Business user impact on information system projects

Abstract

Purpose There are differing views and results in the literature regarding whether the user’s participation has a positive or negative impact, if any, on the success of an information system (IS) project. The purpose of this paper is to develop a comprehensive model with four main hypotheses to test the relationships between seven constructs using survey data conducted in the USA. Design/methodology/approach The authors develop a structural equation model (SEM) with four constructs defining the activities the user participates in and three constructs defining user satisfaction as a measure of project success. As such, the proposed SEM is the most comprehensive among the models offered in the literature to date, and includes, for the first time, a presentation requirement construct as a specific system requirement for possible user participation. Findings The authors find that a business user’s participation in functional requirements benefits project outcome, whereas business users should not participate in gathering presentation requirements unless they are experienced middle managers. Research limitations/implications This study surveyed many industries across the USA and provided a solid statistical base for analysis. Future research should consider exploring IS projects in other countries since various cultures can differ in how they approach to such projects. Additionally, industries are known to have dissimilar needs; therefore, a study exploring specific industries would add to the available research. Practical implications The authors find that when the general business user participates in certain activities that relate to presentation of the system, his/her involvement negatively impacts the project success. However, if that business user is a middle manager, he/she has a positive impact on the project success. Similarly, when the business user participates in managing the projects, that involvement negatively impacts the project outcome (although the amount of negative impact is relatively small). These results should have an influence on the way the IS project managers allocate business resources to activities, and their decisions regarding whether and where the business users participate. Social implications The authors expect higher levels of business user satisfaction on IS projects if they are allocated to a limited subset of project activities that has a positive impact on project outcomes. Originality/value The authors believe these findings contribute to this research domain considerably since they are based on a large sample size on a new comprehensive model of business users that can be generalized across industries. The separation of business requirements into functional and presentation requirements has suggested that there are differing impacts to the project depending on the type of business user involved.

The Impact of Psychological Empowerment of Project-Oriented Employees on Project Success: A Moderated Mediation Model

“…Alpha reliability for the scale was 0.92. To measure project success, we used a 6-item scale developed by Robey et al (1993) consistent with Eichhorn and Tukel (2018) with little modification. The sample item included "The amount of work I produced."…”

The Continuum of Information Systems Project Success: Reflecting on the Correlation between Project Success Dimensions

“…This is also facilitated by meeting user expectations and satisfaction. This theme is widely debated in literature as the users can dictate whether an IS project is a failure or a success (Bradford & Oya, 2018;Joseph et al, 2014;Petter et al, 2013). The output of an IS project can be rejected if underutilised by users and the initiative will be questioned if benefits are not realised (Bradford & Oya, 2018;Marnewick et al, 2017).…”

“…This theme is widely debated in literature as the users can dictate whether an IS project is a failure or a success (Bradford & Oya, 2018;Joseph et al, 2014;Petter et al, 2013). The output of an IS project can be rejected if underutilised by users and the initiative will be questioned if benefits are not realised (Bradford & Oya, 2018;Marnewick et al, 2017). It is imperative to include users during the IS project development cycle to facilitate improved user experience (Marnewick et al, 2017;Serrador & Pinto, 2015).…”

“…IS projects are notorious for specification and requirements issues (Group, 2018;Joseph et al, 2014). Defining specifications and requirements serve as a benchmark during IS projects and the challenge is to ensure they are evident and achieve the underlying intent of the project (Bradford & Oya, 2018;Schön et al, 2019).…”

Perspectives on knowledge integration in cross-functional teams in information systems development

“…In ISD projects, user representatives can play a pivotal role in spanning knowledge boundaries in the pursuit of knowledge integration within the project (Pan and Mao, 2016). In many ISD project teams, instead of limiting their role to that of the information source, user representatives act as co-creators together with their technology-oriented peers, to the extent that the distinction between business domain experts and IT experts becomes less apparent (Eichhorn, 2014). If spanning knowledge boundaries on the syntactic, semantic and pragmatic level may positively influence ISD project performance and product quality (Wang et al, 2016), we need more insights on how to approach knowledge boundary spanning in ISD projects.…”