• The changing landscape of IS project failure: an examination of the key factors

      Hughes, D.L.; Rana, Nripendra P.; Simintiras, A.C. (2017)
      Information systems (IS) project failure has been a recurring problem for decades. The purpose of this paper is twofold: first, to examine the key factors that influence project failure and an analysis of the major areas that can have a significant impact on success; and second, to explore some of the key aspects that have an impact on project management performance from the practitioner perspective and discusses the problems faced by organizations in the closer integration of change and project management. Design/methodology/approach: This study critically reviews the IS failure literature developing a synthesized view of the key issues and common reasons for projects to fail. The approach taken in this study is one that focuses on a number of key questions that pull together the relevant themes in this genre of research whilst highlighting many of the implications for practitioners and organizations alike. Findings: Key questions remain on the underlying causes of instances of poor project management as an IS failure factor. The literature has omitted to develop a deeper analysis of the associations between failure factors and the potential causal relationships between these factors. The realization of project benefits relies on the success of both change and project management yet the formal integration of these two disciplines is constrained by separate standards bodies and an immature body of research. Research limitations/implications: This study is limited by its theoretical nature lacking an empirical element to provide a deeper analysis of IS failure factors and their interrelationships. This specific area is a recommendation for future research, where causal relationships between failure factors could be developed via a mathematic-based method such as interpretive structural modeling. Practical implications: With failure rates of IS projects still unacceptably high after decades of attempts to significantly change outcomes, a deeper analysis of this topic is required. The research gaps and recommendations for practitioners highlighted in this study have the potential to provide valuable contributions to this topic of research. Originality/value: The intent of this study is to present a new perspective of this genre of IS research that develops the main arguments and gaps in the literature from the practitioner viewpoint.
    • Do agile managed information systems projects fail due to a lack of emotional intelligence?

      Luong, T.T.; Sivarajah, Uthayasankar; Weerakkody, Vishanth J.P. (2021)
      Agile development methodologies (ADM) have become a widely implemented project management approach in Information Systems (IS). Yet, along with its growing popularity, the amount of concerns raised in regard to human related challenges caused by applyingADMare rapidly increasing. Nevertheless, the extant scholarly literature has neglected to identify the primary origins and reasons of these challenges. The purpose of this study is therefore to examine if these human related challenges are related to a lack of Emotional Intelligence (EI) by means of a quantitative approach. Froma sample of 194 agile practitioners, EI was found to be significantly correlated to human related challenges in agile teams in terms of anxiety, motivation, mutual trust and communication competence. Hence, these findings offer important new knowledge for IS-scholars, project managers and human resource practitioners, about the vital role of EI for staffing and training of agile managed IS-projects.
    • Information systems project failure – analysis of causal links using interpretive structural modelling

      Hughes, D.L.; Dwivedi, Y.K.; Rana, Nripendra P.; Simintiras, A.C. (2016-12)
      The analysis of the root causes of information systems 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 categorisations to succinctly classify project failure into a set of key factors for organisations and project managers to focus on in their attempts to avoid failure. This study incorporates a technique titled: interpretive structural modelling as the methodology to formalise 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.
    • Making use a new open-multipurpose framework for more realistic estimation process in project management

      Hussain, Zahid I.; Lazarski, A.B. (2016)
      The current turbulent times call for adaptability, especially in non-repetitive endeavours being a vital characteristic of project management. The research organized along five objectives commenced in the autumn of 2008 with a pilot study. Then it proceeded through an inductive research process, involving a series of interviews with well-recognized international experts in the field. In addition conceptualized long-running observation of forty-five days was used, before proposal of a new framework for improving the accuracy of estimates in project management. Furthermore, the framework’s “know-how to apply” description have been systematically reviewed through the course of four hundred twenty-five days of meetings. This achieved socially agreed understanding assured that it may be possible to improve accuracy of estimates, while having flexible, adaptable framework exploiting dependency between project context and conditioned by it, use of tools and techniques.