Influence Project Outcomes Research Articles

Factors that affect software systems development project outcomes

Determining the factors that have an influence on software systems development and deployment project outcomes has been the focus of extensive and ongoing research for more than 30 years. We provide here a survey of the research literature that has addressed this topic in the period 1996–2006, with a particular focus on empirical analyses. On the basis of this survey we present a new classification framework that represents an abstracted and synthesized view of the types of factors that have been asserted as influencing project outcomes.

Providing structural openness to connect with context

PurposeThe purpose of this paper is to emphasise projects as being part of a social process. It aims to move away from the traditional views that lay emphases on linear and predictable models of project practice to one that better highlights the complex nature of human interrelations.Design/methodology/approachThe work reported upon involved a case study where one of the authors was embedded as a reflective practitioner undertaking action learning and elicitation of knowledge from colleagues using soft systems methodology as a primary research method.FindingsFindings from the doctoral research implemented in the Middle East, indicate that socio‐cultural factors in project contexts affect knowledge creation processes critical to organisational change.Research limitations/implicationsResearch results benefited from viewing the project organization as a “complex adaptive system” with a structurally open project entity facilitating the contextual interconnections necessary for detecting and creating environmental change.Practical implicationsPragmatic knowledge was seen as emergent through movement of human interactions and contributed to the portrayal of the project organisation as a “becoming” cognitive system whose resilience is dependent upon producing meaning as opposed to processing information. When change management is viewed in a multicultural context such as this, within this paradigm, then greater emphasis will likely be placed upon complexity and uncertainty issues arising out of the interplay of culture and the political aspects of managing change in a more empathic way.Originality/valueComplexity in project management and theory has traditionally focussed on technical and structural aspects of project practice; but given the heterogeneous nature of human capital residing in today's organisations, aligning social systems with nature where disorder and uncertainty prevail, provides a more relevant ecological model of social analysis. The paper shows that the challenge today for those working in culturally pluralistic project environments is to make sense of such multiple realities and disparities in language to effectively manage the inherent power relationships that influence project outcomes.

Resource Co-Specialization, Firm Growth, and Organizational Performance: An Empirical Analysis of Organizational Restructuring and it Implementations

This paper examines the effects of co-specialized information technology (IT) on the growth and performance of IT-investing firms as a driver of competitive advantages. By adopting resource-based and dynamic-capability perspectives on firm-specific IT systems, we first identify the mechanisms of resource co-specialization strategy in the process of IT implementation as organizational restructuring and adaptive customization of IT applications into the context of adopting firms. Then, we examine the impacts of resulting co-specialized IT system on organizational performance. Testable hypotheses are developed to investigate how the co-specialization mechanisms of organizational restructuring and IT customization influence firm growth - in terms of the number of employees, value-added, and revenue. We also examine how co-specialization mechanisms of organizational restructuring and IT customization influence project outcomes - in terms of project reference - ability and license extension measures. These empirical tests control for other contextual factors and the endogeneity of decision variables. Using a unique panel data on 334 firms adopting Advanced Planning and Scheduling (APS) applications, we find strong empirical support for the co-specialization hypothesis that strategic choices of using IT co-specialization mechanisms are positively associated with firm growth and with superior project outcomes in the sample firms.

Using six sigma methodology to improve hand hygiene compliance

ISSUE: Hand hygiene (HH) has been demonstrated to be effective in preventing spread of infection in healthcare settings. Despite the evidence, compliance is reported to be suboptimal. The Centers for Disease Control and Prevention (CDC) Guideline for Hand Hygiene in Healthcare Settings identified a number of factors adversely affecting HH compliance. Our health system worked in partnership with another to initiate a "six sigma" HH improvement project. The DMAIC (define, measure, analyze, improve, control) process was used to evaluate HH in a 20-bed medical surgical intensive care unit and create an improvement plan to increase and sustain compliance with HH practices among healthcare workers. PROJECT: Trained observers were used to conduct observations to establish baseline compliance. A survey was carried out to establish baseline knowledge and satisfaction regarding HH practices and supports. A stakeholders' analysis was done to identify key personnel who would influence project outcomes. A process map was developed to outline each step in the HH process and a cause-and-effect matrix was developed to prioritize key process inputs. Critical influencing factors were analyzed using a failure modes and effects analysis to identify process failures and causes to address in the improvement plan. Using multivariate studies and in consideration of the survey, improvement opportunities were identified for the action plan. The plan focused on five influencing factors: training/awareness, decision-making, hand hygiene opportunities, supply convenience/availability, and empowerment to remind. Tactics to address each factor were identified and implemented. After the improvement phase, key metrics and tactics were placed into a control plan. RESULTS: Baseline HH compliance was reported at 36%, with a range of 9% to 77%, depending on the type of HH opportunity observed. Compliance after the improve tactics were implemented rose to 65% (p=<0.001), with a range of 27% to 100%, dependent upon the type of hand hygiene opportunity. Use of the waterless alcohol-based sanitizer at baseline was 21 units/1000 patient days. Usage increased to 42 units/1000 patient days after the improve phase. LESSONS LEARNED: The six sigma approach ties improvement methods directly together with identified process failures. This analysis results in enhanced identification of specific improvement opportunities and also supports development of a control plan to be used to sustain gains in compliance.

A multi‐level causal model for best practices in project management

This paper presents a multi‐level causal model for best practices in project management based upon the literature, especially empirical studies of competencies and project management. The model emphasizes the roles of technical project management skills and interpersonal or people skills as inputs to the model. Next, the model stresses the important roles of organizational facilitators and inhibitors, that is, moderator variables (e.g. project management systems and supportive senior management) in influencing project outcomes. The model addresses the outcome variables of technical competencies (e.g. planning and controlling) and people competencies (e.g. interpersonal communication and conflict management skills). Finally, the model recognizes the important role of feedback for corrective actions and reinforcing best practices, that is, organizational learning.

Critical factors affecting the planning and implementation of major projects

AbstractThis exploratory study reports the results of a quantitative cross‐sectional analysis of 68 case descriptions of major projects. Variables describing the context of the projects, project planning and implementation processes, and project outcomes were coded using information contained in the case descriptions. Factor analysis was used to identify major factors associated with context, process and outcomes. The influences of context on process, and context and process on outcomes were estimated using regression. The results indicate that a number of contextual variables strongly influence aspects of the project planning and implementation process, and then indirectly influence project outcomes through the planning and implementation process. In addition, both process and contextual variables affect outcomes directly. Several conclusions of a theoretical, methodological and practical nature are drawn.