<p> Project success has multiple definitions in the scholarly literature. Research has shown that some scholars and practitioners define project success as the completion of a project within schedule and within budget. Others consider a successful project as one in which the customer is satisfied with the product. This quantitative study was conducted to test the relationship between communications of agile teams and project success. The research also tested the relationship between software process improvement and project success. The researcher presented three different characterizations of project success (time, budget and customer satisfaction). Through correlation testing, the study examined the results of the relationship between communications, software process improvement, and project success. The customer satisfaction definition of project success was more closely correlated with projects in which communications was effective. Projects characterized as having a formal software process improvement process in place were more closely correlated with the cost and schedule definitions of project success. Implications of the study include conducting further research with ordinal data in the regression testing of the independent and dependent variables. Future work should concentrate upon risk and change management in an agile project management project environment. This work furthers the ideas contained in the Project Management Second Order (PM-2) framework.</p>

<p> Using a sample of information and security data breaches the present research examines the public announcement impact between Brick and Mortar firms and E-Commerce firms. The dissertation initially analyzes the effects of publicly announced information and security breaches on abnormal stock returns, abnormal trading volume, and firm risk. The dissertation then analyzes differential impact between Brick and Mortar firms and E-Commerce firm&rsquo;s market value following a data breach. Using a sample size of 38 information security breaches, E-Commerce firms resulted in more negative abnormal stock returns than Brick and Mortar firms. While data breach announcements did not significantly impact retail firms as a whole, they did have a significant impact when broken into the subsets. E-Commerce firms that announced an information security breach experienced abnormal trading volume.</p>

<p> Executive decision-makers cannot always anticipate and fully understand the implications of information technology outsourcing (ITO) decisions for the long-term processes, capabilities, and performance of their organization, especially when considering ITO for cloud-based services. The purpose of this qualitative, holistic single-case study was to explore the decision-making process, particularly the criteria used by executive decision-makers in U.S.-based multinational corporations (MNCs), for identifying and selecting organizational competencies when engaging in ITO for cloud-based services. Participants included 15 executive decision-makers in U.S.-based MNCs who had participated in decision-making for at least one ITO engagement for cloud-based services. Data collected from individual in-depth interviews, a focus group interview, and document review supported nine dominant themes, including identification of organizational competencies; decision model; contingency and business continuity; communication; skills, knowledge, and speed to market; cost; technology and processes; financial models; and culture change. Findings indicate that executive decision-makers are unable to articulate decision-making criteria and to define processes used for identifying and selecting organizational competencies to consider as part of ITO engagements for cloud-based services. They intuitively understand organizational core competencies and recognize that their organizations should not outsource them. Findings further support that the more experience executive decision-makers have with ITO, the more successful the outsourcing engagement will be. Challenges associated with outsourcing are directly proportional to the amount of outsourcing experience an executive decision maker has with ITO, as the initial outsourcing engagement requires new frameworks and processes. Subsequent outsourcing engagements rely on the structure and lessons learned from prior engagements, thereby reducing the negative impact on the outsourcing process. Unexpected findings included differences between female and male participants on the perception of outcomes of their ITO engagements and the need for an updated financial model for ITO for cloud-based services. Future researchers should consider criteria for identifying and selecting organizational competencies to outsource, methods used to anticipate the long-term impact of ITO for cloud-based services, gender-based perception of success or failure of ITO for cloud-based services, and financial model changes when implementing ITO for cloud-based services.</p><p>

<p> The purpose of this study was to examine the factors affecting the use of information from business intelligence systems (BIS) on decision-making culture. The relationship between analytical decision-making culture and BIS success factors was measured by data integration, analytic capabilities, information content quality, information access quality, and use of information in business processes. A quantitative statistical analysis approach was utilized to answer one research question. The construct of critical success factors was measured using a predefined model developed by Popovic, Hackney, Coelho, and Jaklic (2012). Survey responses were collected from 227 participants who were decision makers. The responses to the survey indicated a high degree of data integration, analytical capabilities, information content quality, information access quality, use of information in business processes, and analytical decision-making culture within organizations. Notably, the uploaded data reflected that data integration, analytical capabilities, and information content quality were not significantly related to analytical decision-making culture. However, information access quality and use of information in business processes were significantly and positively related to the analytical decision-making culture. With the exponential growth of business intelligence, managers are facing extreme challenges with rapid analytical decision making. Therefore, this study is not only significant to practitioners and the scholarly literature, but it also provided crucial information on BIS success factors for organizations in the Midwestern state. </p><p>

