A framework to measure the value of Agile software projects
- Authors: Van Wyk, Louis
- Date: 2018
- Subjects: Information technology - Management , Agile software development
- Language: English
- Type: Masters (Thesis)
- Identifier: http://hdl.handle.net/10210/292419 , uj:31777
- Description: M.Com. (Information Technology Management) , Abstract: Software projects delivered following an Agile approach are deemed more successful than those following a traditional methodology such as Waterfall. This notion is supported by multiple studies, including the 2015 Chaos Report. The purpose of this study was to determine how the success of Agile software projects is measured, rather than to confirm the results of previous studies. This study focused on the Agile principles highlighted in the Agile Manifesto and investigated whether Agile practitioners consider these principles as success factors. It was important to determine what other success factors are currently used to ensure the successful delivery of Agile software projects. The Total Quality Framework (TQF) was adopted as a research design to maximise the quality of the data and to build the readers’ confidence in the research outcomes. An inductive approach was selected to establish an acceptance criterion or theory that can be verified through further studies. The objectives to achieve the research goal were very specific and required conversations with experienced participants with an in-depth knowledge of Agile software projects. The research method best suited to collect the rich data required was semi-structured interviews; therefore the approach followed in this study was a qualitative research approach. The TQF is based on four principles: credibility, analysability, transparency and usefulness. It was important for the researcher to adhere to these principles so that the results formulated could be generalised internally as well as externally. It is important that the results and outcome of the research be useful, i.e. the research outcome was to design a framework that Agile practitioners can use. The assumption and key finding is that all twelve Agile principles are deemed to be critical success factors in Agile software projects. Another finding is that eight of the twelve principles are also considered success measures. Traditional success measures are still considered success measures, but not deemed the only measure of success. Agile software projects consider multiple success measures, but are ultimately deemed a success when the business value has been realised. The primary success measures recognised for Agile software projects include strategic success, business success, product success and project success, measured at different stages after the product has been delivered. The product of this research is a framework consisting of 30 control objectives and 46 supporting practices that could be considered when implementing Agile software projects. The framework includes Agile-specific success factors that would improve the value delivered on Agile software projects. It further highlights the success measures that are relevant to all software projects. This framework, named COSAF, is the first version and it is the researcher’s vision that it will be implemented, adopted and improved to increase the success rate of software projects across the globe.
- Full Text:
- Authors: Van Wyk, Louis
- Date: 2018
- Subjects: Information technology - Management , Agile software development
- Language: English
- Type: Masters (Thesis)
- Identifier: http://hdl.handle.net/10210/292419 , uj:31777
- Description: M.Com. (Information Technology Management) , Abstract: Software projects delivered following an Agile approach are deemed more successful than those following a traditional methodology such as Waterfall. This notion is supported by multiple studies, including the 2015 Chaos Report. The purpose of this study was to determine how the success of Agile software projects is measured, rather than to confirm the results of previous studies. This study focused on the Agile principles highlighted in the Agile Manifesto and investigated whether Agile practitioners consider these principles as success factors. It was important to determine what other success factors are currently used to ensure the successful delivery of Agile software projects. The Total Quality Framework (TQF) was adopted as a research design to maximise the quality of the data and to build the readers’ confidence in the research outcomes. An inductive approach was selected to establish an acceptance criterion or theory that can be verified through further studies. The objectives to achieve the research goal were very specific and required conversations with experienced participants with an in-depth knowledge of Agile software projects. The research method best suited to collect the rich data required was semi-structured interviews; therefore the approach followed in this study was a qualitative research approach. The TQF is based on four principles: credibility, analysability, transparency and usefulness. It was important for the researcher to adhere to these principles so that the results formulated could be generalised internally as well as externally. It is important that the results and outcome of the research be useful, i.e. the research outcome was to design a framework that Agile practitioners can use. The assumption and key finding is that all twelve Agile principles are deemed to be critical success factors in Agile software projects. Another finding is that eight of the twelve principles are also considered success measures. Traditional success measures are still considered success measures, but not deemed the only measure of success. Agile software projects consider multiple success measures, but are ultimately deemed a success when the business value has been realised. The primary success measures recognised for Agile software projects include strategic success, business success, product success and project success, measured at different stages after the product has been delivered. The product of this research is a framework consisting of 30 control objectives and 46 supporting practices that could be considered when implementing Agile software projects. The framework includes Agile-specific success factors that would improve the value delivered on Agile software projects. It further highlights the success measures that are relevant to all software projects. This framework, named COSAF, is the first version and it is the researcher’s vision that it will be implemented, adopted and improved to increase the success rate of software projects across the globe.
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Factors influencing the transition to Agile software development
- Authors: Taaibosch, Shari
- Date: 2017
- Language: English
- Type: Masters (Thesis)
- Identifier: http://hdl.handle.net/10210/296082 , uj:32253
- Description: Abstract: Agile has come to stay, there is no debate on whether we need to adapt to it or not (DevOps Online, 2018). Organisations are increasingly realising the benefits of Agile software development. As a result of the benefits realised by software development, Agile principles are increasingly being applied to other disciplines such as operations, coaching and marketing. Despite the hype created by Agile, banking technology is still delivered through plan-driven methodologies. This research was aimed at investigating the factors that influence the transition to Agile. A quantitative approach was adopted in which an electronic survey was distributed to IT project teams within a South African financial organisation. The survey identified that the top three factors influencing the transition to Agile included (i) risk management frameworks, (ii) requirement volatility and (iii) governance practices. In addition, the results revealed that the top three benefits realised included (i) an ability to adapt to change, (ii) improved alignment between business and IT, and (iii) better delivery predictability and improved project visibility. , M.Com. (Applied Information Systems)
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- Authors: Taaibosch, Shari
- Date: 2017
- Language: English
- Type: Masters (Thesis)
- Identifier: http://hdl.handle.net/10210/296082 , uj:32253
- Description: Abstract: Agile has come to stay, there is no debate on whether we need to adapt to it or not (DevOps Online, 2018). Organisations are increasingly realising the benefits of Agile software development. As a result of the benefits realised by software development, Agile principles are increasingly being applied to other disciplines such as operations, coaching and marketing. Despite the hype created by Agile, banking technology is still delivered through plan-driven methodologies. This research was aimed at investigating the factors that influence the transition to Agile. A quantitative approach was adopted in which an electronic survey was distributed to IT project teams within a South African financial organisation. The survey identified that the top three factors influencing the transition to Agile included (i) risk management frameworks, (ii) requirement volatility and (iii) governance practices. In addition, the results revealed that the top three benefits realised included (i) an ability to adapt to change, (ii) improved alignment between business and IT, and (iii) better delivery predictability and improved project visibility. , M.Com. (Applied Information Systems)
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Managing information technology service delivery : a conceptual frame work
- Authors: Sliep, Rachel Marie
- Date: 2019
- Subjects: Information technology - Management , Management information systems , Information technology , Strategic planning
- Language: English
- Type: Doctoral (Thesis)
- Identifier: http://hdl.handle.net/10210/422288 , uj:36030
