Success Lies in the Eye of the Beholder: The Mismatch Between Perceived and Real IT Project Management Performance

Neves, Fabiano G.; Borgman, Hans P.; Heier, Hauke

doi:10.1109/hicss.2016.745

Cited by 11 publications

(22 citation statements)

References 29 publications

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“…Our conceptual research model follows the outcomes of the study by Neves et al [33]. The dependent variable is the mismatch between real and perceived success, with real success defined as adherence to the iron triangle criteria quality, time and costs, and perceived success defined as the (average) perception of success across the stakeholders.…”

Section: Research Model and Hypothesesmentioning

confidence: 99%

“…al [33] indicated that organizational politics and power games may have an effect on how project results are achieved and perceived. Organizational politics is defined here as the process by which decisions are made by people, driven by personal and corporate agendas, with room for interpretation and manipulation [30].…”

Section: -Organizational Politics (A)mentioning

confidence: 99%

“…Taking the earlier qualitative study by Neves et al [33] as a departure point, we constructed a multi-item web questionnaire. Respondents were briefed about the study's purpose in general terms (IT/IS project management success) without reference to the possible mismatch between real and perceived success, and asked to pick a single specific project they had been involved with, and answer all questions with this project in mind.…”

Section: Research Approachmentioning

confidence: 99%

“…This mismatch between real and perceived performance was first studied by Neves et al [33]. Using data from interviews with 12 senior executives with extensive IT/IS project involvement, they found that this mismatch between real and perceived performance indeed occurs, and explored several factors that could contribute to this mismatch: the quality of expectation management, the client/contractor relationship, organizational politics, senior sponsor commitment and the occurrence of "project fatigue".…”

Section: Introductionmentioning

confidence: 99%

“…The purpose of this current study is to build on and to validate the exploratory model developed by Neves et al [33], using a quantitative approach. To do so, we will develop a set of testable hypotheses in the next section, after which we will present the research approach, results and discussion.…”

Section: Introductionmentioning

confidence: 99%

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Success Lies in the Eye of the Beholder: A Quantitative Analysis of the Mismatch Between Perceived and Real IT Project Management Performance

Neves¹,

Borgman²,

Heier³

2017

Proceedings of the 50th Hawaii International Conference on System Sciences (2017)

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Section: Research Model and Hypothesesmentioning

confidence: 99%

Section: -Organizational Politics (A)mentioning

confidence: 99%

Section: Research Approachmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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Success Lies in the Eye of the Beholder: A Quantitative Analysis of the Mismatch Between Perceived and Real IT Project Management Performance

Neves¹,

Borgman²,

Heier³

2017

Proceedings of the 50th Hawaii International Conference on System Sciences (2017)

Self Cite

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What is the measurement of the IT project success?

Sulistiyani

Tyas²

2022

Procedia Computer Science

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Success factors in global project management

Fossum

Binder

Madsen

et al. 2019

IJMPB

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Purpose The purpose of this paper is to identify and complete the existing lack of quantitative data at the crossroads between organizational support (OS) practices and project management success in global projects (GPs) and discuss implication of the results in perspective of the theory–practice gap. Design/methodology/approach Building on classical organizational theory and GP knowledge areas, a survey addressing GP practitioners was designed. This paper focuses on OS practices as success factors and addresses a subset of the survey (1,170 respondents across 74 countries). Findings OS practices included in the study were found to have high importance for managerial success. OS practices for selection and training of team members show significant correlation with project efficiency but have low adaptation in many organizations. Statistically significant correlations were found to be weaker than expected, indicating that the relation between OS practices (as success factors) and project efficiency (as success criteria) is more complex than expected. Research limitations/implications The work constitutes opinion-based research and is vulnerable to variations in OS practices and the definition of success in different organizations and industries. The granularity level of the theoretical framework brought about relative high-level survey questions and may impact the applicability of the results. Practical implications To improve the efficiency of GPs, better implementation of OS practices for selection processes and training personnel has been suggested. Originality/value The theoretical alignment of classical organizational variables with GP knowledge areas and associated practices provides an original approach to the “theory–practice gap” discourse.

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Success Lies in the Eye of the Beholder: The Mismatch Between Perceived and Real IT Project Management Performance

Cited by 11 publications

References 29 publications

Success Lies in the Eye of the Beholder: A Quantitative Analysis of the Mismatch Between Perceived and Real IT Project Management Performance

Success Lies in the Eye of the Beholder: A Quantitative Analysis of the Mismatch Between Perceived and Real IT Project Management Performance

What is the measurement of the IT project success?

Success factors in global project management

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