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

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

doi:10.24251/hicss.2017.624

Cited by 4 publications

(4 citation statements)

References 38 publications

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“…Thus, negative leadership styles (DL) and NE can massively affect project employees' performance, because the ditto instructions imposed by the despotic leader that they have to follow cause them to lose track. As this problem has not been given much attention, unexplored factors need to be studied, as the failure rate of IT projects is very high (Neves et al, 2017). Thus, our sample consisted of employees who were highly relevant to our study setting.…”

Section: Methodsmentioning

confidence: 99%

Dark side of leadership and information technology project success: the role of mindfulness

Mubarak

Khan

Bashir

et al. 2023

JMP

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PurposeThe success of projects is a major challenge for information technology (IT) project-based businesses (PBOs). Employees' negative emotions (NE) disrupt the employees' usual work activities by creating obstacles to routine operations. Organizations should take steps to lessen these NE. The current study assessed the mediating role of NE and the moderating influence of employee mindfulness in the association between despotic leadership (DL) and IT project success (PS).Design/methodology/approachTime-lagged data were collected from 341 employees working in various IT-based project organizations in Pakistan using purposive sampling.FindingsResults were consistent with the authors' hypothesized framework, as DL increases employees' NE, which in turn negatively affects IT PS. In addition, mindfulness plays a buffering role in mitigating the damaging impact of DL on NE.Originality/valuePrevious researchers focused on the positive aspects of leadership and its influence on PS and paid limited attention to the dark leadership style. The authors' study's findings help understand how project-based organizations can reduce employees' NE.

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Section: Methodsmentioning

confidence: 99%

Dark side of leadership and information technology project success: the role of mindfulness

Mubarak

Khan

Bashir

et al. 2023

JMP

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“…Deve-se gerar indicadores a partir dos requisitos de valor para o cliente que deixem claro, ao final do projeto, se os objetivos iniciais foram ou não alcançados, assim como possibilitar a implementação de ações corretivas para garantir o resultado final (PMI, 2013). Por outro lado, os indicadores de gestão de projeto, objeto desta pesquisa, são definidos por Oke e Aigbavboa (2017) como indicadores de custo, efetividade e tempo que, segundo Neves et al (2017), são aqueles que compõem o Iron Triangle.…”

Section: Indicadores De Desempenho Para Gerenciamento De Projetosunclassified

Sistema de indicadores para gestão de projetos multidiscilinares de ensino

Eizerik

Danilevicz

Paula

2020

EPAA

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This paper aims to propose a system of indicators for managing Multidisciplinary School Projects (MultiSP) as a support for decision making in schools wishing to implement this type of educational project. To this end, a survey was conducted with 51 private elementary and high schools in Brazil to identify best practices regarding MultiSPs. The elements that made up this survey were obtained considering interviews with stakeholders involved in MultiSPs and tools to support the multicriteria decision-making process, such as the Heuristic Minimization of Interdependence. Based on the survey results it was possible to map the Brazilian scenario and propose a Project Management Indicator System (KPI-MultiSP) as a tool for monitoring and improvement of MultiSPs. This system is the main contribution of this article and is formed by eight constructs and three indicators associated with each. It can serve as a starting point for schools, as its structure allows the customization of indicators. The constructs that make up the KPI-MultiSP, entitled Project Objectives, are: (i) expansion of student knowledge; (ii) student autonomy; (iii) social life; (iv) practical experimentation of the content; (v) interdisciplinarity; (vi) student protagonism; (vii) variation of school daily life; and (viii) Iron Triangle.

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“…The second most important factor was "sponsor commitment." (Neves et al 2017) In this study, like many others, the iron triangle carries an aura of objectivity. However, in practice, it is a tool for the management of expectations.…”

Section: Project Complexity Is the Property Of A Project Which Makes mentioning

confidence: 99%

“…This is very much dependent on stakeholders' expectations of the specific project. (Neves et al 2017). Evaluations of project success can be a subjective and social construction, based on ambiguous definitions and constantly changing with time.…”

Section: Introductionmentioning

confidence: 99%

Projects, success, and complexity

Mikkelsen¹

2018

International Project Management Association Research Conference 2017

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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

Abstract: Building on an earlier exploratory study, this paper investigates the drivers of the possible mismatch between traditional "real" IT project management performance criteria -quality, time and cost -and "perceived" project

Cited by 4 publications

References 38 publications

Dark side of leadership and information technology project success: the role of mindfulness

Dark side of leadership and information technology project success: the role of mindfulness

Sistema de indicadores para gestão de projetos multidiscilinares de ensino

Projects, success, and complexity

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