The aim of this study is to investigate whether a combination of agile system development methodologies (ASDMs) and project management methodologies (PMMs) can be used to develop a hybrid APMM that will have the ability to deliver information technology (IT) projects successfully in a constantly changing business and project environment. To achieve this objective, a literature review was conducted on the relatively well–established ASDMs by firstly defining a SDM and an ASDM. Each ASDM and its effectiveness are described, after which ASDMs in general are evaluated by considering their area of application, advantages and disadvantages. A comparison is then done of the seven different ASDMs using the four elements of an SDM (Huisman & Iivari, 2006:32) to emphasise some of the main similarities and differences amongst the different ASDMs. The seven ASDMs investigated in this study are Dynamic System Development Methodology, Scrum, Extreme Programming, Feature Driven Development, Crystal ASDMs ? Crystal Clear and Crystal Orange in particular, Adaptive Software Development and Lean Development. A literature review was also conducted on two structured and relatively well–established PMMs, PMBOK and PRINCE2, and a relatively new PMM called Agile Project Management. Each PMM is evaluated by considering their area of application, advantages, disadvantages and integration with other methodologies, after which a comparison is made of the different PMMs. The research was conducted by following a mixed methods research plan, which included the mixed methods research paradigm (combination of the interpretive research paradigm and the positivistic research paradigm), research methods (design science, case study and survey), quantitative and qualitative data–collection techniques (interviews and questionnaires), and dataanalysis techniques (cross–case and statistical). The reasons that projects fail and critical project success factors were studied and summarised to form the critical project success criteria, which were used to create the agile project success criteria. The ASDM best practice and PMM best practice frameworks were created by identifying whether a certain ASDM or PMM would satisfy a specific agile project success factor (APSF) of the agile project success criteria. The findings of each APSF in the respective frameworks were used as a foundation to develop a hybrid APMM (ver. 0) that would address the agile project success criteria. The hybrid APMM (ver. 0) was developed interpretively using design science (research approach) and constructivism by combining the strengths, addressing the weaknesses and bridging the gaps identified in the frameworks. The hybrid APMM (ver. 0) was then evaluated and improved by conducting an interpretive case study, which entailed interviewing participants from large and small organisations. Once the qualitative data collected had been analysed using cross–case analysis, the findings were incorporated in order to create an improved hybrid APMM (ver. 1). The hybrid APMM (ver. 1) too was evaluated and improved by conducting a survey, which entailed administering questionnaires to various respondents in order to collect quantitative and qualitative data. The findings of the statistical analysis of the data were also used to improve the hybrid APMM (ver. 1), resulting in the final hybrid APMM (ver. 2). This study demonstrates that a combination of ASDMs and PMMs can be used to develop a hybrid APMM with the ability to deliver IT projects in a constantly changing project and business environment. / Thesis (Ph.D. (Computer Science))--North-West University, Potchefstroom Campus, 2012.

Magister Commercii (Information Management) - MCom(IM) / No organisation has an endless and unlimited supply of money, especially in a recessive economy, and therefore decisions have to be made as to which areas an organisation will invest in. As organisations, such as YZ1 financial services organisation, are focused on seeing returns on investment (ROI), implementing software that is not being used will not render any benefits to the organisation. Research problem: Project Managers (PMs) in YZ organisation’s IT department need to perform mandated processes, as defined in their centralised repository. PMs need to use Financial and Planning Software (FPS)2 software to perform certain project management activities, as required by their job function. However, it was found that MPP3 software, another tool, was used for more detailed project schedules, as well as activities that were not strictly enforced by management, the Project Office or the Quality Assurance team. Therefore, from this discovery, it was not clear whether the intended benefit of implementing this mandatory software (FPS) was being realised – since implementing software that is not being utilised fully would not deliver the intended benefits to the IT department (Devaraj & Kohli 2003), even if the software is termed ‘mandatory’. Objective: The primary objective of this research was to explore and optimise the key success factors for an effective implementation of mandatory software in a department, in order to derive the intended business benefits. Literature Review: Literature was reviewed in the search for models or theories that explore the relationship between the use of mandatory software and the achievement of business benefits. The Information Management Body of Knowledge (IMBOK) was selected as this framework defines the relationship between IT and the realisation of business benefits, and ultimately the achievement of any business strategy. The literature review focused predominantly on the level of user involvement, change management, as well as factors that influence the usage of mandatory software by individuals. 1. The name of the organisation utilised has been changed. Refer to Ethical Consideration 2. The name of the tools utilised has been changed. Refer to Ethical Consideration and list of acronyms 3. The name of the tools utilised has been changed. Refer to Ethical Consideration and list of acronyms. Focus was given to organisational factors affecting usage, such as top management support and organisational processes. A model was compiled using unique constructs in the Technology Acceptance Model (and TAM2), the Motivational Model (MM) and the Model of PC Utilisation (MPCU) – in order to test user acceptance of mandatory software. The literature study concludes with a review of an approach to benefits management including five stages, namely: identifying and structuring benefits, planning for the realisation of benefits, executing the plan, in addition to the evaluation and the review. Research design and methodology: A case study was used in this research, as it examined the phenomenon in its natural setting, employing multiple methods of data collection to gather information from a few entities (groups and data sources). In this way, it was not limited to only qualitative or quantitative approaches, but utilised mixed methods instead. A mixed methods approach was used in order to elaborate, enhance and clarify the results from the qualitative research through the results of the quantitative analysis. Findings: The main finding, based on the compilation