<p> Some independent software vendors might not endure the reduction in revenue and increased costs associated when they switch software license models. The lack of identified and prioritized complexities might lead to potential increased revenue loss or prevent small and medium-sized independent software vendors within the United States from migrating from perpetual software licensing to subscription-based models. The purpose of this qualitative case study was to explore, document, and describe organizational complexities and their prioritization in contributing to the failure or success of software license model migration. The research questions for this qualitative case study included a Primary Research Question: What complexities can senior management of small and medium-sized independent software vendors (ISV) encounter when migrating from a perpetual license model to a subscription-based licensing model? Supporting Research Question 1: What is the prioritization of the complexities determined to be a factor in the migration of software licensing models? Supporting Research Question 2: How do identifying and prioritizing complexities affect decision-making to mitigate potential initial revenue loss? For this study, eight managers were recruited from a small to medium sized independent software vendor. Specifically, participants in the sample were managers who have worked within the software industry for at least four years, had knowledge of the company&rsquo;s existing software license model, and were involved in the consideration of migrating from a perpetual license model to a subscription-based licensing model. The data collection methods for this research were face-to-face interviews, a focus group, and direct observations. The multi-criteria decision analysis theory and diffusion of influence theory served as the conceptual framework for this research. The framework provided a model for software vendor executives to identify and prioritize complexities and reduce the initial loss of revenue during license migration. Eight themes emerged: financial, go-to-market, infrastructure, reorganization, security, training, and unknown strategy. There was a consistency between the themes and literature. The data was consistent with the multi-criteria decision and diffusion of influence theories. The results indicated four key findings: support functions were less aware of complexities, no evidence of a clear strategic plan was present, the most significant complexity anticipated was the go-to-market complexity, and there was a direct effect on decision-making in identifying and prioritizing complexities. Exploring and understanding the totality of complexities an independent software vendor may encounter, the prioritization of those complexities, and adjusting decision-making to compensate for those complexities, while establishing and following a communicated strategic plan may significantly reduce the potential for financial loss, increase market positioning and competitive advantage. The results and limitations may provide areas for future research. Future studies should seek to conduct similar studies with multiple independent software vendors to provide additional levels of validation and reliability. Such studies should include independent software vendors who have successfully and unsuccessfully migrated license models.</p><p>

<p> The Technology Obsolescence Model (TOM) provides a framework of key factors involved in assessing influences to the decision to replace obsolete Information Technology (IT) systems. TOM focuses upon what is important and significant to the replacement decision. Formulated from well-established models in decision making and technology acceptance, TOM presents a structured interface of influence factors crossing technical, business, organizational, and interpersonal effects matched with demographic influence assessment. Survey results of questions exploring TOM are analyzed for insight into decision motivation and their influences and significance to the replacement decision. Primary questions employ both 7-point Likert scale of importance as well as ordered ranking for prioritization assessment. The survey augments quantitative material with qualitative rationale for prioritized responses. Reviewed survey response focuses on a large, multinational conglomerate organization&rsquo;s IT department. Primary assessment tools include ANOVA, regression, factor, and correlation analysis. Validity and reliability are examined in detail. Assessment of responses indicates a business-centric focus of decision makers where systems obsolescence may be influential to, but not a primary causal factor for, a replacement decision. While the business and technical benefits of replacement systems are perceived by respondents as most important, statistical analysis identifies obsolescence as one of the only potential significant influencing factors. Demographic effects also demonstrated influence. Findings and recommendations for instrument improvements and continued research opportunities in additional venues, demographic modification, and longitudinal studies are identified as well.</p>

