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

Abstract

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.

Identifying the definition, measurement, research focuses, and prospects of project complexity: a systematic literature review

“…Two categories of the consequences of project complexity include process-based and performance-based outcomes. The process-based outcomes involve interface management ECAM 30,7 (Ahn et al, 2017), stakeholder relationships (Odusanya et al, 2021), and communication (Senescu et al, 2013). In addition, project managers' ego depletion, as an individual-level outcome, might be increased under a high level of project complexity (Fang and Zhang, 2021).…”

“…The process-based outcomes involve interface management (Ahn et al. , 2017), stakeholder relationships (Odusanya et al. , 2021), and communication (Senescu et al.…”

“…• Interface management (Ahn et al, 2016) • Stakeholder relationship (Odusanya et al, 2021) • Communication (Senescu et al, 2013) • Identifying project complexity (underlying mechanisms), moderators (boundaries), and outcomes. The value of this framework includes two aspects, such that integrating and better understanding the extant literature on project complexity and identifying directions and providing guidance for future research.…”

“…Specifically, risk checklists and matrices should include project complexity and uncertainty. For static structural complexity, the linear risk chain and impacts can be identified using quantitative methods, while adaptive and flexible management strategies and qualitative and modeling methods might be more appropriate for the non-linear changes in risk evolution due to dynamic complexity (Luo et al, 2017a;Odusanya et al, 2021).…”

The mediating role of social dynamics in the influence of absorptive capacity and tacit knowledge sharing on project performance

“…Similarly, we propose that increased absorptive capacity, like the capability to create unique combinations of external knowledge and project team members' knowledge, enhances the probability that teams will effectively implement fresh perspectives toward professional growth. For this reason, Odusanya et al (2021)) agree that projects that can learn from outside sources will have a higher chance of taking advantage of the always-dynamic world. Project performance can also be increased by exploring, modifying, and utilizing external knowledge since it improves problem-solving capabilities and reactivity.…”