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 01/2009; 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.

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    ABSTRACT: This dissertation develops and tests a theory of how technology entrepreneurs shape their business opportunity and the organizing practices that facilitate that process. I suggest that entrepreneurial opportunities are not predetermined phenomena discovered by vigilant individuals but rather are emergent, created by founders as they manage the uncertainties of the entrepreneurial process. Study 1 is a case-based analysis of technology ventures. The findings suggest that opportunities emerge through a change process as founders shape their ventures to match their evolving knowledge and changing environmental realities. As founders learn from experience, receive feedback and advice and respond to unexpected events the opportunity takes form through a series of changes. However, because change can be disruptive and time-consuming, the process can be costly to the venture. I then develop a theoretical framework of organizational practices that facilitate the shaping process by reducing the disruptive effects of change. I suggest that because the shaping process occurs in a dynamic and uncertain context, ventures that develop vigilant awareness of changing conditions, through performance monitoring and environmental scanning, are more able to recognize the need for change before problems escalate. In addition, ventures that systematically learn from their experience can rapidly reduce equivocality and build knowledge. As a result, change efforts tend to be smaller, more incremental and based on more accurate information and result in less disruption. I test my hypotheses in Study 2 using a survey of technology entrepreneurs. The findings suggest that performance monitoring reduces overall change experienced by ventures and environmental scanning is associated with better perceived performance. Experiential learning strategies reduce the disruptiveness of change efforts and are associated better perceived performance. Mediation tests suggest that experiential learning strategies reduce disruption and improve performance in part because they improve certainty about the venture’s internal and external environment. This dissertation contributes to the entrepreneurship and innovation literatures by providing a window into micro-level processes through which new opportunities are created, managed and shaped. Furthermore, by addressing the real-time organizing practices that allow entrepreneurs to manage their emerging opportunity, this research also contributes to literatures on managing uncertainty and unexpected events.
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    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.
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    Journal of Software Engineering and Applications 01/2011;

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