<p> Enterprise Resource Planning (ERP) is a single set of software applications that include finance, sales, and human resources and it is used to integrate business functions into a single computer system application, which allows different systems to work together. The quantitative correlation research study is to determine to what extent, if any, there is a correlation between the critical success factors (independent variables) (IV) and the successful implementation of ERP systems (dependent variable) (DV) in the Western region of the United States (specifically Washington, Oregon, and California). The IVs are the critical success factors (CSFs) (clear goals and objective, top management support, business process re-engineering, use of the consultant, effective communication, ERP vendor selection, ERP customization, ERP vendor support, and user training). The DV is the successful implementation of ERP. The study was to predict successful ERP system implementation using various technical and managerial constructs controlling for other demographics in a sample of Information Technology (IT) leaders working in Washington, Oregon, and California. The population of this study included a current 90 IT leaders from the Western region of the United States including Chief Information Officer (CIO), Project manager, consultant, and developer. According to the correlation results, none of the subscales was a significant predictor of successful ERP implementation, but four out of five of the technical success factors (ERP package selection, ERP customization, vendor support, and user training) had a moderate effect in increasing the likelihood of successful implementation. </p><p>

<p> This study expands upon research previously conducted on critical success factors for the implementation of agile software development methodologies. The purpose was to examine the relationships between 12 independent variables, representing possible critical success factors for agile software development projects (Management Commitment, Organization Environment, Team Environment, Team Capability, Customer Involvement, Project Management Process, Project Definition Process, Agile Software Engineering Techniques, Delivery Strategy, Project Nature, Project Type, and Project Schedule); and the dependent variable of project success, consisting of four dimensions (Quality, Scope, Time, and Cost). Participants in the study included 132 practitioners in U.S.-based global companies that have served as product owner, Scrum master, software developer, business analyst, and/or tester, for a completed large and distributed agile software development project using Scrum methodology. Graphical and quantitative data analysis techniques served to examine the study research model and test the hypotheses. Findings from data analysis support that all 12 critical success factors have an impact on the successful resolution of agile software development projects using Scrum methodology in U.S.-based global companies; however, with differing levels of significance. The results reflect all 12 factors are not significant for one or more of four dimensions of project success. Also, results support that five of the 12 critical success factors are significant; however, of these, three ranked higher than the others, and showed a significant effect on more than one of the dimensions of project success. These three factors are Delivery Strategy, Team Capability, and Project Definition Process.</p><p>

<p> Medical manufacturing leaders struggle to maintain their competitive position due to inefficient business strategies. The purpose of this multiple case study was to explore strategies that in vitro diagnostics (IVD) medical manufacturing&rsquo;s leaders have used to gain and maintain a competitive advantage in the global marketplace. Porter&rsquo;s competitive advantage theory was used to understand how IVD medical business leaders maintain their competitive edge. Data were gathered through interviews with a purposive sample of 3 IVD medical device leaders from companies in California, Connecticut, and New York who had run IVD medical businesses for at least 10 years and who attended a 2014 medical exhibition in Dusseldorf, Germany. To reduce the risk of bias in measurement, triangulation methods included a literature review and intensive analyses of the interview responses, participant observation notes, company websites, and organizational records. Data were analyzed using thematic analysis to find essences of the participants&rsquo; perceptions. The themes were derived from coding and the number of references coded during the data analysis. Eight themes emerged representing strategies for improving competitive advantage: customer support; marketing, e-marketing, and branding; competitive collaboration; quality; cost structure; regulation; innovation; and information technology. The 8 general themes have been divided into 3 categories: cost leadership, differentiation, and focus strategies base on Porter&rsquo;s competitive advantage theory. Results can help U.S. IVD organizational leaders develop strategies to thrive and secure market advantages, which could provide the resources for creating new products and increasing employment opportunities.</p><p>

Thesis (M.B.A.)--University of Hong Kong, 1998. / Includes bibliographical references (leaf [112]-114).