Project failures in small companies

Rob, Mohammad A.

doi:10.1109/ms.2003.1241374

Cited by 11 publications

(9 citation statements)

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“…Studies have identified that project failure has been influenced by the performance, commitment, turnover and motivation of staff with these issues becoming more apparent on long lead-time projects with dispersed teams across multiple geographic boundaries (Bussen and Myers 1997;Michie and West 2004;Newman and Sabherwal 1996;Rob 2003). The culture within technology-based organizations has for many years been one of staff working long hours as they struggle to develop and deliver a system to short timescales and unrealistic budgets leading to an eventual reduction in performance, increased cynicism and stress levels due to temporal dissonance (Conway and Limayem 2011;Linberg 1999.…”

Section: Staff Performancementioning

confidence: 99%

“…Inadequate communication with users and the wider stakeholder base can be a key contributory factor in the failure of projects. Poor communication between client and vendor, negative outcomes as a direct result of poor communication between staff and stakeholders, poor communication during ERP implementation, barriers to communication, poor communications between exec, middle management and front line staff are all contributory factors to project failure (Barker and Frolick 2003;Gauld 2007;Monteiro de Carvalho 2014;Philip et al 2009;Rob 2003).…”

Section: Stakeholder Communicationmentioning

confidence: 99%

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Information systems project failure – analysis of causal links using interpretive structural modelling

Hughes

Dwivedi

Rana

et al. 2016

Production Planning & Control

104

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The analysis of the root causes of information Systems (IS) project failure has been the subject of intense scrutiny for some time within industry and the academic community. Researchers have developed various models, notions of failure and categorizations to succinctly classify project failure into a set of key factors for organizations and project managers to focus on in their attempts to avoid failure. This study incorporates a technique titled: Interpretive Structural Modelling (ISM) as the methodology to formalize the relationships between the selected failure factors. This approach is positioned as a mechanism that can yield greater insights into the relationships between the factors surrounding project failure; thereby developing a better understanding of how these relationships can have a bearing on project outcomes. The findings identify key driving variables that are presented as having significant impact on the other factors within the model. A number of variables are also identified as being heavily dependent on other connected factors highlighting that a failure in one or more of these connected factors; is likely to result in a failure in one or more of the dependent factors unless timely steps are taken to address these key issues. This research details a number of practical implications for senior management and project managers as well as the academic community. These considerations form an underlying thread within this study as specific practice related implications are highlighted and discussed throughout the study.

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Section: Staff Performancementioning

confidence: 99%

Section: Stakeholder Communicationmentioning

confidence: 99%

Information systems project failure – analysis of causal links using interpretive structural modelling

Hughes

Dwivedi

Rana

et al. 2016

Production Planning & Control

104

View full text Add to dashboard Cite

show abstract

“…Visibility also provides, by itself, communication and coordination among team members. Successful software development requires open communications -within the project group, and with the stakeholders [16]. Successful coordination requires that each team member understands: who is responsible for what parts of the project, the relations between the tasks assigned to different team members, and how the work is progressing with respects to the set schedule [1].…”

Section: Influence Modelmentioning

confidence: 99%

“…The PM function is not to make people work, but to make it possible for people to work [6]. If the project manager is an obstacle, the project is bound to fail [16].…”

Section: Influence Modelmentioning

confidence: 99%

Coordination and pressing: A formula for teamwork — A case study

Marques

Ochoa

Quispe

et al. 2010

The 2010 14th International Conference on Computer Supported Cooperative Work in Design

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The software industry has recognized the importance of teamwork as a driver for good projects results. However teamwork is not an easy goal to reach, because there is a large list of variables affecting the process. Each project probably will require a particular recipe to promote and perform real teamwork. Therefore a one-size fits-all approach does not work to promote teamwork in the software development scenarios. This article presents an influence model that helps the development teams to find a strategy that allow them to carry out teamwork. This model is the result of an analysis conducted by the authors on 27 software projects performed in a controlled setting in an academic environment.

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“…A blend of both qualities in one graduate is hard to find, and if it is found, it is mostly attributed to the individual's personality. For software managers to add value, steps must be taken to enable them to [5,12,21,22,24,25,26]:…”

Section: Literature Review and Problem Elaborationmentioning

confidence: 99%

Practicum in software project management

Maqsood

Javed

2007

Proceedings of the the 6th Joint Meeting of the European Software Engineering Conference and the ACM SIGSOFT Symposium on the F

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One of the key factors influencing project success or failure is project management. Unfortunately, effective management of software projects is not in practice; what is actually being practiced varies significantly from what is advised in the available literature. In order to improve performance in the field of software project management, there is a dire need to formally educate prospective project managers in both the theoretical and practical aspects of managing software projects. This paper focuses on the formulation and execution of Practicum in Software Project Management, a graduate course that aids students in learning practical aspects of software project management. This course has been a part of the Masters in Software Project Management curriculum at National University of Computer and Emerging Sciences (NUCES), Lahore, Pakistan since 2001. We discuss the course in light of the major software project management activities recommended in literature. A comparison of the course with the Portfolio, Program and Project Management Maturity Model (P3M3) has been done to allow us to 1) assess the maturity of this course in terms of software engineering project management processes, and 2) assist us in identifying and highlighting the areas needing further improvement in terms of teaching, practice and industry needs. The comparison is based on the key process areas applicable to our course and shows that Practicum in Software Project Management is 90% capable at the Repeatable and 81% capable at the Defined levels of the P3M3.

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Project failures in small companies

Cited by 11 publications

References 0 publications

Information systems project failure – analysis of causal links using interpretive structural modelling

Information systems project failure – analysis of causal links using interpretive structural modelling

Coordination and pressing: A formula for teamwork — A case study

Practicum in software project management

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Project failures in small companies

Cited by 11 publications

References 0 publications

Information systems project failure – analysis of causal links using interpretive structural modelling

Information systems project failure – analysis of causal links using interpretive structural modelling

Coordination and pressing: A formula for teamwork &#x2014; A case study

Practicum in software project management

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Coordination and pressing: A formula for teamwork — A case study