Systematic Review of Risks in Domestic and Global IT Projects

Systematic Review of Risks in Domestic and Global IT Projects

Franciane Freitas Silveira, Rosária de F. S. Macri Russo, Irapuan Glória Júnior, Roberto Sbragia
Copyright: © 2022 |Pages: 23
DOI: 10.4018/978-1-6684-3702-5.ch076
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Abstract

The development of information technology projects is no longer limited to the domestic sphere. This study identifies the differentiation of risk categories between global and domestic projects through an exploratory research carried out by means of a systematic literature review. 1367 risks were identified in 37 articles and classified within 22 categories. The major concern regarded in domestic project management was the client (external risk) and scope (internal risk) and, in global project management, the psychic distance (external) and coordination and control (internal). The main difference between the risk categories for each project type refers to the psychic distance category, which was identified almost exclusively in global projects, thus making the external risks more relevant than those in domestic projects. On the other hand, it makes risks such as client, supplier and stakeholders be underestimated. The results indicate that project managers should focus on different risks depending on the type of IT project: global or domestic.
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Conceptual Background

IT projects are classified into system and infrastructure development projects. In the former, delivery is a computational system. In infrastructure projects, on the other hand, deliveries are related to servers, communications, and other several possibilities, thus having specific risks for each type (Sommerville, 2015). In this study, we will focus on computational systems. It is common to use offshore teams in this type of project (Kliem, 2004), constituting what is known as a global project, which uses distributed teams (Ebert, 2011).

Global projects are those that involve individuals, teams, groups and organizations from multiple locations (Lientz & Rea, 2003), cultures and business units and functions (Anantatmula & Thomas, 2010). There are unique challenges in this new context, such as language and communication barriers, cultural differences, distributed teams, and different government regulations from one country to another. The trend of involving different countries in such projects is due to the use of each country's competitive advantages, which can be explained specifically by two factors: the marketing factor, in which there is the need for access to markets and use of distribution channels, responding to local needs and increasing client intimacy, and the technology factor, related to the recruitment of qualified personnel, access to foreign talents, the existence of lower wages and differentiated technologies (Chiesa, 1995).

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