Critical success factors throughout the life cycle of information technology start-ups

2021 ◽  
Vol 8 (4) ◽  
pp. 446-466
Author(s):  
José Santisteban ◽  
Jorge Inche ◽  
David Mauricio
Keyword(s):  
Information Technology ◽  
Life Cycle ◽  
Critical Success Factors ◽  
Success Factors ◽  
Critical Success ◽  
Start Ups

scholarly journals Evaluating critical success factors and level of challenges in project life cycle (PLC)

2018 ◽  
Vol 7 (2.29) ◽  
pp. 67
Author(s):  
Sallaudin Hassan ◽  
Natasha Farhana ◽  
Siti Aishah ◽  
Siti Mahirah ◽  
Khairul Firdaus Jimisiah. J
Keyword(s):  
Life Cycle ◽  
Project Management ◽  
Critical Success Factors ◽  
Success Factors ◽  
Team Work ◽  
Success Factor ◽  
Critical Success Factor ◽  
Critical Success ◽  
Project Life Cycle ◽  
Project Life

This research aims to evaluate the Critical Success Factors (CSF) of project management and  to assess the level of challenges at each steps in Project Life Cycle (PLC). Five Independent Variable (IV)  is been selected as Critical Success Factors which is Leadership, Effective Communication, Teamwork,  Organization and Project Nature. There are four main stage in project which is Defining, Planning,  Executing and Closure. The scope of this research is on projects/events   conducted under Student  Development and Campus Life Style (SDCL). Five projects has been selected for assessment in this research.  Survey questionnaire is been used as primary data collection. LIKERT Scale is been used to rank the answer from respondents. 50 respondents are involve in this research. Data is analyzed by using SPSS version 21. Result shows that the most critical success factors in project is Team Work while the least Critical Success Factor is Leadership. Meanwhile, the most challenges stage in project management is Executing, while the least challenges stage is Defining. The finding in this research is considered important discovery. More efforts should be focus on identified Critical Success Factor and the most challenges stage in Project Life Cycle.  It is suggested that the scope of study to be extended to other universities or industries in future research.  

Critical Success Factors of IS Implementation

2015 ◽  
Vol 3 (8) ◽  
pp. 192-212
Author(s):  
Iqbal Saad Al Saleh
Keyword(s):  
Information Technology ◽  
Critical Success Factors ◽  
Success Factors ◽  
Vital Role ◽  
Successful Implementation ◽  
Technological Factors ◽  
Is Implementation ◽  
Critical Success ◽  
Quality Of Products

Recently, the use of information technology has become important and critical, for organizations, as it enhance the quality of products and integrity of organizational services. However, the implementation of such systems is still problematic. Due to globalization and the variation in the monetary, social and technological environments, Information Systems (IS) have turned out to be an imperative feature and high priority for different kind of organizations. In this regard, critical success factors play a vital role in successful implementation of IS. This paper evaluates and analyzes the critical success factors (CSFs) of IS implementation from the Saudi managers’ perspective in different industries in Saudi Arabia. This study will also present the illustration or identification of 19 critical success factors, which are based on a review of literatures and the first phase of a study in Saudi industries. The study will also rank those 19 factors in a logical way and will characterize them into three categories of factors, including organisational, human and technological factors.

Governing Information Technology through COBIT

2011 ◽  
pp. 269-309 ◽  
Author(s):  
Erik Guldentops
Keyword(s):  
Information Technology ◽  
Critical Success Factors ◽  
Success Factors ◽  
It Governance ◽  
Governance Structure ◽  
Executive Management ◽  
Maturity Models ◽  
Management Guidelines ◽  
Critical Success ◽  
And Performance

