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

University of Colorado, College of Business and Administration, P.O. Box 7150, Colorado Springs, CO 80933-7150, United States
Journal of Systems and Software (Impact Factor: 1.35). 05/2009; 82(5):801-808. DOI: 10.1016/j.jss.2008.11.833
Source: DBLP


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.

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Available from: Ting-Peng Liang, Mar 25, 2014
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    • "This study, therefore, aims to examine the question of heterogeneity and perception congruence in the outcomes of service operations projects. In contrast to earlier studies (see Kristof-Brown and Stevens 2001; Dilts and Pence 2006; Jiang et al. 2009; Faust, Abraham, and DeLaurentis 2013; Davis 2014), whose scope has been limited, either by statistical impact (Kristof-Brown and Stevens study is based on data from 324 project team members), or by reliance purely on literature (such as *Corresponding author. Email: the case of Davis 2014), this study is based on extensive empirical data. "
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    ABSTRACT: This study examines the impact of project manager and practitioner heterogeneity on congruent perceptions of the outcome of service operations projects. More specifically, the study focuses on congruence in the formation and subsequently revision of project outcome perceptions of service operations. Data were obtained from 1413 project management practitioners and subsequently analysed using multi-layered and combined statistical methods. The results suggest that perception congruence, that is relationships or agreements between different stakeholders, may be impacted by age and role heterogeneity of project managers and practitioners, but not gender.
    Production Planning and Control 04/2015; 26(11). DOI:10.1080/09537287.2014.994684 · 1.47 Impact Factor
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    • "example Beringer et al., 2013; Davis, 2013; Jiang et al., 2009; Savolainen et al., 2012; Toor and Ogunlana, 2010 "
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    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. DOI:10.1016/j.ijproman.2013.09.001 · 1.53 Impact Factor
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    • "While marginal improvement may be realized, it is typically difficult to ascertain the sustained, long-term benefits. Practitioners should also be aware that the requirement uncertainty and instability could also intensify interpersonal conflicts among project stakeholders, which can then magnify requirement diversity, and become a major source of project failure (Jiang et al., 2009; Liu, Chen, et al., 2010). Since a large-scale IS/IT project is very complex in nature, practitioners must follow disciplined processes to identify and manage requirements. "
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    ABSTRACT: With a large scope and high degree of complexity, managing large-scale projects is a challenge to project managers. The challenge is even greater when it comes to public sector projects due to the involvement of many stakeholders and the need to manage various relationships. For these reasons, many projects ended up with poor performance. Research has shown that success in managing large-scale projects requires a great deal of coordination and collaboration which can be done through established processes, strong teams, and involvement of stakeholders. Even though these processes and approaches are known, effectively implementing them is very difficult. The objective of this study is to investigate the management of selected large-scale IS/IT projects in the public sector in order to identify common problems and causes leading to poor performance. Fourteen projects from the US, UK, and Australia were studied, making this research among the few studies to investigate large-scale IS/IT projects in the public sector from different countries. The research results indicate common problems related to system design and implementation, project management and governance, and contract management. Theoretical contributions and implications for practitioners are also discussed.
    The Journal of High Technology Management Research 01/2014; 25(1):21–35. DOI:10.1016/j.hitech.2013.12.004
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