- Description: Abstract: Managing information technology (IT) in higher education institutions (HEIs) is not merely difficult but has almost become impossible. Information technology (IT) leaders in HEIs face a challenge to integrate and provide for the continuous accelerating transformation of technology and the way it is applied in HEIs to improve the quality of IT service delivery to satisfy their stakeholders’ expectations. IT leaders need to embrace change with the understanding that IT will need more than a secure set of knowledge and skills in today’s technology demands required from the unique composition of stakeholders. To position HEIs in their current marketplace and ensure competitive advantage, just implementing new technologies and innovations is not nearly enough. It is a requirement from institutional leaders to recognise IT as a key business enabler and to ensure that IT is positioned within the organisation as an investment rather than a cost. Key requirements for IT leadership are to recognise, agree and integrate various frameworks to ensure stability and agility when addressing the continuous challenges of HEIs and providing them with a dynamic application landscape and borderless end-user experience. IT departments within HEIs should dynamically change their philosophy, standards and way of thinking to meet the rapidly changing, everyday organisational demands. .. , Ph.D. (Information Technology Management)
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- Authors: Sliep, Rachel Marie
- Date: 2019
- Subjects: Information technology - Management , Management information systems , Information technology , Strategic planning
- Language: English
- Type: Doctoral (Thesis)
- Identifier: http://hdl.handle.net/10210/422288 , uj:36030
- Description: Abstract: Managing information technology (IT) in higher education institutions (HEIs) is not merely difficult but has almost become impossible. Information technology (IT) leaders in HEIs face a challenge to integrate and provide for the continuous accelerating transformation of technology and the way it is applied in HEIs to improve the quality of IT service delivery to satisfy their stakeholders’ expectations. IT leaders need to embrace change with the understanding that IT will need more than a secure set of knowledge and skills in today’s technology demands required from the unique composition of stakeholders. To position HEIs in their current marketplace and ensure competitive advantage, just implementing new technologies and innovations is not nearly enough. It is a requirement from institutional leaders to recognise IT as a key business enabler and to ensure that IT is positioned within the organisation as an investment rather than a cost. Key requirements for IT leadership are to recognise, agree and integrate various frameworks to ensure stability and agility when addressing the continuous challenges of HEIs and providing them with a dynamic application landscape and borderless end-user experience. IT departments within HEIs should dynamically change their philosophy, standards and way of thinking to meet the rapidly changing, everyday organisational demands. .. , Ph.D. (Information Technology Management)
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Bring your own device and information technology service delivery : a higher education institution case study
- Authors: Sliep, Chelma
- Date: 2015-03-18
- Subjects: Educational technology , World Wide Web , Information technology
- Type: Thesis
- Identifier: uj:13455 , http://hdl.handle.net/10210/13491
- Description: M.Com. (Business Management ) , Please refer to full text to view abstract
- Full Text:
- Authors: Sliep, Chelma
- Date: 2015-03-18
- Subjects: Educational technology , World Wide Web , Information technology
- Type: Thesis
- Identifier: uj:13455 , http://hdl.handle.net/10210/13491
- Description: M.Com. (Business Management ) , Please refer to full text to view abstract
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A role-based framework for information systems project success
- Authors: Seeletsa, Gabriel Rakatane
- Date: 2017
- Subjects: Information resources management
- Language: English
- Type: Masters (Thesis)
- Identifier: http://hdl.handle.net/10210/262069 , uj:27649
- Description: M.Com. (Business Management) , Abstract: Information systems projects are becoming more and more synonymous with failure. Despite this, the capital investment by financial services companies in South Africa in these projects is increasing. A number of studies, both academic and corporate, have been undertaken to address the root causes of failures in information systems projects in South Africa across sectors. Despite these attempts, the problem persists. For information systems projects, project success varies from organisation to organisation and even from project to project. What is common in these projects is that they are undertaken by project teams. The composition of the project team is essential to the outcome of these projects. For the project to succeed, the project team as a whole has to possess certain competencies that will collectively improve the chances of project success. This study addresses the problem of the high failure rate of information systems projects in financial services companies in South Africa by looking at the people who are responsible for implementing such projects. This is done by identifying the competencies that are required in each role-player who takes part in these projects in order to improve the success rates of these projects. The approach in this study is holistic in nature, as it addresses the needs of the project team and not the needs of a particular role-player alone. To pursue the aforementioned, a survey was conducted among information systems professionals within the financial services industry in South Africa. A structured questionnaire method was used to collect data for this purpose. Overall, the respondents’ responses where role agnostics and biasness were not detected depended on the current role of the respondent. For project managers, respondents agreed that, for a project to have a higher chance of success, a project manager must be able, among other things, to lead people and to manage stakeholders. For business analysts, the respondents stated that, for business analysts to have a positive impact on project success, they need to, among other things, be able to elicit requirements and to communicate clearly and concisely. For software developers, the respondents concurred that a successful software developer must display, among other competencies, creative and futuristic thinking skills, and also show concern for quality. For software testers, respondents agreed that people performing in this role must, among other things, be thorough and accurate in their work. The study is significant and contributes to both research and practice. The core competencies identified in this study will contribute to existing literature. Also, the framework proposed in this study will be beneficial to organisations and the project community to assist them with the identification of talent, recruitment of that talent, as well as the development and retention of that talent in project roles.
- Full Text:
- Authors: Seeletsa, Gabriel Rakatane
- Date: 2017
- Subjects: Information resources management
- Language: English
- Type: Masters (Thesis)
- Identifier: http://hdl.handle.net/10210/262069 , uj:27649
- Description: M.Com. (Business Management) , Abstract: Information systems projects are becoming more and more synonymous with failure. Despite this, the capital investment by financial services companies in South Africa in these projects is increasing. A number of studies, both academic and corporate, have been undertaken to address the root causes of failures in information systems projects in South Africa across sectors. Despite these attempts, the problem persists. For information systems projects, project success varies from organisation to organisation and even from project to project. What is common in these projects is that they are undertaken by project teams. The composition of the project team is essential to the outcome of these projects. For the project to succeed, the project team as a whole has to possess certain competencies that will collectively improve the chances of project success. This study addresses the problem of the high failure rate of information systems projects in financial services companies in South Africa by looking at the people who are responsible for implementing such projects. This is done by identifying the competencies that are required in each role-player who takes part in these projects in order to improve the success rates of these projects. The approach in this study is holistic in nature, as it addresses the needs of the project team and not the needs of a particular role-player alone. To pursue the aforementioned, a survey was conducted among information systems professionals within the financial services industry in South Africa. A structured questionnaire method was used to collect data for this purpose. Overall, the respondents’ responses where role agnostics and biasness were not detected depended on the current role of the respondent. For project managers, respondents agreed that, for a project to have a higher chance of success, a project manager must be able, among other things, to lead people and to manage stakeholders. For business analysts, the respondents stated that, for business analysts to have a positive impact on project success, they need to, among other things, be able to elicit requirements and to communicate clearly and concisely. For software developers, the respondents concurred that a successful software developer must display, among other competencies, creative and futuristic thinking skills, and also show concern for quality. For software testers, respondents agreed that people performing in this role must, among other things, be thorough and accurate in their work. The study is significant and contributes to both research and practice. The core competencies identified in this study will contribute to existing literature. Also, the framework proposed in this study will be beneficial to organisations and the project community to assist them with the identification of talent, recruitment of that talent, as well as the development and retention of that talent in project roles.
