Article

The relation of requirements uncertainty and stakeholder perception gaps to project management performance

Department of Information Management, Department of Management Information Systems, University of Central Florida, Orlando, FL 32816-1400, United States; University of Colorado, College of Business and Administration, P.O. Box 7150, Colorado Springs, CO 80933-7150, United States; Department of Information Management, National Sun Yet-Sen University, 70, Lienhai Rd., Gushan District, Kaohsiung 804, Taiwan
Journal of Systems and Software (Impact Factor: 1.25). 05/2009; DOI: 10.1016/j.jss.2008.11.833
Source: DBLP

ABSTRACT Researchers consider requirements uncertainty as a problem to be addressed during information system development by choosing an appropriate strategy to mitigate the uncertainty. However, this strategy avoids addressing issues present at the start of a project. Those include differences in perception between two prominent stakeholders: users and developers. The problems caused by this perception gap are demonstrated to be at least as significant as components of requirements uncertainty. A model is developed and empirically tested that shows a good portion of residual performance risks in a project are explained by perception gaps. These gaps present a new opportunity to address difficulties in a project before the development efforts begin.

0 Bookmarks
 · 
83 Views
  • Source
    [Show abstract] [Hide abstract]
    ABSTRACT: Independently from which software process was selected for a company or a project, the selected software process usually cannot be applied without any customization. Although the need to tailor a software process to specific project require-ments seems to be widely accepted and unquestioned, the way of doing the tailoring remains unclear and is, therefore, often left to the expertise of process engineers or project managers. What are the criteria to be applied in the tailor-ing? What are dependencies between different criteria and how should certain criteria influence the software process? In this paper we investigate concrete tailoring criteria for the tailoring of software processes. To this end, we present a collection of 49 tailoring criteria as the outcomes of a sys-tematic literature review. We further analyze the impact of the discovered tailoring criteria by relating them to a set of 20 exemplary tailoring actions, which affect the project-specific software process. Our outcomes show that the fac-tors influencing the tailoring are well understood, however, the consequences of the criteria remain abstract and need to be interpreted on a project-per-project basis.
    International Conference on Software and Systems Process (ICSSP 2013); 05/2013
  • [Show abstract] [Hide abstract]
    ABSTRACT: In this study, the authors examine how demographic variables such as project role, age and gender moderate the formation and revision of explicit decision judgements in a project by practitioners over the lifecycle of that project. Understanding the impact of these moderating factors on decisions made by project management practitioners can contribute to more effective managerial decision making; for example when decisions are being taken on whether or not to abandon a project. Empirical data are obtained from a quantitative survey of 1313 project management practitioners across seven countries. Data analysis is undertaken using log-linear modelling in SAS9.2. The results show that while project role and age of practitioners served as influencing factors when forming or revising decision judgements at any stage in the lifecycle, gender was not found to show any significant effect.1
    International Journal of Project Management 05/2014; 32(4):556–567. · 1.53 Impact Factor
  • Source
    [Show abstract] [Hide abstract]
    ABSTRACT: Interpersonal conflict and user requirements uncertainty are pervasive phenomena that plague information systems projects. Relevant literature indicates that interpersonal conflicts can negatively affect information system (IS) projects, even after controlling for the effects of conflict management and resolution. However, the negative emotional characteristics of conflict alone have limited explanatory power with regard to IS project success. The purpose of this study is to provide additional insights into this phenomenon by examining the impact on IS project performance made by the interaction between interpersonal conflict and requirement uncertainty (which comprises both diversity and instability). The authors surveyed the top 1600 companies in Taiwan and the results revealed that requirements instability would lead to potential interpersonal conflict and interpersonal conflict was directly associated with requirements diversity which, in turn, was negatively associated with final project performance.
    International Journal of Project Management 07/2011; 29(5):547–556. · 1.53 Impact Factor

Full-text (2 Sources)

Download
13 Downloads
Available from
Jun 4, 2014