The Effect of Organizational Commitment on Project Outcomes under Common Agency

2015 ◽  
Vol 6 (2) ◽  
pp. 50-71
Author(s):  
Bruce E. Hurst ◽  
Michael H. McGivern
Keyword(s):  
Information Technology ◽  
Project Management ◽  
Organizational Commitment ◽  
Project Success ◽  
The United States ◽  
Common Agency ◽  
Organizational Goals ◽  
Project Outcomes ◽  
Information Technology Project ◽  
Definition Of

This research was undertaken to look at possible ways to broaden the definition of project management success beyond the tradition measures of time, cost, and scope. The research was designed to determine if the human organization comprised of layers of relationships and governance would or could change and reduce the high failure rate attributed to IT projects. The human aspect of conflicting organizational goals, those established by the information technology principal and the business unit principal with the project manager acting as agent, was the foundation for the study. The study expanded project management theory as it related to three variables: organizational commitment, project governance, and complex agency relationships. This was accomplished through a survey distributed to 403 information technology project managers in the United States designed to measure the three variables against the dependent variable project success. The results indicated that governance, organizational commitment, and the effects of common agency on a project manager's performance in meeting what might be conflicting success criteria do have a positive correlation. This research could provide new directions for researchers, project management practitioners, and strategic corporate planners when establishing project success criterion.

The Effect of Organizational Commitment on Project Outcomes under Common Agency

2016 ◽  
pp. 1527-1550
Author(s):  
Bruce E. Hurst ◽  
Michael H. McGivern
Keyword(s):  
Information Technology ◽  
Project Management ◽  
Organizational Commitment ◽  
Project Success ◽  
The United States ◽  
Common Agency ◽  
Organizational Goals ◽  
Project Outcomes ◽  
Information Technology Project ◽  
Definition Of

This research was undertaken to look at possible ways to broaden the definition of project management success beyond the tradition measures of time, cost, and scope. The research was designed to determine if the human organization comprised of layers of relationships and governance would or could change and reduce the high failure rate attributed to IT projects. The human aspect of conflicting organizational goals, those established by the information technology principal and the business unit principal with the project manager acting as agent, was the foundation for the study. The study expanded project management theory as it related to three variables: organizational commitment, project governance, and complex agency relationships. This was accomplished through a survey distributed to 403 information technology project managers in the United States designed to measure the three variables against the dependent variable project success. The results indicated that governance, organizational commitment, and the effects of common agency on a project manager's performance in meeting what might be conflicting success criteria do have a positive correlation. This research could provide new directions for researchers, project management practitioners, and strategic corporate planners when establishing project success criterion.

Information Technology Project Management and Project Success

2012 ◽  
Vol 3 (3) ◽  
pp. 31-44 ◽  
Author(s):  
Alan R. Peslak
Keyword(s):  
Information Technology ◽  
Project Management ◽  
Project Success ◽  
Secondary Data ◽  
Information Technology Professionals ◽  
Application Development ◽  
It Project ◽  
Information Technology Project ◽  
It Project Success ◽  
Information Technology Project Management

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.

Alignment of Project Management with Business Strategy

2016 ◽  
pp. 865-881
Author(s):  
Bilal Ahmed Chaudhry
Keyword(s):  
Project Management ◽  
Public Sector ◽  
Case Studies ◽  
Business Strategy ◽  
Corporate Strategy ◽  
Project Success ◽  
Organizational Growth ◽  
Organizational Goals ◽  
Government Organization ◽  
Business Goals

Project management is the use of different techniques to deliver project with meeting required objectives within defined constraints. Corporate strategy is plan by which organizations aspire to achieve organizational business goals. In recent times, project management is also used to achieve organizational goals by aligning project management with business strategy of an organization. This research is carried to explore the effects of aligning project management with business strategy on projects and organizations. Case studies were carried out in three organizations; one from public sector; one from private and one from semi-government organization. Results of this research revealed that alignment of business strategy with project management is beneficial for both organization and projects especially in terms of organizational growth and project success.

Project Management in IT Type University Spin-Offs

2016 ◽  
pp. 138-153
Author(s):  
Anna Szopa ◽  
Beata Jałocha
Keyword(s):  
Information Technology ◽  
Project Management ◽  
Organizational Structure ◽  
Business Failure ◽  
Management Process ◽  
Technology Project ◽  
Industry Competition ◽  
Management Processes ◽  
Information Technology Project ◽  
Information Technology Project Management

Poor project management in IT companies, strong industry competition, and small firm fragility are some of the most often cited arguments to justify business failure. This chapter provides an integrated view of concepts involved in information technology project management in university spin-off companies. It includes a presentation of a success story of an IT university spin-off, which from the very beginning of its activity focused mainly on project management processes. The chapter explains how university spin-off organizational structure influences the project management process and discusses important methods and approaches that can determine IT spin-off successes.

Project Management Practices and Project Manager Traits as a Key to Successful Information Systems Implementation

2011 ◽  
Vol 1 (1) ◽  
pp. 37-51
Author(s):  
Evon M.O. Abu-Taieh ◽  
Jeihan M. Abu-Tayeh ◽  
Alia Abu-Tayeh
Keyword(s):  
Information Technology ◽  
Project Management ◽  
Information Systems ◽  
Best Practices ◽  
Management Practices ◽  
Project Manager ◽  
Technology Project ◽  
Science And Art ◽  
Information Technology Project ◽  
Information Technology Project Management

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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