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Attracting and retaining IT talent within the insurance industry
- Mukansi-Manganye, Yolanda Kulani
- Authors: Mukansi-Manganye, Yolanda Kulani
- Date: 2014-06-21
- Subjects: Insurance companies - Employees - Recruiting , Employee retention , Computer service industry - Employees - Recruiting , Insurance companies - Information technology
- Type: Thesis
- Identifier: uj:11571 , http://hdl.handle.net/10210/11278
- Description: M.Com. (Business Management) , Globalisation and the multi-generational workforce have made an impact on the workforce and the workplace. Demographic shifts are creating an aging population, creating a growing skills shortage which is putting pressure on businesses to create knowledge workers with cutting-edge expertise. Coupled with the explosion of new technologies and the application of , these issues have changed the way organisations work, recruit, and retain their employees. Organisations all over the world are faced with the challenge of attracting and retaining talent in their environments, resulting in the global marketplace for talent being far more competitive than ever before. This study was undertaken to gain an understanding of what factors within an IT organisation attract talented individuals. The study was concerned with identifying influences that also drive these talented individuals to remain with an organisation once they have joined. The study aimed to identify strategies that organisations can adopt to assist them with the attraction and retention of IT talented individuals. This study took place in a South African insurance organisation. Interviews in the form of unstructured face-to-face individual interviews, as well as focus groups, were conducted to understand the factors considered by IT talent when making employment decisions. Seventeen employees who were deemed talent by the researched organisation took part in the study. Based on the findings of the study, the factors that attracted IT talent to the organisation were organisational reputation, remuneration, the IT technology used by the organisation, and growth prospects. For retaining IT talent, factors highlighted were growth opportunities, recognition and reward, meaningful role and responsibilities, work environment – flexible working arrangements, market related remuneration, and management style. The study concludes that there are a number of factors that influence IT talent in their decision to either join or leave an organisation. Organisations need to provide a variety of these factors in order to cater for the different needs IT talent possesses.
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- Authors: Mukansi-Manganye, Yolanda Kulani
- Date: 2014-06-21
- Subjects: Insurance companies - Employees - Recruiting , Employee retention , Computer service industry - Employees - Recruiting , Insurance companies - Information technology
- Type: Thesis
- Identifier: uj:11571 , http://hdl.handle.net/10210/11278
- Description: M.Com. (Business Management) , Globalisation and the multi-generational workforce have made an impact on the workforce and the workplace. Demographic shifts are creating an aging population, creating a growing skills shortage which is putting pressure on businesses to create knowledge workers with cutting-edge expertise. Coupled with the explosion of new technologies and the application of , these issues have changed the way organisations work, recruit, and retain their employees. Organisations all over the world are faced with the challenge of attracting and retaining talent in their environments, resulting in the global marketplace for talent being far more competitive than ever before. This study was undertaken to gain an understanding of what factors within an IT organisation attract talented individuals. The study was concerned with identifying influences that also drive these talented individuals to remain with an organisation once they have joined. The study aimed to identify strategies that organisations can adopt to assist them with the attraction and retention of IT talented individuals. This study took place in a South African insurance organisation. Interviews in the form of unstructured face-to-face individual interviews, as well as focus groups, were conducted to understand the factors considered by IT talent when making employment decisions. Seventeen employees who were deemed talent by the researched organisation took part in the study. Based on the findings of the study, the factors that attracted IT talent to the organisation were organisational reputation, remuneration, the IT technology used by the organisation, and growth prospects. For retaining IT talent, factors highlighted were growth opportunities, recognition and reward, meaningful role and responsibilities, work environment – flexible working arrangements, market related remuneration, and management style. The study concludes that there are a number of factors that influence IT talent in their decision to either join or leave an organisation. Organisations need to provide a variety of these factors in order to cater for the different needs IT talent possesses.
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The importance of project risk management process in Information Technology projects
- Authors: Mtshali, Sophie Nomusa
- Date: 2018
- Subjects: Project management , Risk management , Information technology - Risk management
- Language: English
- Type: Masters (Thesis)
- Identifier: http://hdl.handle.net/10210/272610 , uj:29028
- Description: M.Com. (Business Management) , Abstract: Risk management has increasingly become a crucial aspect of project success in the Information Technology industry. Risks are no longer seen from the narrow perspective of physical harm; but the narrative has evolved to include unforeseen circumstances and effects on all stakeholders and planned outputs of the project. In financial terms, it was reported that 13.8 billion SA Rands were lost to failed projects in 2011. In light of the aforementioned, this research focuses on Project Risk Management (PRM) and how it can help reduce and better manage risks inherent in all project works. Since it is expected that effective project risk management (PRM) seeks to minimize the risks inherent to projects in order for the project manager to make better-informed decisions, which will contribute to overall project success, this research asks the fundamental question: ‘is there any positive relationship between PRM and project success in the IT industry?’ To answer the research question, this study takes a pragmatic approach using the quantitative method of data collection. Surveys were distributed among 100 project managers and coordinators within the IT environment in South Africa, 65 valid responses were received. Descriptive analysis was conducted on the findings and the results are presented in themes according to the objectives of the study. One of the research conclusion is that the most significant factors limiting the use of PRM methodologies with the respondents is not organisational culture as expected, rather ‘lack of subject matter expertise in project management’ on the part of the project managers. It was ultimately concluded that there is a strong relationship between PRM and project success. If risks can be reduced in a project, the chances of success increases. Lastly, it was seen that within the scope of the research, PRM has a positive impact with project being completed on schedule (or earlier) and within or below budget. The research is however not without its own inherent limitations; one of which is the fact that the study is a once-off experience and cannot envisage changes in the IT project success while using different project management strategies. A longitudinal study would have helped prevent against this.
