IT and Project Management
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ItemThe Evolution of IS Projects in Manufacturing Industries: The Case of Product Lifecycle Management( 2018-01-03)In this paper, we explore the evolution of product lifecycle management information systems projects in manufacturing industries over time. There is critical need because initiated projects routinely fail in terms of time, budget, or quality to which the academic discourse has not given adequate consideration. Therefore, we build up on an in-depth case study within the project setting of a leading European automotive supplier kicked-off in January 2016. As central results, the paper provides insights (1) how product lifecycle management information systems projects develop over time, (2) what may be underlying causes, and (3) which implications on project management may be deduced. In view of the limitations by the applied case study research strategy, we illumine the specifics of these information systems projects for scholars. For project managers, an overview on essential developments and their implications supports the successful project execution.
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ItemVirtuoso Project Teams: Beyond high performance, a study of the teaming success of the Motorola Satellite Communications System IRIDIUM® Program( 2018-01-03)High performance teaming has always been the gold standard for project management in general and new product or new system generation in particular. Within the realm of high performance, however, there are special factors that must come together in both temporal aspects and technical content to be truly accomplished. These project teams may be referred to as virtuoso teams. As an illustration of the principles of high functioning teaming, it is helpful to look back at one of the systems projects of the last century considered to be a hallmark of technical success and examine, from a behavioral perspective, what principles illustrate this "best of the best" teaming genre. The Motorola IRIDIUM® Satellite Communications System is one such project. Through published memoirs, case studies and retrospective articles, recent publications, personal notes and documentation, and unpublished project artifacts, aspects of the project team are examined to illustrate some of the theoretical principles of high performance teaming.
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ItemAntecedents and Consequences of Time Pressure in Scrum Projects: Insights from a Qualitative Study( 2018-01-03)Time pressure represents one of the most critical factors associated with software development project failure. However, its role in previous research is limited to traditional development approaches and is also inconclusive, suggesting both negative and positive effects, while others argue for dependence on the level of time pressure. In the context of agile software development projects, particularly Scrum, we seek to analyze the role of time pressure in software development projects and aim to develop a better understanding of its antecedents and consequences. We apply an exploratory, interview-based research approach grounded in data and complemented by thematic analysis. Our findings support a differentiated picture of time pressure, revealing that not all antecedents equally lead to negative consequences and that effects are dependent not only on intensity but also on temporality of time pressure. Understanding antecedents and consequences serves organizations to advantageously manage time pressure.
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ItemA Socio-Technical Model for Project-Based Executive IT Governance( 2018-01-03)Effectuating enterprise systems success through project-based, executive IT governance in the form of steering committees is a complex and multi-leveled challenge. Insight into the design of steering committees and what interrelated governance components are required is very limited. We propose a multi-leveled model to design effective steering committees. We develop this theoretical model and surmise that our project-based IT governance model offers more effective control. This proposition was developed using a sequential mixed-methods approach that combines qualitative and quantitative inquiry, and empirical research. We articulate a theoretical model informed by the punctuated socio-technical change model, which synthesizes the dynamic capabilities and other components that influence steering committee performance. We find steering committees can achieve implementation success by balancing dynamic capabilities, structure, processes, and objectives. Contrary to common expectations, we learn that balanced, dynamic and agile steering committees are more effective than those that follow stale, procedural or routine approaches.
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ItemDo As You Want Or Do As You Are Told? Control vs. Autonomy in Agile Software Development Teams( 2018-01-03)Agile Software Development (ASD) projects still draw the attention of the research community. Agile methodologies promise to increase an ASD team’s agility in such a way, that these teams are able to respond and react to changing user requirements. Existing studies on flexibility and autonomy in ASD projects, however, imply that these projects potentially can benefit from different elements of control. Our objective is to improve the understanding of how to enact control through agile practices, and how these practices affect either formal or informal control in ASD teams. Based on an extensive literature review, our study (1) provides an overview of adequate control-enacting agile practices and (2) compares the results with our empirical findings, derived from qualitative data.
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