Extant literature has established that transformational leadership style positively affects project success in a major way. The main aim of this research is to understand the variables that positively affects transformational leadership development and their interrelationships in megaprojects. The Total Interpretive Structural Model (TISM) methodology is adopted to propose a framework, and Impact Matrix Cross-Reference Multiplication Applied to a Classification (MICMAC) approach is used to examine the strategic nature of the enablers. The research shows that there exists a group of enablers having a high driving power and low dependence, requiring maximum attention and of strategic importance, while another group consists of those variables that have high dependence and are resultant actions. Furthermore, the model explains the relationships among each pair of variables. Organisations dealing in megaprojects would be the major beneficiaries of this study. Policy makers in these organisations would explicitly understand the variables and their interrelationships that needs attention for transformational leadership development. This would help them to prioritize their efforts and implement suitable strategies to focus on the most important variables for developing transformational leaders ultimately leading to project success.

Enhancing the impact of transformational leadership and team-building on project success: the moderating role of empowerment climate

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Shazia Nauman ◽  
Ata Ul Musawir ◽  
Hina Munir ◽  
Imran Rasheed
Keyword(s):  
Transformational Leadership ◽  
Social Information Processing ◽  
Project Success ◽  
Team Building ◽  
Project Managers ◽  
Content Type ◽  
Social Information Processing Theory ◽  
Beneficial Effects ◽  
Processing Theory ◽  
Empowerment Climate

PurposeThis study examines the mechanisms and conditions that influence how transformational leadership affects project success through the lens of social information processing theory.Design/methodology/approachA dual-stage moderated mediation model was proposed wherein the effect of transformational leadership on project success is mediated by team building, and empowering climate moderates the direct and indirect effects at both the first and second stages. The model was tested based on 370 survey responses of project management practitioners from Pakistan's IT industry. The measurement model was analyzed using confirmatory factor analysis (CFA). Moderated mediation analyses were conducted using Hayes' PROCESS macro.FindingsThe findings suggest that team-building partially mediates the effect of transformational leadership on project success. Furthermore, the conditional indirect effect of transformational leadership on project success via team-building is strengthened at both the first and second stages at higher levels of empowerment climate.Practical implicationsIt is recommended that project managers and project-intensive organizations should strive to cultivate an empowerment climate to fully realize the beneficial effects of transformational leadership behaviors in enhancing positive team outcomes and, consequently, overall project performance.Originality/valueThis study broadly contributes to the literature on the influence of project managers' leadership styles on project outcomes. Specifically, we elucidate the role of empowerment climate as an important boundary condition that enhances the beneficial effects of transformational leadership. Furthermore, we extend the application of social information processing theory to the context of projects.

scholarly journals A Correlational Study on Project Management Methodology and Project Success

2019 ◽  
Vol 9 (2) ◽  
pp. 56-65
Author(s):  
Michael Pace
Keyword(s):  
Project Management ◽  
Project Success ◽  
Project Managers ◽  
Project Manager ◽  
Correlational Study ◽  
Demographic Information ◽  
Moderating Variables ◽  
Multiple Project Management ◽  
The Impact ◽  
The Relationship

Abstract This non-experimental correlational study extends previous research investigating the relationship between project management methodology and reported project success, as well as the moderating variables of industry and project manager experience. The sample included North American project managers with five years’ experience, 25 years of age or older, and experience with multiple project management methodologies. The survey instrument consisted of 58 questions, utilizing a 5-point Likert scale to record responses. The survey contained three sections, including demographic information, questions related to a successful project, and questions related to a less-than successful (failed / challenged) project. 367 usable responses were received. The examination of the constructs included Pearson’s correlation coefficient as well as linear regression to determine the impact of moderating variables. Results indicated that project management methodology has a weak correlation with reported project success, and this correlation is not moderated by industry nor project manager experience. The results did not align with previously conducted studies, illustrating a need to continue the study of methods impacting success including investigating additional moderating variables.

Enhancing the Effect on Project Success through Information Presentation

2015 ◽  
Vol 764-765 ◽  
pp. 895-899
Author(s):  
Shiow Luan Wang ◽  
Thi Hoa Vu
Keyword(s):  
Project Management ◽  
Construction Projects ◽  
Project Success ◽  
Project Managers ◽  
Management Process ◽  
Time Cost ◽  
Information Presentation ◽  
Web Based ◽  
Project Participants ◽  
Project Data

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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