Yes / 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.

IT projects continue to fail at an alarming rate. The majority of IT initiatives have a significant impact within organisations due to the integrative nature of IT systems and as a result the cost of this failure is high. The purpose of this research report is to investigate the prevalence of „accidental project managers‟ in the ICT industry (employees that have demonstrated technical expertise and been promoted to project management positions without any regard for project manager training and competencies) and examine what effect these untrained project managers have on project performance. A descriptive, quantitative research methodology was employed, and the sample that supported this research was taken from members of the Internet Service Provider‟s Association and the Project Management Institute of South Africa. The results indicated a positive association between project manager training level and projects being completed within budget, on time, and resulting in an operational system. The results also supported a correlative relationship between project manager training level and overall project outcome. These findings highlight the importance to organisations of investing in project manager training and developing effective recruitment criteria in order to boost IT project success rates.

Repetitive project failures or underperformance and ever increasing competition have given impetus for the need to drastically improve project performance within professional services organisations. This realisation has prompted actions to drive restitution efforts to enhance successful delivery and overall project management throughout the organisation. However, the desired outcomes to improve project management processes at an organisational level have not always been forthcoming in light of improvement activities implemented through various changes in operating procedures. The purpose of study is to investigate and identify, from an intra-organisational perspective, the factors required to bring about enhanced implementation and continuous improvements in project management processes; and to determine how they must be aligned to a successful strategy implementation for attainment of higher states of organisational project management maturity. The study focuses on project intensive organisations, mainly implementing information communication technology (ICT), business services and financial related projects. Through the use of a literature review, augmented by a quantitative survey, the perceived impacts and values of the determined factors on project management maturity were gathered. The research study shows that companies wanting to improve project management maturity must steer away from focussing only on certain processes, but must take a holistic view, encompassing a variety of internal factors, ranging from components of organisational learning, to change management and strategy implementation. The identified factors will provide impetus for organizations to create and leverage the drivers, fostering a climate for continuous project performance improvements and ultimately giving them the ability for moving to higher levels of maturity. / Graduate School for Business Leadership / (M.B.A.)

IT projects continue to fail at an alarming rate. The majority of IT initiatives have a significant impact within organisations due to the integrative nature of IT systems and as a result the cost of this failure is high. The purpose of this research report is to investigate the prevalence of „accidental project managers‟ in the ICT industry (employees that have demonstrated technical expertise and been promoted to project management positions without any regard for project manager training and competencies) and examine what effect these untrained project managers have on project performance. A descriptive, quantitative research methodology was employed, and the sample that supported this research was taken from members of the Internet Service Provider‟s Association and the Project Management Institute of South Africa. The results indicated a positive association between project manager training level and projects being completed within budget, on time, and resulting in an operational system. The results also supported a correlative relationship between project manager training level and overall project outcome. These findings highlight the importance to organisations of investing in project manager training and developing effective recruitment criteria in order to boost IT project success rates.

Repetitive project failures or underperformance and ever increasing competition have given impetus for the need to drastically improve project performance within professional services organisations. This realisation has prompted actions to drive restitution efforts to enhance successful delivery and overall project management throughout the organisation. However, the desired outcomes to improve project management processes at an organisational level have not always been forthcoming in light of improvement activities implemented through various changes in operating procedures. The purpose of study is to investigate and identify, from an intra-organisational perspective, the factors required to bring about enhanced implementation and continuous improvements in project management processes; and to determine how they must be aligned to a successful strategy implementation for attainment of higher states of organisational project management maturity. The study focuses on project intensive organisations, mainly implementing information communication technology (ICT), business services and financial related projects. Through the use of a literature review, augmented by a quantitative survey, the perceived impacts and values of the determined factors on project management maturity were gathered. The research study shows that companies wanting to improve project management maturity must steer away from focussing only on certain processes, but must take a holistic view, encompassing a variety of internal factors, ranging from components of organisational learning, to change management and strategy implementation. The identified factors will provide impetus for organizations to create and leverage the drivers, fostering a climate for continuous project performance improvements and ultimately giving them the ability for moving to higher levels of maturity. / Graduate School for Business Leadership / (M.B.A.)

ABSTRACT ESCALATION OF COMMITMENT IN INFORMATION TECHNOLOGY PROJECTS: A GOAL SETTING THEORY PERSPECTIVE BY VIJAY KASI Aug 30, 2007 Committee Chair: Dr. Mark Keil Major Academic Unit: Center for Process Innovation Information technology (IT) projects are prone to failure. One explanation for the high failure rate among IT projects is that managers overly commit to a failing course of action, a phenomenon referred as escalation of commitment. While the notion of goals and commitment are central to the phenomenon of escalation, very few prior studies have investigated their impact on escalation. In this study, a research model rooted in goal setting theory is advanced to better understand escalation of commitment of IT project managers. A role-playing experiment with 350 IT managers was used to test the proposed research model. The results of the study suggest that IT managers are more willing to escalate their commitment under the influence of easy and vague goals compared to difficult and specific goals. Initial goal commitment of IT managers and the level of project completion were found to have a significant effect on IT manager’s willingness to continue. Initial goal commitment of IT managers was also found to moderate the relationship between goal difficulty and willingness to continue. In other words, when there is a higher level of goal commitment, an easy goal will have a greater effect in terms of promoting an individual’s willingness to continue.

