How universal are IT project success and failure factors? Evidence from Hungary

Aranyossy, Márta; Blaskovics, Bálint; Horváth, Ákos Ardzsuna

doi:10.1080/10580530.2017.1416943

Cited by 33 publications

(18 citation statements)

References 40 publications

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“…However, Labovitz (1967) also showed that analyzing Likert-type items that are linear and monotonic can be done with a low associated error. In studies where it is more advantageous to analyze the individual Likert-type items (questions) rather than the combined Likert scale, interval-based statistics are used (Aranyossy et al, 2018).…”

Section: Evaluation Of the Startup Ecosystemmentioning

confidence: 99%

Characteristics and challenges of the Hungarian startup ecosystem

Jáki¹,

Molnár²,

Kádár³

2019

Veztud

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In this paper, the authors' aim to explore the Hungarian startup ecosystem on both the demand side and the supply side. To achieve this, they conducted a survey reaching both startups and investors. In the survey, the authors observed features of Hungarian startup entrepreneurs such as gender, age, education, previous entrepreneurial experience, and their motivation for establishing startup companies. Furthermore, the authors focused on financing, location, target markets, employment, and operational difficulties. They also examined the attitudes of the startupers and of the ecosystem's other actors such as venture capital investors, incubator houses, accelerators, corporations and co-working spaces regarding various characteristics of the ecosystem. They deemed cooperation between the members of the ecosystem, international relations and the opportunity for startupers to start again after a failed startup to be the most important characteristics. They perceived the strongest characteristic of the Hungarian ecosystem to be social events (meetups and networking), while the most problematic: the opportunity to start again after failing a startup and the required level of entrepreneurial administration 1 .

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Section: Evaluation Of the Startup Ecosystemmentioning

confidence: 99%

Characteristics and challenges of the Hungarian startup ecosystem

Jáki¹,

Molnár²,

Kádár³

2019

Veztud

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“…ITenabled change projects are often criticised because of high failure rates that can be attributed to the presence of complexity within these projects (Hastie and Wojewoda, 2015). In previous years, success or failure of IT-enabled change projects has mostly been determined by traditional project management performance that focusses on the success of cost, time and specification (De Bakker et al, 2010;Aranyossy et al, 2018). Although the Project Management Institute (PMI), Project Management Body of Knowledge (PMBOK) and other researchers now include a broader view of success, these do not all tailor the measurement of success to the identified complexity contributing factor.…”

Section: Introductionmentioning

confidence: 99%

Linking complexity factors and project management approaches to performance: an embedded single case study of IT-enabled change projects in Australia

Odusanya

Ochoa

Chileshe

et al. 2021

IJMPB

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PurposeThe purpose of this paper is to provide a holistic view of the link between the identification of complexity contributing factors, the application of project management approaches and their impacts on the performance of Information Technology (IT)-enabled change projects.Design/methodology/approachA qualitative approach of an embedded single-case design comprising three IT-enabled change projects delivered in Australia was used to explore the impact of complexity contributing factors and project management approaches on project performance measures. Semi-structured interviews were used as the main data collection method. Thematic analysis was used as the data analysis approach.FindingsThe results from the thematic analysis highlight that complexity contributing factors are related to two categories of complexity defined in this paper: technical uncertainties and uncertainty in goals and deliverables, both have an impact on the performance of IT-enabled change projects. It also highlights key project management approaches such as the use of an adaptive management approach and good communication as key to managing complexity. It also identifies a misalignment between stakeholder perception of success and the project management success measure for complex IT-enabled projects.Research limitations/implicationsThe research is based on data collected from Australian participants involved in three case studies. Additional data collection and reviews from practitioners in the field of project management could further refine and improve this research.Practical implicationsThe research facilitates the identification of specific complexity contributing factors at the early stage of a project to ensure that the appropriate project management approaches and success measures are used.Originality/valueThe paper contributes to rethinking the pathways towards improving project performance in the IT sector by expanding the identification of project complexity to understanding how complexity and the management approaches impact project performance.

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“…Similarly, both the general management and project management literatures have comprehensively studied the support that organizations can provide during goal setting (e.g. Bryde, 2008; Fortune and White, 2006; Aranyossy et al , 2018). However, the literature has largely ignored the impact of an effective organizational climate (OC) within the operations environment to support the goal setting process.…”

Section: Introductionmentioning

confidence: 99%

The role of organizational climate in setting project goals

Zwikael

Meredith

2019

IJOPM

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Purpose Project goal setting, led by a project proposal development team, is an important operations process because effective goal setting aligned with the operations strategy can enhance project investment decision making, project success and thereby operations performance. The purpose of this paper is to argue that because of the strategic nature of this task, the organizational climate (OC) that the proposal development team works in is critical for the effectiveness of their goal setting. Design/methodology/approach The authors raise hypotheses regarding the role OC plays in enhancing the effectiveness of the support senior executives provide to project proposal teams. The authors test the hypotheses in a longitudinal survey of 200 managers in the USA. Findings Results show that a formal organizational process used by proposal development teams for setting project goals is highly effective and that an appropriate OC further intensifies the positive effect of such a process. However, a formal organizational process has no positive effect on effective goal setting if implemented in an environment with a poor OC. Originality/value The paper contributes to the literature by finding that a positive OC intensifies the already positive effect of organizational support. In practice, the creation of such a climate can enhance project goal setting, project success, and as a result, operations performance.

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How universal are IT project success and failure factors? Evidence from Hungary

Cited by 33 publications

References 40 publications

Characteristics and challenges of the Hungarian startup ecosystem

Characteristics and challenges of the Hungarian startup ecosystem

Linking complexity factors and project management approaches to performance: an embedded single case study of IT-enabled change projects in Australia

The role of organizational climate in setting project goals

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