Three project management approaches—traditional, agile, and hybrid—were considered in this study. Results from an international study, including 477 cross-industry projects, indicated that 52% of ...projects could be categorized as hybrid approaches. A regression analysis using multiple outcome measures indicated substantial explanatory power (0.21 < R
2 <0.41). Analysis suggested that hybrid and agile approaches significantly increase stakeholder success over traditional approaches while achieving the same budget, time, scope, and quality outcomes. Hybrid approaches were found to be similar in effectiveness to fully agile approaches. Results validate decisions by practitioners to combine agile and traditional practices and suggest that hybrid is a leading project management approach.
In this research, we investigate how IT-enabled business projects can be managed to contribute value to the client organization. We take a knowledge view of this issue, and conceptualize knowledge ...management as a three dimensional concept comprising knowledge stock, enabling environment and knowledge practices. We suggest that knowledge management enables the creation and alignment of three types of project-based knowledge that are critical to achieving desired business outcomes: technical design knowledge, organizational change knowledge and business value knowledges
We test this model with survey data from 212 IT project managers from around the world. The results statistically support the model's conceptualisation of the key constructs and show that knowledge management within IT projects contributes to the creation and alignment of the important project-based knowledges.
This study contributes to research into IT projects by 1) integrating the wide variety of knowledge management literature into a single managerially-useful construct, 2) developing a model which connects knowledge management, through knowledge practices to the creation and alignment of project-based knowledges, and 3) demonstrating the validity of the model, its constructs and measures. The model has the potential to influence research into IT projects and to guide project executives towards the achievement of business value.
► Develops an action-oriented model of knowledge management with 3 dimensions. ► Surveys 212 project managers in North America and the UK. ► Tests whether knowledge management impacts the creation and alignment of project-based knowledge artefacts.
Governing Information Technology Risk Parent, Michael; Reich, Blaize Horner
California management review,
04/2009, Letnik:
51, Številka:
3
Journal Article
Recenzirano
Regulatory changes have affected the composition, role, and responsibilities of Boards of Directors worldwide. While stronger frameworks for directors' fiduciary responsibilities have resulted, ...considerably less attention has been devoted to understanding the nature of, and concomitant duty-of-care towards, the information systems and technology assets in the organization, or IT Governance. As a result, Boards have not demonstrated the competence or attention that good IT governance demands. IT Governance takes two forms: a defensive form, IT Risk Governance, that seeks to safeguard the organization from the consequences of IT-related disasters; and a strategic form, IT Value Governance, which creates lasting shareholder value. This article focuses on IT Risk Governance. Based on an academic and trade literature review, and interviews with Board members from six international firms, it presents a model, the IT Risk Governance Chain, and a dashboard that outlines the critical areas of IT risk and the key questions directors should ask to properly safeguard the information and technology assets of their firms.
The establishment of strong alignment between information technology (IT) and organizational objectives has consistently been reported as one of the key concerns of information systems managers. This ...paper presents findings from a study which investigated the influence of several factors on the social dimension of alignment within 10 business units in the Canadian life insurance industry. The social dimension of alignment refers to the state in which business and IT executives understand and are committed to the business and IT mission, objectives, and plans. The research model included four factors that would potentially influence alignment: (1) shared domain knowledge between business and IT executives, (2) IT implementation success, (3) communication between business and IT executives, and (4) connections between business and IT planning processes. The outcome, alignment, was operationalized in two ways: the degree of mutual understanding of current objectives (short-term alignment) and the congruence of IT vision (long-term alignment) between business and IT executives. A total of 57 semi-structured interviews were held with 45 informants. Written business and IT strategic plans, minutes from IT steering committee meetings, and other strategy documents were collected and analyzed from each of the 10 business units. All four factors in the model (shared domain knowledge, IT implementation success, communication between business and IT executives, and connections between business and IT planning) were found to influence short-term alignment. Only shared domain knowledge was found to influence long-term alignment. A new factor, strategic business plans, was found to influence both short and long-term alignment. The findings suggest that both practitioners and researchers should direct significant effort toward understanding shared domain knowledge, the factor which had the strongest influence on the alignment between IT and business executives. There is also a call for further research into the creation of an IT vision.
With the increased importance of IT in organizations, business managers are now expected to show stronger leadership in regard to its deployment of IT in organizations. This requires greater focus on ...their capability to understand and use IT resources effectively. This paper explores the concept of IT competence of business managers as a contributor to their intention to champion IT within their organizations. Based on the knowledge literature, IT competence is defined as " the set of IT-related knowledge and experience that a business manager possesses."
The relationship between IT knowledge, IT experience, and championing IT is tested empirically using Structural Equation Modeling with LISREL. Four hundred and four business managers from two large insurance organizations were surveyed. Specific areas of IT knowledge and IT experience were first identified and the first half of the data set was utilized to assess the measurement properties of the instrument in a confirmatory analysis. The contribution of IT knowledge and IT experience to their intention to champion IT was assessed using the second half of the data set. The results show that IT knowledge and IT experience together explain 34% of the variance in managers' intentions to champion IT. Recommendations are given as to how organizations can enhance their business managers IT knowledge and experience to achieve stronger IT leadership from line people.
IT departments are service providers to business users, and service quality has been proposed as one measure of IT effectiveness. Previous research has adapted the SERVQUAL scale from service ...marketing literature, using it to gauge business users' expected and perceived levels of IT service quality. In this research, we investigate the other side of the IT-user relationship and look inside the IT function to identify variables that could affect IT service quality. Building on research into climate from the organizational psychology literature, we propose a new construct, IT Service Climate, and a theoretical model that links IT Service Climate with antecedents and service quality. A series of propositions are derived from the model to guide future empirical research, and other potential applications of the climate construct in IT research are discussed. By focusing on the IT department's impact on service quality, we hope to assist managers to pinpoint the causes of service shortfalls. PUBLICATION ABSTRACT
This paper develops theory and tests the relationships between knowledge management and various aspects of performance in IT-enabled business projects. The proposed theory posits that knowledge ...management is instrumental to Project Performance when mediated by a new concept, Knowledge Alignment. The research model is tested on survey data from 212 IT-enabled business projects. Findings show that project managers who achieve Knowledge Alignment among the people and the artefacts from three parts of the project – the IT team, the business change team, and the governance team – can have a significant positive impact on the achievement of business value from the project. Achieving higher levels of Knowledge Alignment is shown to have no significant negative impact on attainment of schedule and budget targets. This is the first statistical study to demonstrate the effect of knowledge management and Knowledge Alignment on the attainment of project management targets and of business value in IT-enabled projects.
•Theorizes how knowledge management impacts Project Performance•Three dimensions of IT projects — technology, business, governance•New construct developed — Knowledge Alignment.•Tests theory with survey data from 212 IT-enabled business projects•Knowledge Alignment is impactful, explains 38% of the variance in business value.
Organizations invest in digital transformation (DT) programs to digitize, digitalize, and integrate products, processes, services, and data. This research explores the management disciplines, both ...accepted and emerging, underlying program management in the context of DT. Case analyses from two DT programs explore program management elements. Findings suggest strong support for the existing program disciplines of governance, benefits management, and change management. Three disciplinary elements also emerged—aligning multiple digital architectures, developing product management capabilities, and transforming human capital in low-code environments. Research into DT programs has much to contribute to our understanding of program management and successful DT initiatives.
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