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Pavez I, Gómez H, Liu C, González VA. Measuring project team performance: A review and conceptualization. INTERNATIONAL JOURNAL OF PROJECT MANAGEMENT 2022. [DOI: 10.1016/j.ijproman.2022.11.001] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/19/2022]
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Bawack RE, Kala Kamdjoug JR. Managing client–consultant relationships to derive benefits from ERP projects. INFORMATION TECHNOLOGY & PEOPLE 2022. [DOI: 10.1108/itp-07-2021-0573] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/17/2022]
Abstract
PurposeEnterprise resource planning (ERP) consultants have the expertise required to understand the specific contextual needs of an ERP client, implement tailored business processes that meet those needs, and ensure that no potential benefit offered by the ERP remains unexplored by the client. However, conflicts between ERP clients and consultants are a significant source of non-benefit realisation, making managing client–consultant agency crucial to ERP post-implementation benefits realisation. This paper aims to elucidate how managing client–consultant agency affects the benefits derived from ERP systems.Design/methodology/approachThis paper uses microfinance institutions in 15 sub-Saharan African countries to explore different paths through which managing client–consultant agency leads to benefit realisation in ERP projects. It uses partial least squares structural equation modelling to analyse data from 127 managers and explains the results using insights from agency theory and the information system (IS) success model.FindingsThis paper reveals three routes through which contractual agreements and conflict resolution strategies lead to benefits realisation in ERP projects.Originality/valueThis is the first study that attempts to provide quantitative evidence of how managing the complex relationship between ERP project stakeholders affects ERP project success. It also contributes a novel theoretical model for ERP benefits realisation to complement existing research on ERP agency issues, critical success factors, and benefits realisation.
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Song J, Song L, Liu H, Feng Z, Müller R. Rethinking project governance: Incorporating contextual and practice-based views. INTERNATIONAL JOURNAL OF PROJECT MANAGEMENT 2022. [DOI: 10.1016/j.ijproman.2022.04.004] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 10/18/2022]
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Determinantes da Gestão do Portfólio de Projetos (PPM) para a agilidade organizacional: proposta de um modelo conceitual. REVISTA DE GESTÃO E PROJETOS 2022. [DOI: 10.5585/gep.v13i1.21101] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Abstract] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 11/25/2022] Open
Abstract
A resposta da organização às mudanças em seu ambiente é concretizada, frequentemente, pela decomposição das estratégias em um portfólio de projetos. O gerenciamento do portfólio de projetos (Project Portfolio Management) afeta a velocidade e flexibilidade da execução dos projetos e, por extensão, da execução estratégica. A necessidade de gerar resultados em ciclos cada vez mais curtos realça a finalidade e pressiona a contribuição da gestão do portfólio para a agilidade nas dinâmicas organizacionais. No entanto, a literatura não detalha claramente como esta gestão integra as diferentes percepções e relações desencadeadas pelo trabalho estratégico e as incorpora em seus processos, amplificando ou restringindo a agilidade. Este estudo tem por objetivo efetuar uma revisão integrativa para em seguida propor um modelo conceitual que associa determinantes da estruturação e condução do portfólio de projetos para a agilidade organizacional. A modelagem considerou quatro perspectivas teóricas sobre o portfólio de projetos: otimização, estratégica, tomada de decisão e organizacional. Palavras-chave e categorias teóricas foram organizadas numa modelagem em dois níveis, integrando múltiplos determinantes cuja aplicabilidade foi corroborada por pares. O modelo evidencia os seguintes determinantes que impactam a agilidade na resposta organizacional: clareza estratégica, qualidade da decisão, intensidade do controle e complexidade integrativa. Embora o modelo ainda demande validação empírica, combinando determinantes para agilidade em diferentes perpectivas PPM, em nível da definição e da execução, o modelo proposto pode tornar mais prática e robusta a gestão dos portfólios, oferecendo referências para uma configuração orientada às prioridades de valor da organização.
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Radhakrishnan A, Davis JS, David D. Examining the Critical Success Factors in IT Projects. INTERNATIONAL JOURNAL OF INFORMATION TECHNOLOGY PROJECT MANAGEMENT 2022. [DOI: 10.4018/ijitpm.290423] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Abstract] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 11/09/2022]
Abstract
Many companies experience IT project failures in relatively new areas such as Big Data, Data Science, Enterprise Systems, Blockchain, Cloud Computing, IT security, and IoT. Because of inadequate research in identifying critical success factors for these projects, we conducted a Delphi study employing separate panels for each of two kinds of project implementations, those using a predictive lifecycle approach and those using an adaptive lifecycle approach. We found common critical success factors: user/client involvement, senior management support, effective monitoring and control, effective communication and feedback, good change and configuration management, having a competent project manager, proper project leadership, and excellent vendor performance. Both predictive and adaptive lifecycle IT projects had certain unique critical success factors. The findings provide guidance to IT Project Managers.
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Agile practices and performance: Examining the role of psychological empowerment. INTERNATIONAL JOURNAL OF PROJECT MANAGEMENT 2021. [DOI: 10.1016/j.ijproman.2020.09.002] [Citation(s) in RCA: 38] [Impact Index Per Article: 12.7] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/23/2022]
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Martinsuo M, Geraldi J, Gustavsson TK, Lampel J. Editorial: Actors, practices, and strategy connections in multi-project management. INTERNATIONAL JOURNAL OF PROJECT MANAGEMENT 2020. [DOI: 10.1016/j.ijproman.2020.07.001] [Citation(s) in RCA: 3] [Impact Index Per Article: 0.8] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 10/23/2022]
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