Information Technology Project Management and Project Success

Information Technology Project Management and Project Success

Alan R. Peslak
DOI: 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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Project Success

There have been many researchers that have explored project success and its influencing variables. Wateridge (1998) suggests that there are many factors that can influence project success and not just the traditional meeting time and cost constraints. According to users, the top two success requirements for successful projects were meeting user requirements and “happy” users. Delone and McLean (1992) suggested the following six categories of information systems success measures: system quality, information quality, use, user satisfaction, individual impact and organizational impact. Anderson and Aydin (2009) noted the importance of social and behavioral processes in health care information success. De Wit (1988) suggested the importance of efficient and dynamic project controls.

Nah, Lau, and Kuang (2001) suggest 11 factors relating to ERP success: 1. ERP teamwork and composition, 2. change management program and culture, 3. top management support, 4. business plan and vision, 5. business process reengineering with minimum customization, 6. project management, 7. monitoring and evaluation of performance, 8. effective communication, 9. software development, testing and troubleshooting, 10. project champion, and 11. appropriate business and IT legacy systems.

Biehl (2007) found “Top management support is the one most commonly cited when implementing complex systems, followed by capable and well-understood business processes, the use of a cross-functional team, and maintaining cross-functional cooperation and communication. Other significant factors suggested include clear project goals and the management of affected employees. Note that employee management also relates to the training of managers and a system’s future users.” Christensen and Walker (2004) found “a significant driver of project management success is effective and intelligent leadership communicated through an inspiring vision of what the project is meant to achieve and how it can make a significant positive impact.” Demarco (2005) suggests assembling the right team, using a life cycle model, correct cost estimating, process training, project control, and re-assessment.

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