Organizational Computing as a Facilitator of Operational and Managerial Decision Making: An Exploratory Study of Managers' Perceptions*

Teng, James T. C.; Calhoun, Kenneth J.

doi:10.1111/j.1540-5915.1996.tb01831.x

Cited by 55 publications

(22 citation statements)

References 79 publications

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“…The third hypothesis extends to project management the notion that the managers' use of IT-based information systems and their performance are dependent upon the quality of information provided to them by these systems (Bergeron et al, 1995;Etezadi-Amoli and Farhoomand, 1996;Teng and Calhoun, 1996;Wixom and Watson, 2001). …”

Section: Research Background and Modelmentioning

confidence: 99%

Project management information systems: An empirical study of their impact on project managers and project success

Raymond

Bergeron

2008

International Journal of Project Management

199

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Project management information systems (PMIS) usually acquired by organizations as software packages are meant to provide managers with the decision-making support needed in planning, organizing and controlling projects. However, the actual contribution of PMIS to project success or performance is still unknown. The purpose of this study is to empirically assess the quality of the PMIS presently used in organizations and to examine their impact on project managers and project performance, based on a model of PMIS success model. This model is composed of five constructs: the quality of the PMIS, the quality of the PMIS information output, the use of the PMIS, the individual impacts of the PMIS and the impacts of the PMIS on project success. Analysis of questionnaire data obtained from 39 project managers confirms the significant contribution of PMIS to successful project management. Improvements in effectiveness and efficiency in managerial tasks were observed here in terms of better project planning, scheduling, monitoring, and control. Improvements were also observed in terms of timelier decision-making. Advantages obtained from PMIS use are not limited to individual performance but also include project performance. These systems were found to have direct impacts on project success, as they contribute to improving budget control and meeting project deadlines as well as fulfilling technical specifications.Keywords: PMIS, project management information system, project manager, IS success, IS impacts, project success. 2 PROJECT MANAGEMENT INFORMATION SYSTEMS: AN EMPIRICAL STUDY OF THEIR IMPACT ON PROJECT MANAGERS AND PROJECT SUCCESS AbstractProject management information systems (PMIS) usually acquired by organizations as software packages are meant to provide managers with the decision-making support needed in planning, organizing and controlling projects. However, the actual contribution of PMIS to project success or performance is still unknown. The purpose of this study is to empirically assess the quality of the PMIS presently used in organizations and to examine their impact on project managers and project performance, based on a model of PMIS success model. This model is composed of five constructs: the quality of the PMIS, the quality of the PMIS information output, the use of the PMIS, the individual impacts of the PMIS and the impacts of the PMIS on project success. Analysis of questionnaire data obtained from 39 project managers confirms the significant contribution of PMIS to successful project management. Improvements in effectiveness and efficiency in managerial tasks were observed here in terms of better project planning, scheduling, monitoring, and control. Improvements were also observed in terms of timelier decision-making. Advantages obtained from PMIS use are not limited to individual performance but also include project performance. These systems were found to have direct impacts on project success, as they contribute to improving budget control and meeting project deadlines as well as...

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Section: Research Background and Modelmentioning

confidence: 99%

Project management information systems: An empirical study of their impact on project managers and project success

Raymond

Bergeron

2008

International Journal of Project Management

199

View full text Add to dashboard Cite

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“…Hypothesis 3: Greater quality of the information output by the PMIS is associated to greater system use (H3a) and greater system impacts on the project manager (H3b). The third hypothesis extends to project management the notion that the managers' use of IT-based information systems and their performance are dependent upon the quality of information provided to them by these systems (Bergeron et al 1995;Etezadi-Amoli and Farhoomand 1996;Teng and Calhoun 1996;Wixom and Watson 2001). construct in the research model is unique and different from the others.…”

Section: Part XVIImentioning

confidence: 99%

Robust Optimization for the Discrete Time-Cost Tradeoff Problem with Cost Uncertainty

Hazır

Haouari

Erel

2014

Handbook on Project Management and Scheduling Vol. 2

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This work is subject to copyright. All rights are reserved by the Publisher, whether the whole or part of the material is concerned, specifically the rights of translation, reprinting, reuse of illustrations, recitation, broadcasting, reproduction on microfilms or in any other physical way, and transmission or information storage and retrieval, electronic adaptation, computer software, or by similar or dissimilar methodology now known or hereafter developed. Exempted from this legal reservation are brief excerpts in connection with reviews or scholarly analysis or material supplied specifically for the purpose of being entered and executed on a computer system, for exclusive use by the purchaser of the work. Duplication of this publication or parts thereof is permitted only under the provisions of the Copyright Law of the Publisher's location, in its current version, and permission for use must always be obtained from Springer. Permissions for use may be obtained through RightsLink at the Copyright Clearance Center. Violations are liable to prosecution under the respective Copyright Law. The use of general descriptive names, registered names, trademarks, service marks, etc. in this publication does not imply, even in the absence of a specific statement, that such names are exempt from the relevant protective laws and regulations and therefore free for general use. While the advice and information in this book are believed to be true and accurate at the date of publication, neither the authors nor the editors nor the publisher can accept any legal responsibility for any errors or omissions that may be made. The publisher makes no warranty, express or implied, with respect to the material contained herein.Printed on acid-free paper Springer is part of Springer Science+Business Media (www.springer.com) PrefaceThis handbook is devoted to scientific approaches to the management and scheduling of projects. Due to their practical relevance, project management and scheduling have been important subjects of inquiry since the early days of Management Science and Operations Research and remain an active and vibrant field of study. The handbook is meant to provide an overview of some of the most active current areas of research. Each chapter has been written by well-recognized scholars, who have made original contributions to their topic. The handbook covers both theoretical concepts and a wide range of applications. For our general readers, we give a brief introduction to elements of project management and scheduling in the first chapter, where we also survey the contents of this book. We believe that the handbook will be a valuable and comprehensive reference to researchers and practitioners in project management and scheduling and hope that it might stimulate further research in this exciting and practically important field.Short-listing and selecting the contributions to this handbook and working with more than one hundred authors have been a challenging and rewarding experience for us. We are grateful to Günter Sch...

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“…Moreover, a decision making process must take place for companies to have a clear cognition of what they are about to examine. Consequently, the role of information technology (IT) has shifted over the last decades [16], to become playing a critical role for companies to manage and control their resources.…”

Section: Literature Reviewmentioning

confidence: 99%

The Tendency for Using Accounting Information Systems in Lebanese Firms

Al-Khoury¹,

Ghazzawi²,

Marwan³

et al. 2013

IJCTE

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Abstract-The purpose of this study is to show the impact of Accounting Information System (AIS) on accounting in Lebanese companies. There are many advantages of AIS, yet there are many disadvantages too. One must check an AIS affordability, time saving, additional costs, cash saving, and employees' adaptation. In this research, quantitative study is done in which questionnaires are filled by accountants and accounting managers to see how this community looks to AIS, how it affects accounting, its positive and negative effecst on firms. The most important advantages of AIS are time saving, accuracy, security, and money saving. Still, employees have to adapt quickly with the new information system. AIS affordability, purchase cost and additional costs, are tested.

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Organizational Computing as a Facilitator of Operational and Managerial Decision Making: An Exploratory Study of Managers' Perceptions*

Cited by 55 publications

References 79 publications

Project management information systems: An empirical study of their impact on project managers and project success

Project management information systems: An empirical study of their impact on project managers and project success

Robust Optimization for the Discrete Time-Cost Tradeoff Problem with Cost Uncertainty

The Tendency for Using Accounting Information Systems in Lebanese Firms

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