Software development is notorious for failure, typically defined as over budget, late delivery and/or poor quality of new information systems (IS) on project completion. The consequences of such failure can be enormous, particularly financially. As such, there is consensus by practitioners and academics alike that this practice is unacceptable. Yet with a variety of accepted development methods and tools available for use by software developers and project managers, there is still no significant reduction in the size or frequency of failure reported. In an attempt to understand the conflicts which arise in the development environment in which developers and project managers must operate, the research area is the role and value of ethics in the development of managed software projects. A definition of ethics in this context was provided by the IEEE/ACM Code of Ethics. Research was additionally conducted to understand how other professions and business areas define and enforce ethics in their respective working environments. These were (UK) Law, Finance, Retail and, law practice in the European Union. Interpretive research was then conducted to enable software development practices to be understood from the view of developers and project managers in industry. Unethical practices were then identified in a large IT company based in west London via a single, six month in-depth case study, with the data collected analysed via a series of repertory grids. Analysis and triangulation of the data collected via interviews, document analysis and observations led to an improved understanding of the causes of the unethical practices found. Conclusions and recommendations are then provided relating to implications for (a) the company participating in the research, (b) the application of the IEEE/ACM Code in industry (c) theory for ethicists.

In recent years, project management has become an important part of any organisation and/or government as a result of the changing nature of managing organisations due to technological advancement, and a complex, competitive global marketplace. Projects require huge capital outlay from organisations and/or governments; however, literature indicates that huge sums of money are being lost through project failure and Ghana’s government is no exception to this trend. Therefore, this study investigated the perception of the extent of project failure, causes of project failure and the effects of project failure on key stakeholders of Ghana’s government projects. The purpose of this research is to bridge literature gap(s) in project management and also to provide statistical data that can be used by project management practitioners and policy makers in Ghana and other developing countries. An initial literature review was conducted to development theoretical framework that was used to determine the extent of projects failure, causes and effects of projects failure in Ghanaian government projects. Ten (10) semi-structured interviews (general public (2), contractors (2) and project management practitioners (PMP) (6)) were carried out to evaluate the perception that the participants about the extent of failure, causes and effects of Ghana government projects failure. The data were analysed using content and thematic data analysis techniques. The literature reviewed and the exploratory data identified six (6) project failure criteria that were used to assess the extent of project failure in Ghanaian government projects. Thirty-two (32) and twenty-six (26) possible causes and effects of Ghanaian government project failure were identified respectively. Further data were collected through questionnaire surveys of 265 (contractors=78, PMP=81 and general public=106) participants. The questionnaire data were analysed using statistical techniques which included Descriptive Statistics, Means, Spearman Rank Correlation Coefficients, and Kruskal-Wallis H test of difference in ranks. The findings showed that all the three categories of the study’s participants (contractors, PMP and general public) agreed that Ghanaian government projects fail on all six criteria; however, the extent of failure differs from criterion to criterion. They agreed that the worst performing criterion is meeting the projected time, followed by cost, deliverables, stakeholders’ satisfaction, contribution to national development and contribution to the sector where the project is implemented respectively. Secondly, the 32 causes of Ghanaian government projects failure included: monitoring, corruption, political interference, change in government, bureaucracy, fluctuation of prices, lack of continuity, planning, delays in payment, release of funds, change in project leadership, management practices, procurement processes, project funding, commitment to project, selection of project managers, project team formation, project management techniques, feasibility studies, communication, supervision, scope change, capacity, task definition, definition of specification, requirement, regulations, culture and belief systems, user involvement, labour, pressure groups (media, NGOs, political activities etc.), and natural disaster. Further, most of these causes of Ghanaian government projects failure were linked to leadership; however, this was not practitioners but political leadership. The effects identified included: it slows down economic growth, loss of revenue by state, unemployment, bad image for government, collapse of local businesses, cost escalation, government sector underdevelopment, loss of foreign aid/grants, discourages investment, stricter donor regulations, loss of election, financial institutions lose confidence in the state, loss of revenue by the citizens, lack of capacity, sub-standard infrastructure, it slow down citizens' human empowerment, loss of worker hours, pollution, armed robbery and theft, relocation of services, denial of citizens' basic rights, loss of properties, emotional stress on citizens, accidents and deaths, imprisonment, and abandonment of homes. The study revealed that some of these effects are direct whilst others are indirect. Thus, the findings show that the effects are interrelated and sequential – one effect could lead to another effect and in that order. Moreover, the causes and effects were not of equal importance; however, there was a high degree of agreement between the three categories of the study’s participants on the most important causes and effects of failure in Ghanaian government projects.

Yes / The social, political and cultural issues faced by organisations and their senior management team in the delivery and adoption of strategic projects, is highly complex and problematic. Despite a mature body of literature, increasing levels of practitioner certification, application of standards and numerous government initiatives, improvements in success have been minimal. In this study, we analyse the key underlying factors surrounding the failure of Information Systems (IS) projects and explore the merits of articulating a narrative that focuses on senior management embracing practical pessimism. Specifically, we develop a hypothesis supported by empirical study that leverages expert’s views on the dominance and interrelationships between failure factors within PRINCE2® project stages using an Interpretive Ranking Process. Our findings establish how the concept of dominance between individual failure factors can necessitate senior management to make key informed and timely decisions that could potentially influence project outcomes based on an empirical derived, interpretive predictive framework.

Yes / This research critically analyzes the Interpretive Ranking Process (IRP) using an illustrative empirically derived IS project failure related case study to articulate a deeper understanding of the method. The findings emphasize the suitability of the method for a number of practical applications, but also highlight the limitations for larger matrix sized problems. The IRP process to derive the dominance between IS project failure factors is judged to be methodical and systematic, enabling the development of clear dominating interactions.