Abstract
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.