- Full Text:
- Authors: Mtshali, Sophie Nomusa
- Date: 2018
- Subjects: Project management , Risk management , Information technology - Risk management
- Language: English
- Type: Masters (Thesis)
- Identifier: http://hdl.handle.net/10210/272610 , uj:29028
- Description: M.Com. (Business Management) , Abstract: Risk management has increasingly become a crucial aspect of project success in the Information Technology industry. Risks are no longer seen from the narrow perspective of physical harm; but the narrative has evolved to include unforeseen circumstances and effects on all stakeholders and planned outputs of the project. In financial terms, it was reported that 13.8 billion SA Rands were lost to failed projects in 2011. In light of the aforementioned, this research focuses on Project Risk Management (PRM) and how it can help reduce and better manage risks inherent in all project works. Since it is expected that effective project risk management (PRM) seeks to minimize the risks inherent to projects in order for the project manager to make better-informed decisions, which will contribute to overall project success, this research asks the fundamental question: ‘is there any positive relationship between PRM and project success in the IT industry?’ To answer the research question, this study takes a pragmatic approach using the quantitative method of data collection. Surveys were distributed among 100 project managers and coordinators within the IT environment in South Africa, 65 valid responses were received. Descriptive analysis was conducted on the findings and the results are presented in themes according to the objectives of the study. One of the research conclusion is that the most significant factors limiting the use of PRM methodologies with the respondents is not organisational culture as expected, rather ‘lack of subject matter expertise in project management’ on the part of the project managers. It was ultimately concluded that there is a strong relationship between PRM and project success. If risks can be reduced in a project, the chances of success increases. Lastly, it was seen that within the scope of the research, PRM has a positive impact with project being completed on schedule (or earlier) and within or below budget. The research is however not without its own inherent limitations; one of which is the fact that the study is a once-off experience and cannot envisage changes in the IT project success while using different project management strategies. A longitudinal study would have helped prevent against this.
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Project management as a tool for organisational strategy development : an engineering organisational case study
- Authors: Masombuka, Bongani
- Date: 2018
- Subjects: Project management
- Language: English
- Type: Masters (Thesis)
- Identifier: http://hdl.handle.net/10210/284850 , uj:30780
- Description: M.Phil. (Engineering Management) , Abstract: The misalignment between the organisational strategic objectives and project objectives leads to strategy failure. Therefore, in the effort of aligning projects to the organisational strategy, in order to realise full benefits of undertaking projects and ensuring the implementation of the organisational strategy through projects, organisations utilise a business case to approve or reject projects which are in support or not in-support of the organisational strategy respectively. A document analysis checklist and semi-structured interviews guide derived from literature, were utilised for collecting data, where four case study projects were selected and six participants were interviewed from the selected organisation. Research findings indicated that the selected organisation does not have business cases or project plans in place for the four cases, which is a misalignment according to literature. Therefore, it is deduced that alignment between the organisational strategy and projects can be realised when the strategic plan is derived from the organisational strategy and utilised to inform the business strategy. The business plan and associated business case are then derived from the business strategy while the business plan and the business case are utilised to inform the project strategy. After that the project plan is derived from the project strategy, is utilised to guide the project execution phase and the anticipated benefits are realised.
- Full Text:
- Authors: Masombuka, Bongani
- Date: 2018
- Subjects: Project management
- Language: English
- Type: Masters (Thesis)
- Identifier: http://hdl.handle.net/10210/284850 , uj:30780
- Description: M.Phil. (Engineering Management) , Abstract: The misalignment between the organisational strategic objectives and project objectives leads to strategy failure. Therefore, in the effort of aligning projects to the organisational strategy, in order to realise full benefits of undertaking projects and ensuring the implementation of the organisational strategy through projects, organisations utilise a business case to approve or reject projects which are in support or not in-support of the organisational strategy respectively. A document analysis checklist and semi-structured interviews guide derived from literature, were utilised for collecting data, where four case study projects were selected and six participants were interviewed from the selected organisation. Research findings indicated that the selected organisation does not have business cases or project plans in place for the four cases, which is a misalignment according to literature. Therefore, it is deduced that alignment between the organisational strategy and projects can be realised when the strategic plan is derived from the organisational strategy and utilised to inform the business strategy. The business plan and associated business case are then derived from the business strategy while the business plan and the business case are utilised to inform the project strategy. After that the project plan is derived from the project strategy, is utilised to guide the project execution phase and the anticipated benefits are realised.
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A predictive model for information technology project success
- Authors: Joseph, Nazeer
- Date: 2014-05-05
- Subjects: Information technology , Project management , Organizational effectiveness , Creative ability in business
- Type: Thesis
- Identifier: uj:10916 , http://hdl.handle.net/10210/10490
- Description: M.Com. (Information Technology Management) , Information and communication technology (ICT) project success is considered the Holy Grail within many organisations. Over the past decade organisations have begun to realise the increasing importance and the potential of exploiting ICT to gain competitive advantage in their particular realm. Organisations have consequently pushed for the implementation of robust ICT solutions not only to facilitate and augment crucial decision-making processes, but to improve overall organisational efficiency and effectiveness as well. These ICT solutions are deployed via ICT projects. However, extensive research has revealed that ICT projects are continuing to fail at a disturbing rate nationally as well as internationally. ICT projects therefore have an infamous reputation within organisations and the project management domain. This research focused on determining what drives ICT project success by systematically investigating how ICT project success is perceived and measured as well as the factors which influence it. The quantitative research paradigm was implemented through the use of a survey in the form of a structured questionnaire. Although this research was cross-sectional in nature, it employed an element of longitudinal analysis as the results were scrutinised and compared with previous research conducted within the same research area. ICT project team members were randomly sampled to acquire an objective view of ICT project success. Moreover, this research revolved around the philosophy that if the significance of each influencing factor is understood, it should be possible to predict whether an ICT project will succeed or fail. A predictive modelling approach was adopted. This predictive model presented within this dissertation was constructed using structural equation modelling (SEM). The predictive model indicated that ICT project success is predicted by means of stakeholder management, communication and methodology. The model also indicated that these three factors are interrelated and are dependent on one another. It was established that overall project success is dependent on project management success and project product success. This research employed a technique which is rarely used within the project management or ICT project management domain, viz. SEM. Two key recommendations emerged from this research. Firstly, this research suggests that it may be time to re-evaluate how ICT projects are measured as well as the influencing factors, as traditional approaches are yet to accommodate ICT projects in particular. Secondly, this research suggests that researchers should start to explore the underlying constructs of communication as this could assist in addressing a fundamental flaw not only in ICT project management, but project management in general.
