Project Management in the Information Systems and Information Technologies Industries

Hartman, Francis T.; Ashrafi, Rafi

doi:10.1177/875697280203300303

Cited by 131 publications

(81 citation statements)

References 23 publications

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…A change of the client's management might furthermore negatively affect the mutual trust between the project partners. Hartman & Ashrafi (2002) empirically confirmed the importance of effective communication on IT projects. Formal outsourcing contracts are important, but trust between the partners is critical for overall outsourcing success (Sabherwal, 1999, p. 85;J.…”

Section: Relevant Literature In the Context Of Market Risks In It Outmentioning

confidence: 64%

Using financial derivatives to hedge against market risks in IT outsourcing projects – a quantitative decision model

Buhl

Fridgen

König

2013

Journal of Decision Systems

View full text Add to dashboard Cite

Besides the project-inherent risk of an IT outsourcing project, related to the management of the project, other types of risk driven by the marketshave not yet been addressed until now. Although financial derivatives are well known as a powerful tool for hedging market risk, there are no approaches to utilize this tool for risk management in IT outsourcing projects. We show a way to address two types of market risk threatening outsourcing success: insolvency of the project counterpart and a slump in prices of the counterpart's stocks. This paper therefore provides a quantitative decision model to determine how much money should be spent on hedging these risks using financial derivatives. We discover that the lower the probability of damage the higher the degree of cheap hedging that should be applied. In contrast, other means of hedging should be considered when facing a rather high probability of damage, because financial hedging gets too expensive.

show abstract

Section: Relevant Literature In the Context Of Market Risks In It Outmentioning

confidence: 64%

Using financial derivatives to hedge against market risks in IT outsourcing projects – a quantitative decision model

Buhl

Fridgen

König

2013

Journal of Decision Systems

View full text Add to dashboard Cite

show abstract

“…These criteria is formulated based on four project dimensions: resources [24], [27], [33], [39]- [43], managerial [24], [27], [38], [39], [44], directional [5], [22], [24], [37], [43], and environmental [5], [19], [22], [24], [37], [43], [48] dimensions. Further, derivation of these success criteria level into the CSF level is conducted through identifies sub-dimensions of their dimensions.…”

Section: Results and Discussion: Implementation Of The Proposed Methomentioning

confidence: 99%

“…Clearly, two meta-analysis studies by Petter et al [30] and Urbach and Muller [34] described that the use of multidimensions will produce a high content validity. These studies represented that the multidimensional usage is more reasonable rather than single ones [6], [30], [34] in the project performance measurements, but a number of scholars [23]- [24], [35]- [38] used partially the project dimensions in their studies. Subiyakto and Ahlan [32] presented coherently combination of four dimensions to understand a project in information and communication technologi (ICT) environment.…”

Section: Dimensions Of the Is Project Successmentioning

confidence: 99%

See 1 more Smart Citation

An Alternative Method for Determining Critical Success Factors of Information System Project

Subiyakto¹,

Ahlan²,

Sukmana³

2014

TELKOMNIKA

View full text Add to dashboard Cite

Historically, information system (IS) IntroductionProject performance studies in IS environment have been the interest of both researchers and practitioners for many years [1], but few of them focused on the methodological aspects in particularly the CSFs determination method. This method described how to identify critical areas that affect significantly performances of the project [2]. Although, this method as an IS methodology has introduced by John Rockart [3] using top-down approach in the late 1970s, but numerous researchers [4]- [12] have been using the bottom-up in their studies. Boynton and Zmud [2] described that the top down approach lends a sense of consistency and completeness. On the other side, they have also indicated that this nonautomated methodology is difficult to use and needs direction from a skilled analyst. It is may be one of the reasons why numerous researchers [4]-[12] utilized the bottom up in their studies because its easiness in the utilization, even by non-professional audiences [13]. Nevertheless, researchers [14] who used this method in their empirical studies concluded that they did not successful to prove the critical connection between most of the used CSFs and the project outcome. However, each of these methods has strengths and weaknesses, but the challenges here are how the IS project managers can determine the right CSFs that affect significantly in their projects using the appropriate method.In addition, researchers and practitioners will get an alternative choice to determine CSFs of their projects if both methods are combined in term of sharing the strengths and weaknesses. This combination is aimed to give a new perspective on understanding the IS project environment related to the organizational, managerial, and environmental issues. This paper presents combination of two methods abovementioned using the compatibility analysis. As described by Belout and Gauvreau [15] that most of models are developed using the previous theories rather than on empirical proofs. Based on this description, authors tried to make a logical sense to combine the top down [2] and the bottom up [4]- [12] methods. The aim is to provide an alternative method in order to deal a new method in the CSFs determination process. The following sections describe literature review, research method, the proposed method, its implementation in a case study, and lastly, this article is concluded with suggestion for the further studies.

show abstract

“…IT project delays, cost overruns, and abandonment are reported frequently (Hartman and Ashrafi, 2002).…”

Section: Introductionmentioning

confidence: 99%

Determinants of the Success of Information Techology Project Management in Thailand

Winley

2015

E J Info Sys Dev Countries

View full text Add to dashboard Cite

A theoretical model of information technology (IT) project management was formulated based on the results of previous studies incorporating transactional and transformational leadership styles, team diversity, and team culture as determinants of team processes and project outcomes. The study addresses the lack of previous studies of IT projects and is concerned with infrastructure and software projects conducted in cross-functional environments with co-located teams in the context of Thailand. The model was tested and developed to a final model using data collected from a sample of 219 professionals with experience in IT projects in Thailand. The results confirmed several reported effects of leadership styles, team diversity, and culture on team cooperation, cohesion, and conflict and their subsequent effects on performance and psychosocial project outcomes. The findings highlighted results not commonly reported in previous studies of IT project management concerning the role of dominant cultural characteristics of Thai society at the level project teams as well as important direct effects of leadership styles and aspects of team diversity on performance and psychosocial outcomes. Based on the findings practical recommendations for improving IT project outcomes are presented.

show abstract

Project Management in the Information Systems and Information Technologies Industries

Cited by 131 publications

References 23 publications

Using financial derivatives to hedge against market risks in IT outsourcing projects – a quantitative decision model

Using financial derivatives to hedge against market risks in IT outsourcing projects – a quantitative decision model

An Alternative Method for Determining Critical Success Factors of Information System Project

Determinants of the Success of Information Techology Project Management in Thailand

Contact Info

Product

Resources

About