Overcoming ICT project failures - A practical perspective

Fenech, Karl; Raffaele, Clifford De

doi:10.1109/wccit.2013.6618719

Cited by 17 publications

(12 citation statements)

References 3 publications

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“…In New Zealand, 62% of IT projects do not succeed (Goldfinch 2007); in the United Kingdom, 84% of public sector projects resulted in failure of some sort (The Royal Academy of Engineering and the British Computer Society 2004). Similar results have been reported across the globe from other developed countries, such as Canada, the United States, Australia, and Netherlands, among others (Fenech and De Raffaele 2013;Pelizza and Hoppe 2018). Studies from developing countries, such as Bangladesh, Sri Lanka, India, Thailand, Malaysia, and South-Africa, also report failures in IT projects (Gunawong and Gao 2017;Rajapakse et al 2012;Nawi et al 2011;Khan et al 2015;Masiero 2016).…”

Section: Introductionsupporting

confidence: 64%

Reasons for the Failure of Information Technology Projects in the Public Sector

Rajala¹,

Aaltonen²

2020

The Palgrave Handbook of the Public Servant

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The public sector has a long history of failed information technology (IT) projects. Previous studies on this topic have reported a variety of reasons for these failures. The lack of a common theoretical base partly explains why researchers have investigated different reasons for these failures while not connecting their results to a broader theoretical framework. The present study aims to identify the reasons for IT project failures in government and create a holistic theoretical base for the field for use in future projects. This study seeks to answer the following research questions: Why do IT projects fail in the public sector? How can this phenomenon be theorized? Methodologically, the study used a systematic literature review and meta-synthesis analysis. The complications are described from project task and management-based perspectives and from the point of view of environmental factors, such as external stakeholders. The analysis identifies which project and management tasks fail in IT projects, what external stakeholders contribute to this failure, and how this failure relates to unsuccessful IT projects. Mapping out these tasks will enable practitioners and researchers to

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Section: Introductionsupporting

confidence: 64%

Reasons for the Failure of Information Technology Projects in the Public Sector

Rajala¹,

Aaltonen²

2020

The Palgrave Handbook of the Public Servant

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“…The inability of organizations to deliver consistent, successful project outcomes has been an ongoing theme for many years within academic study and practitioner analysis. Studies have synthesized the key facets of Information Systems (IS) project performance, success and failure, and organizational change initiatives (Dwivedi et al, 2013;Hughes et al, 2015;Nudurupati et al, 2015), highlighting many of the underlying contributory factors and root causes (Fenech and Raffaele, 2013). Unfortunately, projects seem to grossly overspend, collapse without realizing benefits (Barker and Frolick, 2003;Conboy, 2010;Standish Group, 2013), are abandoned mid-way through the lifecycle, or are delivered with such low levels of adoption that the project business case becomes fundamentally redundant (Hughes et al, 2015;Pan et al, 2008).…”

Section: Introductionmentioning

confidence: 99%

Mapping IS failure factors on PRINCE2® stages: an application of Interpretive Ranking Process (IRP)

Hughes

Dwivedi

Rana

2017

Production Planning & Control

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The social, political and cultural issues faced by organizations and their senior management team in the delivery and adoption of strategic projects, is highly complex and problematic. Despite a mature body of literature, increasing levels of practitioner certification, application of standards and numerous government initiatives, improvements in success have been minimal. In this study we analyse the key underlying factors surrounding the failure of Information Systems (IS) projects and explore the merits of articulating a narrative that focusses on senior management embracing practical pessimism. Specifically, we develop a hypothesis supported by empirical study that leverages expert's views on the dominance and interrelationships between failure factors within PRINCE2 ® project stages using an Interpretive Ranking Process (IRP). Our findings establish how the concept of dominance between individual failure factors can necessitate senior management to make key informed and timely decisions that could potentially influence project outcomes based on an empirical derived, interpretive predictive framework.

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“…5. Fenech and De Raffaele (2013) report three different studies: (1) an independent study by McCafferty revealed that 25% of the projects will not succeed in meeting the requirements, amounting to around $63 billion annually spent on such failed initiatives, (2) a global study held by Gartner for 845 ICT companies concluded that 44% of the analyzed projects exceeded budget allocations, 42% failed to be delivered within agreed timeframes and over 42.5% lacked in achieving all expected benefits by the end of the project, (3) Young's study reported that 15-28% of ICT projects in Australia were abandoned prior to implementation, around 30% experienced significant cost overruns sometimes up to 189% and less than 20% had achieved all the established performance objectives. 6.…”

Section: Project Performance Metricsmentioning

confidence: 99%

A Global Study on ICT Project Performance

Kashiwagi

2020

japiv

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There is a perception of low performance in the information communications technology (ICT) industry with various differing opinions as to the source of the low performance. As technology becomes more integrated within all aspects of society the need for high performance is critical. This research focuses on understanding project performance in the ICT industry. Through literature research an analysis and compilation was performed with 56 publications related to project performance factors, reported performance statistics, and solutions to improve ICT project performance. The research findings establish a definition of performance, identify the current level of performance within the ICT industry, identify existing solutions to the ICT industry and a prioritized listing of 25 factors of project performance.

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Overcoming ICT project failures - A practical perspective

Cited by 17 publications

References 3 publications

Reasons for the Failure of Information Technology Projects in the Public Sector

Reasons for the Failure of Information Technology Projects in the Public Sector

Mapping IS failure factors on PRINCE2® stages: an application of Interpretive Ranking Process (IRP)

A Global Study on ICT Project Performance

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