- Full Text:
- Authors: Joseph, Nazeer
- Date: 2014-05-05
- Subjects: Information technology , Project management , Organizational effectiveness , Creative ability in business
- Type: Thesis
- Identifier: uj:10916 , http://hdl.handle.net/10210/10490
- Description: M.Com. (Information Technology Management) , Information and communication technology (ICT) project success is considered the Holy Grail within many organisations. Over the past decade organisations have begun to realise the increasing importance and the potential of exploiting ICT to gain competitive advantage in their particular realm. Organisations have consequently pushed for the implementation of robust ICT solutions not only to facilitate and augment crucial decision-making processes, but to improve overall organisational efficiency and effectiveness as well. These ICT solutions are deployed via ICT projects. However, extensive research has revealed that ICT projects are continuing to fail at a disturbing rate nationally as well as internationally. ICT projects therefore have an infamous reputation within organisations and the project management domain. This research focused on determining what drives ICT project success by systematically investigating how ICT project success is perceived and measured as well as the factors which influence it. The quantitative research paradigm was implemented through the use of a survey in the form of a structured questionnaire. Although this research was cross-sectional in nature, it employed an element of longitudinal analysis as the results were scrutinised and compared with previous research conducted within the same research area. ICT project team members were randomly sampled to acquire an objective view of ICT project success. Moreover, this research revolved around the philosophy that if the significance of each influencing factor is understood, it should be possible to predict whether an ICT project will succeed or fail. A predictive modelling approach was adopted. This predictive model presented within this dissertation was constructed using structural equation modelling (SEM). The predictive model indicated that ICT project success is predicted by means of stakeholder management, communication and methodology. The model also indicated that these three factors are interrelated and are dependent on one another. It was established that overall project success is dependent on project management success and project product success. This research employed a technique which is rarely used within the project management or ICT project management domain, viz. SEM. Two key recommendations emerged from this research. Firstly, this research suggests that it may be time to re-evaluate how ICT projects are measured as well as the influencing factors, as traditional approaches are yet to accommodate ICT projects in particular. Secondly, this research suggests that researchers should start to explore the underlying constructs of communication as this could assist in addressing a fundamental flaw not only in ICT project management, but project management in general.
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A multidimensional predictive model for information systems project complexity
- Authors: Joseph, Nazeer
- Date: 2019
- Language: English
- Type: Doctoral (Thesis)
- Identifier: http://hdl.handle.net/10210/419520 , uj:35677
- Description: Abstract: Information system (IS) projects are renowned for underperforming and producing questionable results. This is evident by the poor performance of IS projects at both global and South African level. The financial impact of failed and challenged IS projects is significant and cannot continue. Project success, however, is a misnomer which has been the topic of multiple research endeavours. There are numerous views of project success, viz. a two-dimensional, four-dimensional and five-dimensional view. IS project success is best understood through the five-dimensional view. This view entails process success, project management success, product success, business success and strategic success. These five dimensions can exist in isolation but ultimate IS project success is realised when all dimensions are aligned and realised. There is a knock-on effect between each dimension as they contribute to each other and enhance each subsequent level. A possible explanation for lacklustre performance is the ever-increasing complexity of the project management landscape. IS project complexity consists of five constructs: organisational complexity, technical complexity, environmental complexity, dynamics and uncertainty. A total of 75 features underpin the 5 IS project complexity constructs. Organisational complexity dominates with 34 features, and technical and environmental complexity have 12 and 13 features,respectively. Dynamics has 6 features and uncertainty has 10. The fundamental research problem is that there is little understanding of the relationship between IS project success and IS project complexity. This research therefore sought to develop a predictive model of IS project complexity by contextualising its relationship with IS project success. A complex adaptive systems approach was adopted to show the complex interconnected relationship between all the constructs. Firstly, this research established the 39 significant and relevant IS project complexity indicators which occur during IS project execution. Being aware of these indicators provides a benchmark for identifying, measuring and monitoring complexity during an IS project. Awareness is the first step to addressing IS project complexity. Secondly, it was established that 3 constructs substantially predict IS project complexity, viz. organisational complexity, technical complexity and uncertainty. Thirdly, the constructs of IS project success were reduced to process success, deliverable success and strategic success. Finally, the predictive model showed that IS project complexity significantly influences process success and deliverable success and that process success influences deliverable success, which in turn influences strategic success. This research details the exact success and complexity indicators that need to be considered when embarking on an IS project. This contributes to contextualising the relationship between IS project success and complexit. , Ph.D. (Information Technology Management)
- Full Text:
- Authors: Joseph, Nazeer
- Date: 2019
- Language: English
- Type: Doctoral (Thesis)
- Identifier: http://hdl.handle.net/10210/419520 , uj:35677
- Description: Abstract: Information system (IS) projects are renowned for underperforming and producing questionable results. This is evident by the poor performance of IS projects at both global and South African level. The financial impact of failed and challenged IS projects is significant and cannot continue. Project success, however, is a misnomer which has been the topic of multiple research endeavours. There are numerous views of project success, viz. a two-dimensional, four-dimensional and five-dimensional view. IS project success is best understood through the five-dimensional view. This view entails process success, project management success, product success, business success and strategic success. These five dimensions can exist in isolation but ultimate IS project success is realised when all dimensions are aligned and realised. There is a knock-on effect between each dimension as they contribute to each other and enhance each subsequent level. A possible explanation for lacklustre performance is the ever-increasing complexity of the project management landscape. IS project complexity consists of five constructs: organisational complexity, technical complexity, environmental complexity, dynamics and uncertainty. A total of 75 features underpin the 5 IS project complexity constructs. Organisational complexity dominates with 34 features, and technical and environmental complexity have 12 and 13 features,respectively. Dynamics has 6 features and uncertainty has 10. The fundamental research problem is that there is little understanding of the relationship between IS project success and IS project complexity. This research therefore sought to develop a predictive model of IS project complexity by contextualising its relationship with IS project success. A complex adaptive systems approach was adopted to show the complex interconnected relationship between all the constructs. Firstly, this research established the 39 significant and relevant IS project complexity indicators which occur during IS project execution. Being aware of these indicators provides a benchmark for identifying, measuring and monitoring complexity during an IS project. Awareness is the first step to addressing IS project complexity. Secondly, it was established that 3 constructs substantially predict IS project complexity, viz. organisational complexity, technical complexity and uncertainty. Thirdly, the constructs of IS project success were reduced to process success, deliverable success and strategic success. Finally, the predictive model showed that IS project complexity significantly influences process success and deliverable success and that process success influences deliverable success, which in turn influences strategic success. This research details the exact success and complexity indicators that need to be considered when embarking on an IS project. This contributes to contextualising the relationship between IS project success and complexit. , Ph.D. (Information Technology Management)
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An Information Systems portfolio, Programme and Project Management Governance Framework
- Authors: Erasmus, Lodewikus Johannes
- Date: 2020
- Language: English
- Type: Doctoral (Thesis)
- Identifier: http://hdl.handle.net/10210/456598 , uj:40455
