Uncertainty in information system development: Causes, effects, and coping mechanisms

Taipalus, Toni; Seppänen, Ville; Pirhonen, Maritta

doi:10.1016/j.jss.2020.110655

Cited by 15 publications

(9 citation statements)

References 38 publications

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“…Given observing controlees does not work when unknown unknowns arise, a strong controller must obtain information about unknown unknowns from other sources. One approach emphasized to convert unknown unknowns to known unknowns is frequent and effective communication across hierarchical levels (Canonico & Söderlund, 2010; Liu et al, 2011; Sakka et al, 2013; Sakka et al, 2016; Taipalus et al, 2020). The literature argues such communication is best facilitated through flexible organization/project structure design (Loch et al, 2008; Ramasesh & Browning, 2014; Simangunsong et al, 2012) and/or fostering a culture of trust and collaborative behavior (Ramasesh & Browning, 2014; Rerup, 2009; Sanderson, 2012).…”

Section: Discussionmentioning

confidence: 99%

Explaining Reverse Outcome Tight Control: A Case Study of Mindless/Mindful Governance

Chen

Chua

Young

et al. 2022

Project Management Journal

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In reverse outcome tight control, controlees’ behavior is correctly aligned with tight controls, but this results in harm to the project. Using the lens of mindfulness, our case study of a construction project reveals why mindless enactment of controls leads to reverse outcome tight control—controllers replace project feedback with feedback from controls. When a project has both unknown unknowns and tight control, controlees respond to tight controls instead of to unknown unknowns. Controlees behave as controllers expect, leading controllers to be unaware of brewing problems. One solution is “unprocess”—deliberately seeking information outside of standard project routines.

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Section: Discussionmentioning

confidence: 99%

Explaining Reverse Outcome Tight Control: A Case Study of Mindless/Mindful Governance

Chen

Chua

Young

et al. 2022

Project Management Journal

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“…The broader view of project success can be seen as the stakeholder's assessment of the project's characteristics which may include other characteristics as well as cost, time and specification (Serrador and Turner, 2015). The traditional view of success is still referred to along with other success measures (Taipalus et al, 2020;Hassan and Asghar, 2021). The 2017 PMP report suggested that due to the competitive nature of today's world, the traditional success measure of scope, time and cost are no longer suitable, but it goes on to recognise successful organisations as champions if 80% of projects are delivered on time, within budget and if they meet their objectives.…”

Section: Project Performance Measurementmentioning

confidence: 99%

“…(1) Technical uncertaintiesthis aspect of complexity relates to uncertainty due to a lack of knowledge when it comes to methods of implementation as first highlighted by Turner and Cochrane (1993). The design and technical characteristics are unknown or untried (Taipalus et al, 2020). The contributing factors include experience with technology or new technology, technical dependencies and trust in the project team (Bosch Rekveldt et al, 2011;Geraldi and Adlbrecht, 2007;Remington et al, 2007;Turner and Cochrane, 1993;Williams, 1999;Xia and Lee, 2005) (2) Uncertainties related to goals and deliverablesthis aspect of complexity relates to uncertainty due to a lack of clearly defined goals and deliverables (Turner and Cochrane, 1993).…”

Section: Ijmpb 147mentioning

confidence: 99%

“…Although there are numerous advantages related to the implementation of IT-enabled change projects, these projects continue to remain complex. They are generally challenged by sociocultural issues and organisational processes (Hughes et al, 2017;Taipalus et al, 2020;Teoh, 2010;Weerakkody et al, 2011;Janssen et al, 2011;Jorgensen, 2018Jorgensen, , 2019. These challenges faced can be viewed as factors that contribute to their complexity (Baccarin, 1996;Murray, 2000;William, 1999;Turner and Cochrane, 1993).…”

Section: Introductionmentioning

confidence: 99%

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Linking complexity factors and project management approaches to performance: an embedded single case study of IT-enabled change projects in Australia

Odusanya

Ochoa

Chileshe

et al. 2021

IJMPB

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PurposeThe purpose of this paper is to provide a holistic view of the link between the identification of complexity contributing factors, the application of project management approaches and their impacts on the performance of Information Technology (IT)-enabled change projects.Design/methodology/approachA qualitative approach of an embedded single-case design comprising three IT-enabled change projects delivered in Australia was used to explore the impact of complexity contributing factors and project management approaches on project performance measures. Semi-structured interviews were used as the main data collection method. Thematic analysis was used as the data analysis approach.FindingsThe results from the thematic analysis highlight that complexity contributing factors are related to two categories of complexity defined in this paper: technical uncertainties and uncertainty in goals and deliverables, both have an impact on the performance of IT-enabled change projects. It also highlights key project management approaches such as the use of an adaptive management approach and good communication as key to managing complexity. It also identifies a misalignment between stakeholder perception of success and the project management success measure for complex IT-enabled projects.Research limitations/implicationsThe research is based on data collected from Australian participants involved in three case studies. Additional data collection and reviews from practitioners in the field of project management could further refine and improve this research.Practical implicationsThe research facilitates the identification of specific complexity contributing factors at the early stage of a project to ensure that the appropriate project management approaches and success measures are used.Originality/valueThe paper contributes to rethinking the pathways towards improving project performance in the IT sector by expanding the identification of project complexity to understanding how complexity and the management approaches impact project performance.

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“…A first semi-structured interview was also conducted with one of the project's developers. This interview is based on the protocol used by [Taipalus et al 2020] with some of the following questions "How, in your experience, uncertainty affects software development work? ", "How can we cope with uncertainty in software development?…”

Section: Current State Of the Workmentioning

confidence: 99%

Towards a Quantitative Model to Deal with Uncertainty Management in Software Projects

Barbosa¹,

Moura²,

Marinho³

2020

Anais Estendidos Do XI Congresso Brasileiro De Software: Teoria E Prática (CBSoft 2020)

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The evolution of thinking in project management has raised interest in areas not yet explored by researchers and practitioners of project management, including the management of uncertainties associated with risk management. The correct risk and uncertainty management in software projects can represent a competitive differential for the software development industry. Despite the increasing use of uncertainty management strategies, many projects still fail. Some recent studies show that the current techniques used to manage uncertainties organize the project's known information, but give little or no indication of the unknown information or uncertainties associated with the project. These techniques do not take into account the impact of existing dependency and interdependence relationships between the various sources of uncertainties in the project. This work will apply Action Research to develop a model with a focus on uncertainty quantification techniques. This work aims to present a model with a focus on uncertainty quantification techniques that take into account the relationships of dependencies and interdependence that exist between the sources of risks and uncertainties in software projects and as a result, contribute with the advance of state of the art in the practice of risk and uncertainty management in project software.

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Uncertainty in information system development: Causes, effects, and coping mechanisms

Cited by 15 publications

References 38 publications

Explaining Reverse Outcome Tight Control: A Case Study of Mindless/Mindful Governance

Explaining Reverse Outcome Tight Control: A Case Study of Mindless/Mindful Governance

Linking complexity factors and project management approaches to performance: an embedded single case study of IT-enabled change projects in Australia

Towards a Quantitative Model to Deal with Uncertainty Management in Software Projects

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