Board oversight of information technology has not kept pace with the rapid growth of IT as a critical driver of business success. However, this is shortsighted, since effective governance over IT Governance protects shareholder value; makes clear that IT risks are quantified and understood; directs and controls IT investment, opportunity, benefits and risks; aligns IT with the business while accepting IT as a critical input to and component of the strategic plan; sustains current operations and prepares for the future; and is an integral part of a global governance structure. Like most other governance activities, IT Governance engages both board and executive management. Among the board’s responsibilities are reviewing and guiding corporate strategy, setting and monitoring achievement of management’s performance objectives, and ensuring the integrity of the organisation’s systems. Management’s focus is generally on cost-efficiency, revenue enhancement and building capabilities, all of which are enabled by information, knowledge and the IT infrastructure. The four main focus areas for IT Governance are driven by stakeholder value. Two are outcomes: value delivery and risk mitigation. Two are drivers: strategic alignment and performance measurement. Action plans for implementing effective IT Governance, from both a board and an executive management point of view, consist of activities, outcome measures, best practices, critical success factors and performance drivers. In addition, organisations must assess how well they are currently performing and be able to identify where and how improvements can be made. The use of maturity models simplifies this task and provides a pragmatic, structured approach for measurement. Control Objectives for Information and related Technology (COBIT), a third edition of which was issued by the IT Governance Institute in 2000, incorporates material on IT Governance and a Management Guidelines component. COBIT presents an international and generally accepted IT control framework enabling organisations to implement an IT Governance structure throughout the enterprise. The Management Guidelines consist of maturity models, critical success factors, key goal indicators and key performance indicators. This structure delivers a significantly improved framework responding to management’s need for control and measurability of IT by providing tools to assess and measure the organisation’s IT environment against COBIT’s 34 IT processes.

Method over Mayhem in Managing e-Commerce Risk

2011 ◽  
pp. 107-119
Author(s):  
Dieter Fink
Keyword(s):  
Information Technology ◽  
Risk Management ◽  
Critical Success Factors ◽  
Success Factors ◽  
Literature Survey ◽  
Critical Success ◽  
Risk Management Methodology ◽  
Management Approaches ◽  
Operational Aspects ◽  
Technology Systems

Under the system of e-commerce, organisations leave themselves open to attack which can have catastrophic consequences. Recent well-publicised business disruptions to firms such as Northwest Airlines and Ebay have had significant business impacts. The chapter identifies the differences in risk management approaches for older information technology systems and those required for e-commerce. The benefits and the critical success factors for an e-commerce risk management methodology are identified and discussed. A literature survey revealed the existence of only two methodologies with potential suitability for e-commerce risk management. They are evaluated against the critical success factors. The chapter recommends a program of research to make risk management more dynamic and interactive particularly for the operational aspects of e-commerce.

Life Cycle Critical Success Factors for Public-Private Partnership Infrastructure Projects

2015 ◽  
Vol 31 (5) ◽  
pp. 04014073 ◽  
Author(s):  
Junxiao Liu ◽  
Peter E. D. Love ◽  
Jim Smith ◽  
Michael Regan ◽  
Peter R. Davis
Keyword(s):  
Life Cycle ◽  
Critical Success Factors ◽  
Success Factors ◽  
Public Private Partnership ◽  
Infrastructure Projects ◽  
Private Partnership ◽  
Critical Success

Variations in Critical Success Factors Over the Stages in the Project Life Cycle

1988 ◽  
Vol 14 (1) ◽  
pp. 5-18 ◽  
Author(s):  
Jeffrey K. Pinto ◽  
John E. Prescott
Keyword(s):  
Life Cycle ◽  
Critical Success Factors ◽  
Success Factors ◽  
Project Managers ◽  
Team Members ◽  
Critical Success ◽  
Life Cycle Stages ◽  
Project Life Cycle ◽  
Ridge Regression Analysis ◽  
Project Life

Afield study was conducted to investigate changes in the importance of project critical success factors across four stages in the project life cycle. A total of 408 project managers or project team members cur-rently involved in a project responded to the questionnaire. Ridge regression analysis was performed on the initially derived ten critical success factors, reducing the final number of critical success factors to eight. A stepwise regression was then done on the critical success factors at each of the four stages in the project life cycle. Results indi-cated that the relative importance of several of the criticalfactors change significantly based on life cycle stages.

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