- Description: Abstract: This thesis concerns the governance of information systems (IS) projects. Practice and literature indicate that most IS projects cannot be considered as successfully delivered. The outcome of an IS project is the culmination of a vast chain of processes and practices that require guidance to achieve a desired outcome. This guidance of behaviour is referred to as governance. To this end, the concept of governance was explored to determine its foundations. Various theories of governance seem pertinent to the matter when the four dimensions of governance are used as context. Governance practices are applied in a governance context influenced by the power dimension, steering ability, source of influence and method of steering. Various forms of governance are implemented in this context. IS projects are influenced by corporate governance, information technology governance and the governance of project, programme and portfolio management (3PM). This influence is exerted at the three organisational levels and consists of various applicable practices and processes. The challenge is then to identify these applicable processes and where they are to be applied. To that end, a framework of such practices is required. A 3PM governance framework for the management of IS projects is proposed in this thesis. The applicable governance practices for IS projects, IS programmes and IS portfolios were identified. A mixed method approach was followed and the research questions were answered by way of quantitative and qualitative data collection and analysis. Through the use of exploratory factor analysis, sub-frameworks for project and programme management were developed. The application of Q-methodology delivers a sub-framework for portfolio management. Combining these sub-frameworks within the context of governance foundations yields a 3PM governance framework for the management of IS projects, programmes and portfolios. These categories of governance practices form the proposed framework and provide guidance for the practitioner regarding practical governance considerations for IS projects, programmes and portfolios. , Ph.D. (IT Management)
- Full Text:
- Authors: Erasmus, Lodewikus Johannes
- Date: 2020
- Language: English
- Type: Doctoral (Thesis)
- Identifier: http://hdl.handle.net/10210/456598 , uj:40455
- Description: Abstract: This thesis concerns the governance of information systems (IS) projects. Practice and literature indicate that most IS projects cannot be considered as successfully delivered. The outcome of an IS project is the culmination of a vast chain of processes and practices that require guidance to achieve a desired outcome. This guidance of behaviour is referred to as governance. To this end, the concept of governance was explored to determine its foundations. Various theories of governance seem pertinent to the matter when the four dimensions of governance are used as context. Governance practices are applied in a governance context influenced by the power dimension, steering ability, source of influence and method of steering. Various forms of governance are implemented in this context. IS projects are influenced by corporate governance, information technology governance and the governance of project, programme and portfolio management (3PM). This influence is exerted at the three organisational levels and consists of various applicable practices and processes. The challenge is then to identify these applicable processes and where they are to be applied. To that end, a framework of such practices is required. A 3PM governance framework for the management of IS projects is proposed in this thesis. The applicable governance practices for IS projects, IS programmes and IS portfolios were identified. A mixed method approach was followed and the research questions were answered by way of quantitative and qualitative data collection and analysis. Through the use of exploratory factor analysis, sub-frameworks for project and programme management were developed. The application of Q-methodology delivers a sub-framework for portfolio management. Combining these sub-frameworks within the context of governance foundations yields a 3PM governance framework for the management of IS projects, programmes and portfolios. These categories of governance practices form the proposed framework and provide guidance for the practitioner regarding practical governance considerations for IS projects, programmes and portfolios. , Ph.D. (IT Management)
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Effective use of the business case to enhance the success rate of business / information technology projects
- Authors: Einhorn, Frank
- Date: 2018
- Subjects: Information technology projects , Information technology projects - Management , Project management , Business enterprises , Success in business
- Language: English
- Type: Doctoral (Thesis)
- Identifier: http://hdl.handle.net/10210/271762 , uj:28910
- Description: Ph.D. (IT Management) , Abstract: This thesis is about what needs to be in place for the business case to be used effectively in business projects that use information technology (referred to as ITB projects) and hence contribute to their success. Success in this context refers to project success, product success, business success and often also strategic success. The thesis is based largely on a review of representative literature. It outlines the purposes of a business case for individual projects as well as for a portfolio of projects. It shows how sound governance is not only mandated for organisations in South Africa via the King IV provisions, but also contributes to project success. The business case emerges as a key input to such governance. Simply put, the organisation needs to understand the ongoing justification for projects and also to prioritise multiple projects to optimise strategic objectives. The word ‘ongoing’ is important, as literature emphasises that business requirements, which apply to all organisations, including government, are constantly changing. It is found from literature that it is difficult to follow business case processes and that in practice the business case is seldom used effectively throughout the lifetime of the project from inception to benefits realisation. The remainder of the research sought to determine what organisations can do to rectify the situation and enhance their success rate. This was done progressively by getting a better understanding of business case processes and then the information that the processes interact with. The research shows how additional information is needed during planning, execution and benefits realisation. However, knowing the business case processes and the information required is necessary but not sufficient. There are many organisational factors that need to facilitate the effective use of the business case and hence sound governance. Having researched the facilitating factors from literature, a business case effectiveness model is proposed showing how the processes, information and factors combine. The aim of the model is to increase awareness and understanding and hence enable organisations to get value, at acceptable cost, from use of the business case. Field research was then done to assess the presence and importance of the factors and to relate them to the use of business case processes. It was possible to reduce the facilitating factors to eight major factors and to use the major factors to validate the business case effectiveness model.
- Full Text:
- Authors: Einhorn, Frank
- Date: 2018
- Subjects: Information technology projects , Information technology projects - Management , Project management , Business enterprises , Success in business
- Language: English
- Type: Doctoral (Thesis)
- Identifier: http://hdl.handle.net/10210/271762 , uj:28910
- Description: Ph.D. (IT Management) , Abstract: This thesis is about what needs to be in place for the business case to be used effectively in business projects that use information technology (referred to as ITB projects) and hence contribute to their success. Success in this context refers to project success, product success, business success and often also strategic success. The thesis is based largely on a review of representative literature. It outlines the purposes of a business case for individual projects as well as for a portfolio of projects. It shows how sound governance is not only mandated for organisations in South Africa via the King IV provisions, but also contributes to project success. The business case emerges as a key input to such governance. Simply put, the organisation needs to understand the ongoing justification for projects and also to prioritise multiple projects to optimise strategic objectives. The word ‘ongoing’ is important, as literature emphasises that business requirements, which apply to all organisations, including government, are constantly changing. It is found from literature that it is difficult to follow business case processes and that in practice the business case is seldom used effectively throughout the lifetime of the project from inception to benefits realisation. The remainder of the research sought to determine what organisations can do to rectify the situation and enhance their success rate. This was done progressively by getting a better understanding of business case processes and then the information that the processes interact with. The research shows how additional information is needed during planning, execution and benefits realisation. However, knowing the business case processes and the information required is necessary but not sufficient. There are many organisational factors that need to facilitate the effective use of the business case and hence sound governance. Having researched the facilitating factors from literature, a business case effectiveness model is proposed showing how the processes, information and factors combine. The aim of the model is to increase awareness and understanding and hence enable organisations to get value, at acceptable cost, from use of the business case. Field research was then done to assess the presence and importance of the factors and to relate them to the use of business case processes. It was possible to reduce the facilitating factors to eight major factors and to use the major factors to validate the business case effectiveness model.
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A conceptual framework to enhance performance in virtual information technology project teams
- Authors: Dube, Shopee M.
