Exploiting organizational knowledge in developing IS project cost and schedule estimates: An empirical study

Henry, Raymond M.; McCray, Gordon E.; Purvis, Russell L.; Roberts, Tom

doi:10.1016/j.im.2007.06.002

Cited by 28 publications

(12 citation statements)

References 88 publications

(96 reference statements)

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“…Practitioner‐focused literature points to the ongoing challenges that managers face in overseeing these evolving processes, including the underlying controls that they are responsible for designing and monitoring (Wallace et al ., ; Cong & Romero, ). Failure to maintain a comprehensive and effective control system can result in the impairment of process performance (Henry et al ., ; Khansa & Liginlal, ), including examples such as the system implementation project failure at Avon (Fitzgerald, ) or the data security breach at Target (Riley et al ., ). Poor controls can also contribute to broad business failures, such as the high‐profile examples of Enron and WorldCom (Carcello et al ., ).…”

Section: Introductionmentioning

confidence: 99%

Hitting a moving target: a process model of information systems control change

Cram

Brohman

Gallupe

2015

Information Systems Journal

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Controls are widely regarded as a key factor in driving high performing organisational processes. However, because of ongoing changes within information systems (IS) processes, control modifications are commonly required in order to maintain performance levels. Although past research recognises the ongoing benefits derived from successful control changes, there is a limited understanding of the actual steps taken by organisations, particularly with regard to avoiding negative performance implications such as process delays or employee resistance. This research draws on empirical data from six case studies to propose a new process model that depicts the interconnected steps involved in control changes. Our findings suggest that the sources of IS control change may be more diverse than most past research suggests and that control changes within non-project-oriented processes (e.g. enterprise architecture) present additional challenges in comparison to project-oriented processes (e.g. systems development). Insights from this research can aid practitioners in streamlining control changes as a means to improve effectiveness, whilst also contributing to research by uncovering an enhanced understanding of why and how control changes are made in IS processes.

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Section: Introductionmentioning

confidence: 99%

Hitting a moving target: a process model of information systems control change

Cram

Brohman

Gallupe

2015

Information Systems Journal

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“…In other research it was found that the combination of traditional project management practices and KM enabled schedule and budget predictability [25].…”

Section: Resultsmentioning

confidence: 96%

Tracking the Flow of Knowledge in IT Organizations: The Impact of Organizational Learning Factors and Project Learning Practices on Project Success

McKay

Ellis

2014

2014 47th Hawaii International Conference on System Sciences

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Knowledge exists at both the organizational and unit levels; environment factors at either level may enable or impede knowledge sharing within an IT organization. There is, however, no meaningful means to measure organizational or unit level knowledge sharing.The need to understand this flow of knowledge within an organization is dramatically evidenced in information technology organizations in which insufficient knowledge sharing leads to intellectual capital loss, rework, skills deterioration, and repeated mistakes that increase project costs leading to failure. The goal of the current study was to examine the relationship among knowledge sharing processes at the organizational level -organizational learning factors -the unit level -project learning practices -and the success of the IT project.Twelve organizational learning factors, eleven project learning practices, and nine project success variables were identified and validated through an expert panel review. These constructs were then codified in a survey and distributed to 5,000 IT managers. This study found a positive and significant relationship among organizational learning, project learning, and project success in IT organizations.

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“…Henry et al (2007) assessed the subsequent impact of predictability on project success. Henry et al (2007) assessed the subsequent impact of predictability on project success.…”

Section: Research Backgroundmentioning

confidence: 99%

Factors affecting cost and schedule in Qatar's residential compounds projects

Jurf

Beheiry

2012

IJEME

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Cost and schedule deviation from the estimated baseline are common in construction projects and have a negative effect on construction activity, which is a substantial portion of the GDP in most countries. Previous research studies examined the causes of deviation in several countries including some Gulf Council Countries (GCC) like Kuwait and the UAE, but none were done on the considerable Qatari market, that is set to boom further with the upcoming preparations for hosting Qatar FIFA 2020 World Cup. Therefore, this study identified and ranked, using the relative importance index (RII) method, the significant factors influencing cost and schedule deviation in Qatari residential compound projects. A detailed questionnaire was developed on a Likert scale addressing these factors and was used to solicit the viewpoints of Grade A contractors. The collected project sample had a total capital investment of approximately $1.25 billion and the projects were executed within a five year period (2000)(2001)(2002)(2003)(2004)(2005). The study indicated that over 85% of the projects experienced cost and/or schedule deviation. Most importantly, the study revealed that most contractors viewed material delays as the most prominent issue influencing construction projects predictability in Qatar. Other top ten factors included design changes, labour shortages, deficient estimates and cash flow planning.

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Exploiting organizational knowledge in developing IS project cost and schedule estimates: An empirical study

Cited by 28 publications

References 88 publications

Hitting a moving target: a process model of information systems control change

Hitting a moving target: a process model of information systems control change

Tracking the Flow of Knowledge in IT Organizations: The Impact of Organizational Learning Factors and Project Learning Practices on Project Success

Factors affecting cost and schedule in Qatar's residential compounds projects

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