Information systems project management: an agency theory interpretation

Mahaney, Robert C.; Lederer, Albert L.

doi:10.1016/s0164-1212(02)00132-2

Cited by 97 publications

(68 citation statements)

References 26 publications

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“…Overall, this project will be completed successfully Note: Items were adapted from Mahaney [33]; 1 = "strongly disagree," 7 = "strongly agree. "…”

Section: Clp1mentioning

confidence: 99%

“…Recent reports indicate that ISD projects are increas ingly getting out of control, which can have dire consequences on organizational performance [13]. Reasons contributing to project failure include the failure to obtain cooperation among multiple stakeholders with partially congruent objectives [33,43] and elusive performance measures used to monitor project progress contribute to project failure [2].…”

mentioning

confidence: 99%

“…Moreover, ISD projects face a high degree of requirement volatility and technological uncertainty, which enforces the need to con tinuously adapt to a changing environment [62]. A key challenge for a project manager is to ensure that all the member goals are congruent and are aligned with the project objectives [34]. The leadership literature suggests that environments similar to ISD projects can be effectively managed by creating a balance between management and leadership [73].…”

mentioning

confidence: 99%

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The Impact of Influence Tactics in Information System Development Projects: A Control-Loss Perspective

Narayanaswamy

Grover

Henry

2013

Journal of Management Information Systems

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“…Overall, this project will be completed successfully Note: Items were adapted from Mahaney [33]; 1 = "strongly disagree," 7 = "strongly agree. "…”

Section: Clp1mentioning

confidence: 99%

mentioning

confidence: 99%

mentioning

confidence: 99%

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The Impact of Influence Tactics in Information System Development Projects: A Control-Loss Perspective

Narayanaswamy

Grover

Henry

2013

Journal of Management Information Systems

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“…15 Effective monitoring and control Schmidt et al, 2001;Jones,1996;OGC,2005;Beynon-Davies, 1999;Humphrey, 2005;Mahaney and Lederer, 2003;Ewusi-Mensah, 1997;BCS, 2004;Reel, 1999;Oz and Sosik, 2000;Baccarini et al, 2004;Sauer and Cuthbertson, 2003;12 27.9 16 Adequate resources Kappelman et al, 2006;Standish Group, 1995Jiang and Klein, 2000;Baccarini et al, 2004;Ewusi-Mensah and Prazasnyski, 1994;Milis and Mercken, 2002;Oz and Sosik, 2000;Jones, 2006;Beynon-Davies, 1999;Leveson, 2004 11 25.6 17 Good leadership Schmidt et al, 2001;OGC,2005;Baccarini et al, 2004;Glaser, 2004;Humphrey, 2005;Drummond, 1998;Ewusi-Mensah, 1997;Standing et al, 2006;Reel, 1999;Clegg et al, 1997;Oz and Sosik, 2000;11 25.6 18 Risk management Whittaker, 1999;OGC, 2005;Yeo, 2002;Jiang et al, 1999;EwusiMensah, 1997;Leveson, 2004;Nuseibeh, 1997;Charette, 2005;BCS, 2004;…”

Section: Non-technical Factors Versus Technical Factorsmentioning

confidence: 99%

Critical success factors for software projects: A comparative study

Nasir¹,

Sahibuddin²

2011

Sci. Res. Essays

127

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Although there have been studies completed on the critical success factors of software projects, these studies all have been specific to one particular country. There has been no comprehensive study reporting on different project sizes in various domains and in multiple countries. We present our extensive literature survey of critical success factors that impact software projects. Forty-three articles from the years 1990 to 2010 were found to be significant contributions that could be analysed in order to develop a list of critical factors that specifically affect the success of software projects. The method of content analysis and frequency analysis was adopted. Twenty-six critical success factors were found to be related to software project success. We suggest that organisation or project manager is attentive to control the top five critical factors to drive towards project success since the percentage of frequency of occurrences for each is more than 50%. Also, it appears that non-technical factors (94%) dominated over technical factors (6%). In a result unique to our study compared with previous one, we found that the factors of clear and frozen requirements, realistic estimation of the schedule and budget, along with a competent project manager are the five most critical success factors of software projects.

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“…However, we accepted only four articles because we had difficulties to interpret any type of definition for success/failure from most of the articles published in that journal. Articles that include the customer's perspective only [13], [32], [34], [36], [43], [44], [45], [46], [47], [48], [49], [50], [51], [52], [53], [54], [55], [56], [57], [58], [59], [60], [61], [62], [63], [64], [65], [66], [67], [68], [69], [70], [71], [72], [73], [74], [75], [76], [77], [78], [79], [80], [81], [82], [83], [84], [85], [86], [87], …”

Section: Answers To Research Questionsmentioning

confidence: 99%

The Presence of the Customer and the Supplier Perspectives in Studies on Software Development Project Success

Ahonen¹,

Savolainen²

2011

Scientific Journal of Riga Technical University. Computer Sciences

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-A systematic literature review on software development project success/failure from customer's or supplier's perspective is presented. The review covers studies published in peer-reviewed journals only. The results show that knowledge on software development project success/failure is multidisciplinary and fragmented. In addition, there are very few studies that consider software development project success from the supplier's perspective. One of the main contributions of this article is the table of articles in which articles have been classified by the perspective which they discuss. Another contribution is the list of journals in which the accepted articles have been published. Moreover, these results show a clear lack in our understanding of software development project success in outsourcing situations.

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Information systems project management: an agency theory interpretation

Cited by 97 publications

References 26 publications

The Impact of Influence Tactics in Information System Development Projects: A Control-Loss Perspective

The Impact of Influence Tactics in Information System Development Projects: A Control-Loss Perspective

Critical success factors for software projects: A comparative study

The Presence of the Customer and the Supplier Perspectives in Studies on Software Development Project Success

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