- Date: 2016
- Subjects: Information technology , Communication and technology , Virtual work teams , International business enterprises
- Language: English
- Type: Doctoral (Thesis)
- Identifier: http://ujcontent.uj.ac.za8080/10210/382429 , http://hdl.handle.net/10210/124856 , uj:20967
- Description: Abstract: The globalisation of business and markets is growing rapidly and information and communication technologies (ICT) are developing at a very fast pace. This has resulted in the emergence and formation of virtual project teams, also referred to as global project teams. Virtual project teams have increased global competitiveness as well as investments in several types of projects in manufacturing, telecommunications, information technology, engineering, financial services and construction, and are used as a means of enhancing team performance. From this globalisation of business and markets, virtual project teams are now operating within the boundaries of the operational requirements of the team members. This allows for flexibility of working from anywhere without restrictions imposed by geographical boundaries, differences in time zones and heavily relying on communication technologies. The aim of this study was to develop a conceptual framework to improve the performance of virtual project teams, which information technology (IT) project managers can use to better understand how teams can be managed. The quantitative research methodology was employed in this study to collect data using an online questionnaire and the data was analysed using statistical methods. This research methodology allowed the researcher to explore this phenomenon in greater depth. The purposive sampling method (non-probability) was adopted for this study. The key findings of this research are that the following factors improve the performance of virtual IT project teams in South Africa: communication, good leadership, trust, social interaction, team cooperation and commitment. The research further reveals that there is a strong correlation between these factors; hence the factors identified were all essential for the development of the conceptual framework. , Ph.D. (Informatics)
- Full Text:
- Authors: Dube, Shopee M.
- Date: 2016
- Subjects: Information technology , Communication and technology , Virtual work teams , International business enterprises
- Language: English
- Type: Doctoral (Thesis)
- Identifier: http://ujcontent.uj.ac.za8080/10210/382429 , http://hdl.handle.net/10210/124856 , uj:20967
- Description: Abstract: The globalisation of business and markets is growing rapidly and information and communication technologies (ICT) are developing at a very fast pace. This has resulted in the emergence and formation of virtual project teams, also referred to as global project teams. Virtual project teams have increased global competitiveness as well as investments in several types of projects in manufacturing, telecommunications, information technology, engineering, financial services and construction, and are used as a means of enhancing team performance. From this globalisation of business and markets, virtual project teams are now operating within the boundaries of the operational requirements of the team members. This allows for flexibility of working from anywhere without restrictions imposed by geographical boundaries, differences in time zones and heavily relying on communication technologies. The aim of this study was to develop a conceptual framework to improve the performance of virtual project teams, which information technology (IT) project managers can use to better understand how teams can be managed. The quantitative research methodology was employed in this study to collect data using an online questionnaire and the data was analysed using statistical methods. This research methodology allowed the researcher to explore this phenomenon in greater depth. The purposive sampling method (non-probability) was adopted for this study. The key findings of this research are that the following factors improve the performance of virtual IT project teams in South Africa: communication, good leadership, trust, social interaction, team cooperation and commitment. The research further reveals that there is a strong correlation between these factors; hence the factors identified were all essential for the development of the conceptual framework. , Ph.D. (Informatics)
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Resolving conflict in the project environment using emotional intelligence
- Authors: De Villiers, Johan
- Date: 2018
- Subjects: Conflict management , Project management , Emotional intelligence
- Language: English
- Type: Masters (Thesis)
- Identifier: http://hdl.handle.net/10210/293689 , uj:31940
- Description: Abstract: Conflict is part of everyday life and with conflict management revolving around making sure everyone feels heard and respected, whilst negotiating a mutually beneficial solution that everyone involved can accept, it is however the methods and techniques project managers use in resolving conflict that could potentially influence the success of any project. With literature varying in opinion as to whether emotionally intelligent project managers have an improved ability to effectively manage conflict in a project environment, the aim of this research study is to investigate what conflict management strategies project managers with a high level of emotional intelligence prefer including its subsequent impact on overall project success. The four project managers part of this research study, each manages two of the eight project case studies, the elected research method. The preferred conflict resolution strategy and level of emotional intelligence of each of the project managers constitutes the primary data collection. Overall client satisfaction i.e. the measure for project success, constitutes the secondary data collection. Findings suggest that those project managers with a high level of emotional intelligence prefer the conflict management strategy of compromising with this preference having a positive effect on the outcome of the project and those with a lower level of emotional intelligence prefer the conflict resolution strategy of either avoiding or competing with this preference having a direct negative impact on project success. Further research is however needed in order to generalize the results observed but based on the findings it is the researcher’s suggestion that companies should encourage project managers to develop and master the skills of emotional intelligence along with the skills needed to efficiently deal with conflict in the project environment. These skills could form the basis of developing a project managers ability to resolve conflict effectively within a project environment with the benefit thereof not only applicable to project managers but also those individuals forming part of the project team. , M.Ing. (Engineering Management)
- Full Text:
- Authors: De Villiers, Johan
- Date: 2018
- Subjects: Conflict management , Project management , Emotional intelligence
- Language: English
- Type: Masters (Thesis)
- Identifier: http://hdl.handle.net/10210/293689 , uj:31940
- Description: Abstract: Conflict is part of everyday life and with conflict management revolving around making sure everyone feels heard and respected, whilst negotiating a mutually beneficial solution that everyone involved can accept, it is however the methods and techniques project managers use in resolving conflict that could potentially influence the success of any project. With literature varying in opinion as to whether emotionally intelligent project managers have an improved ability to effectively manage conflict in a project environment, the aim of this research study is to investigate what conflict management strategies project managers with a high level of emotional intelligence prefer including its subsequent impact on overall project success. The four project managers part of this research study, each manages two of the eight project case studies, the elected research method. The preferred conflict resolution strategy and level of emotional intelligence of each of the project managers constitutes the primary data collection. Overall client satisfaction i.e. the measure for project success, constitutes the secondary data collection. Findings suggest that those project managers with a high level of emotional intelligence prefer the conflict management strategy of compromising with this preference having a positive effect on the outcome of the project and those with a lower level of emotional intelligence prefer the conflict resolution strategy of either avoiding or competing with this preference having a direct negative impact on project success. Further research is however needed in order to generalize the results observed but based on the findings it is the researcher’s suggestion that companies should encourage project managers to develop and master the skills of emotional intelligence along with the skills needed to efficiently deal with conflict in the project environment. These skills could form the basis of developing a project managers ability to resolve conflict effectively within a project environment with the benefit thereof not only applicable to project managers but also those individuals forming part of the project team. , M.Ing. (Engineering Management)
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Virtual team performance factors : a systematic review of available literature
- Authors: Clark, Derek A. G.