of three models of user acceptance, proved that FPS was not being utilised as intended. There was also no evidence of an improvement in business operations. Therefore, benefits management was negatively impacted. Organisational processes were dentified as the most important organisational factor, influencing the usage of FPS software. Own technological capability was considered to be the least important factor, as respondents believed that they had sufficient IT skills in order to learn how to use FPS software. Change management was rated negatively; and as a result, it impacted the usage of FPS, as users were not involved in the decision to implement, and had limited interaction in the implementation process. In addition, there was no evidence found that benefits management was conducted in the IT department; and therefore, the impact of using alternative software could not be quantitatively assessed. Recommendations: In concluding this research, it is recommended that the “best practice”, derived from the pertinent literate should be followed more diligently if YZ organisation is to benefit from the implementation of mandatory software. For example, in this research, it was found that top management’s support of FPS (second most important organisational factor influencing use) was lacking, despite the literature suggestion that senior management involvement in changing technology is crucial for organisational commitment. It is suggested that a more formal approach to benefits management should be implemented. It is also recommended that further study should be conducted – in order to explore the applicability of the Japanese framing (achieving benefits from IT software through the concept of strategic instinct, rather than strategic alignment) in the context of a developing country (such as South Africa). / South Africa

Magister Commercii (Information Management) - MCom(IM) / No organisation has an endless and unlimited supply of money, especially in a recessive economy, and therefore decisions have to be made as to which areas an organisation will invest in. As organisations, such as YZ1 financial services organisation, are focused on seeing returns on investment (ROI), implementing software that is not being used will not render any benefits to the organisation.Research problem: Project Managers (PMs) in YZ organisation’s IT department need to perform mandated processes, as defined in their centralised repository. PMs need to use Financial and Planning Software (FPS)2 software to perform certain project management activities, as required by their job function. However, it was found that MPP3 software, another tool, was used for more detailed project schedules, as well as activities that were not strictly enforced by management, the Project Office or the Quality Assurance team.Therefore, from this discovery, it was not clear whether the intended benefit of implementing this mandatory software (FPS) was being realised – since implementing software that is not being utilised fully would not deliver the intended benefits to the IT department (Devaraj & Kohli 2003), even if the software is termed ‘mandatory’.Objective: The primary objective of this research was to explore and optimise the key success factors for an effective implementation of mandatory software in a department, in order to derive the intended business benefits.Literature Review: Literature was reviewed in the search for models or theories that explore the relationship between the use of mandatory software and the achievement of business benefits. The Information Management Body of Knowledge (IMBOK) was selected as this framework defines the relationship between IT and the realisation of business benefits, and ultimately the achievement of any business strategy.The literature review focused predominantly on the level of user involvement, change management, as well as factors that influence the usage of mandatory software by individuals.1 The name of the organisation utilised has been changed. Refer to Ethical Consideration 2 The name of the tools utilised has been changed. Refer to Ethical Consideration and list of acronyms 3 The name of the tools utilised has been changed. Refer to Ethical Consideration and list of acronyms Focus was given to organisational factors affecting usage, such as top management support and organisational processes. A model was compiled using unique constructs in the Technology Acceptance Model (and TAM2), the Motivational Model (MM) and the Model of PC Utilisation (MPCU) – in order to test user acceptance of mandatory software.The literature study concludes with a review of an approach to benefits management including five stages, namely: identifying and structuring benefits, planning for the realisation of benefits, executing the plan, in addition to the evaluation and the review.Research design and methodology: A case study was used in this research, as it examined the phenomenon in its natural setting, employing multiple methods of data collection to gather information from a few entities (groups and data sources). In this way, it was not limited to only qualitative or quantitative approaches, but utilised mixed methods instead. A mixed methods approach was used in order to elaborate, enhance and clarify the results from the qualitative research through the results of the quantitative analysis.Findings: The main finding, based on the compilation of three models of user acceptance, proved that FPS was not being utilised as intended. There was also no evidence of an improvement in business operations. Therefore, benefits management was negatively impacted. Organisational processes were identified as the most important organisational factor, influencing the usage of FPS software. Own technological capability was considered to be the least important factor, as respondents believed that they had sufficient IT skills in order to learn how to use FPS software.Change management was rated negatively; and as a result, it impacted the usage of FPS, as users were not involved in the decision to implement, and had limited interaction in the implementation process. In addition, there was no evidence found that benefits management was conducted in the IT department; and therefore, the impact of using alternative software could not be quantitatively assessed.Recommendations: In concluding this research, it is recommended that the “best practice”,derived from the pertinent literate should be followed more diligently if YZ organisation is to benefit from the implementation of mandatory software. For example, in this research, it was found that top management’s support of FPS (second most important organisational factor influencing use) was lacking, despite the literature suggestion that senior management involvement in changing technology is crucial for organisational commitment.It is suggested that a more formal approach to benefits management should be implemented. It is also recommended that further study should be conducted – in order to explore the applicability of the Japanese framing (achieving benefits from IT software through the concept of strategic instinct, rather than strategic alignment) in the context of a developing country (such as South Africa).