- Date: 2019
- Language: English
- Type: Masters (Thesis)
- Identifier: http://hdl.handle.net/10210/399570 , uj:33308
- Description: Abstract : This research presents a plan for and performs a systematic literature survey in order to identify the critical success factors and critical failure factors that are associated with virtual teams. The question of what makes virtual teams successful or not is of great importance considering their widespread use in business. A preliminary literature review identified key terms and definitions in the field, which were used in the development of a survey methodology. Search terms were developed and criteria for inclusion and exclusion of survey literature detailed. Of the over 9800 results initially returned, 135 articles from peer-reviewed English journals were analysed. The results were coded into 91 identified factors with 354 individual hypotheses or propositions. These factors were grouped and the impact of these groups on performance and their status in literature were determined. It was found that beneficial interpersonal characteristics such as empathy or behavioural flexibility were the most commonly identified factors in virtual team performance, followed by trust, and the appropriate functionality and richness of communication technology used by the team. The most significant failure factors in virtual teams were found to be the effects of geographic and temporal dispersion, the effects of cultural diversity, and negative leadership qualities such as bias. Additional analysis was performed on the state of the literature with trends such increasing research over time, the significant presence of factors such as trust, communication technology and dispersion, along with the correlation of factors that are common to each other in research. , M.Ing. (Engineering Management)
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- Authors: Clark, Derek A. G.
- Date: 2019
- Language: English
- Type: Masters (Thesis)
- Identifier: http://hdl.handle.net/10210/399570 , uj:33308
- Description: Abstract : This research presents a plan for and performs a systematic literature survey in order to identify the critical success factors and critical failure factors that are associated with virtual teams. The question of what makes virtual teams successful or not is of great importance considering their widespread use in business. A preliminary literature review identified key terms and definitions in the field, which were used in the development of a survey methodology. Search terms were developed and criteria for inclusion and exclusion of survey literature detailed. Of the over 9800 results initially returned, 135 articles from peer-reviewed English journals were analysed. The results were coded into 91 identified factors with 354 individual hypotheses or propositions. These factors were grouped and the impact of these groups on performance and their status in literature were determined. It was found that beneficial interpersonal characteristics such as empathy or behavioural flexibility were the most commonly identified factors in virtual team performance, followed by trust, and the appropriate functionality and richness of communication technology used by the team. The most significant failure factors in virtual teams were found to be the effects of geographic and temporal dispersion, the effects of cultural diversity, and negative leadership qualities such as bias. Additional analysis was performed on the state of the literature with trends such increasing research over time, the significant presence of factors such as trust, communication technology and dispersion, along with the correlation of factors that are common to each other in research. , M.Ing. (Engineering Management)
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Assessing project selection methods for information systems projects
- Authors: Chauke, Hlayiseka
- Date: 2020
- Subjects: Information technology projects - Management , Project management
- Language: English
- Type: Masters (Thesis)
- Identifier: http://hdl.handle.net/10210/448630 , uj:39367
- Description: Abstract: The world of business is influenced by the use of information systems to drive better business results. Most organisations use project management as a discipline to deliver these information systems. Before a project is selected, an organisation will go through some steps which will guide it through the investment decision for a potential information systems project. The processes followed in making a project selection decision are mostly isolated because organisations rely on limited selection methods, which are mostly financial. This research contributes by investigating a more holistic approach to how information systems projects should be selected. This is done by discussing variables which influence the decision-making process. The problem statement discussed in the research is addressed by investigating variables which influence the types of project selection methods used for information systems. The main methods investigated are strategic methods and financial methods. The study found that individual influences and formalised business processes are the main variables which lead to the use of financial methods during the project selection process... , M.Com. (Business Management)
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- Authors: Chauke, Hlayiseka
- Date: 2020
- Subjects: Information technology projects - Management , Project management
- Language: English
- Type: Masters (Thesis)
- Identifier: http://hdl.handle.net/10210/448630 , uj:39367
- Description: Abstract: The world of business is influenced by the use of information systems to drive better business results. Most organisations use project management as a discipline to deliver these information systems. Before a project is selected, an organisation will go through some steps which will guide it through the investment decision for a potential information systems project. The processes followed in making a project selection decision are mostly isolated because organisations rely on limited selection methods, which are mostly financial. This research contributes by investigating a more holistic approach to how information systems projects should be selected. This is done by discussing variables which influence the decision-making process. The problem statement discussed in the research is addressed by investigating variables which influence the types of project selection methods used for information systems. The main methods investigated are strategic methods and financial methods. The study found that individual influences and formalised business processes are the main variables which lead to the use of financial methods during the project selection process... , M.Com. (Business Management)
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The influence of software development project maturity levels on software project outcome
- Authors: Bogopa, Moketo Ephraim
- Date: 2019
- Subjects: Computer software - Development , Project management
- Language: English
- Type: Masters (Thesis)
- Identifier: http://hdl.handle.net/10210/448601 , uj:39364
- Description: Abstract: The study investigates the influence of maturity level on the outcomes of Software development projects. Other objectives of the research conducted covers the factors that makes a software project to succeed or fail. The study also discusses the maturity levels of each development phase of each software development team, organization, or company that develop software code. The research determines other things like the correlation between factors and software development projects. The aim of the study is to determine if the maturity level plays a major role on the outcome of the software development project. The results can be used with confidence because the reliability and validity tests were proven. Studies such as the Standish Group which was published in 2013 and 2014 and the Prosperus report (2003, 2008, and 2013), highlight the frequency with which Software development project failure occurs and the link between project success or lack thereof and project management maturity. However, this research has revealed that software projects are currently succeeding as viewed by members of software development teams. The success metrics were initially defined as meeting time, budget and scope. The definition is evolving around the three main traditional measures of project success. The research has revealed that the projects that are on time, work well, have excellent quality, and have happy customers. Our statistical analysis indicated that Software development projects are doing well in South Africa; European countries can insource their project to South Africa. The study was quantitative and implemented the survey in the form of structured questionnaire. As nature of cross-sectional study, the data was collected once from members of software development teams... , M.Com. (Information Technology Management)
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- Authors: Bogopa, Moketo Ephraim
- Date: 2019
- Subjects: Computer software - Development , Project management
- Language: English
- Type: Masters (Thesis)
- Identifier: http://hdl.handle.net/10210/448601 , uj:39364
- Description: Abstract: The study investigates the influence of maturity level on the outcomes of Software development projects. Other objectives of the research conducted covers the factors that makes a software project to succeed or fail. The study also discusses the maturity levels of each development phase of each software development team, organization, or company that develop software code. The research determines other things like the correlation between factors and software development projects. The aim of the study is to determine if the maturity level plays a major role on the outcome of the software development project. The results can be used with confidence because the reliability and validity tests were proven. Studies such as the Standish Group which was published in 2013 and 2014 and the Prosperus report (2003, 2008, and 2013), highlight the frequency with which Software development project failure occurs and the link between project success or lack thereof and project management maturity. However, this research has revealed that software projects are currently succeeding as viewed by members of software development teams. The success metrics were initially defined as meeting time, budget and scope. The definition is evolving around the three main traditional measures of project success. The research has revealed that the projects that are on time, work well, have excellent quality, and have happy customers. Our statistical analysis indicated that Software development projects are doing well in South Africa; European countries can insource their project to South Africa. The study was quantitative and implemented the survey in the form of structured questionnaire. As nature of cross-sectional study, the data was collected once from members of software development teams... , M.Com. (Information Technology Management)
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