it project success factors from an experience report
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BKAS 5013SEMINAR IN ACCOUNTING
INFORMATION SYSTEM
Article Summary
IT !RO"ECT SUCCESS FACTORS ANE#!ERIENCE RE!ORT
!re$are% &'r(R) *AS+IN(A *ASSAN
!re$are% a,% $re-e,te% .ySYA/ANI BINTI I(RIS
122NUR IS(AANI BT *ASSAN
0444
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!re-e,tati', Outli,e
Purpose
Motivation
Data Collection
Validity & Reliability
Result Discussion
Forming IT Project
Success FactorsFuture or!
Conclusions
T"eory
IT Project Discussion
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To understand t"e in#luence o#
IT project success #actors ont"e projects outcomes in terms
o# completing t"e project on
time$ %it"in budget andac"ieving its desired uality'
1) PURPOSE
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2) MOTIVATION
(rgani)ations increasingly depend on IT
system'
IT projects t"at e*ceeds time and budget$ or
t"at #ails to #ul#il basic systems reuirements
is continuously "ig" '
IT projects actually !eep #ailing'
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+
2) MOTIVATION
,ac! o# easily available in#ormation on "o%to manage IT projects is no longer a
su##icient ans%er'
Increasing pace of technical
deelop!ent" ne# standards" ne#
feat$res" prod$ct releases" red$ced
ti!e to%!ar&et and changing c$sto!er
de!ands'
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2) MOTIVATION ( ont*d
Re+$ire!ent of ,e-i.ilit/ toincorporate ne# technical sol$tions or
f$nctionalities d$ring the deelop!ent
process'
Ne# circ$!stances arise thro$gho$t
the pro0ect that !$st .e dealt #ithd/na!icall/ to !eet .oth -ed and
e!erging targets and re+$ire!ents'
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.
) T3EOR4
5ogistic approach
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6) 7ORMIN8 IT PRO9ETSUESS 7ATORS
Start #ith st$d/ing the IT pro0ects
s$ccess factors fro! literat$re reie#
The s$ccess factors #ere co!pared
and cl$stered into 21 ne# factors
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01
IT PRO9ET SUESS 7ATORS7ROM 5ITRATURE REVIE:
Success Factors Definition
C'67'r8er i,9ue,ce The pro0ect !anager does not !a&ei!portant decisions #itho$t cons$lting #iththe tea!'
G'al- a,% '.:ecti;e- The pro0ect o$tco!e and p$rpose of the
pro0ect are clearl/ for!$lated ands$ccessf$ll/ co!!$nicated to releantsta&e% holders'
G''% e-timati',- The esti!ation of needed reso$rces isrealistic and !eas$ra.le'
*a,%li,< '& -i=e a,%c'm$le>ity Allocation of eno$gh reso$rces to coordinatepro0ect sta&eholders and personnel'
I,ter,al c'mmu,icati', o!!$nication #ithin the pro0ect tea!'
+e-- c'mmercial$re--ure
Pro0ect ti!e% line s$ited to the pro0ect ratherthan to the !ar&et'
+e-- cu-t'mi=e%-'luti',
3igher degree of !od$lar re$se of sol$tionsfro! preio$s pro0ects'
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00
IT PRO9ET SUESS 7ATORS7ROM 5ITRATURE REVIE:
Success Factors Definition+e--',- lear,e% Esta.lished ro$tines for &no#ledge trans!ission
#ithin and .et#een pro0ects are $sed'
N' immaturetec?,'l'
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02
IT PRO9ET SUESS 7ATORS7ROM 5ITRATURE REVIE:
Success Factors Definition
Sta8e?'l%er$'litic-
The releant sta&e% holders ;e'g' the .oard ofdirectors) hae the .est for the pro0ect in !indrather than depart!ental interest'
Sy-tem-
re@uireme,t-
Sho$ld .e co!plete" clearl/ for!$lated and
!eas$ra.le'
T'$ ma,a
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03
6) 7ORMIN8 IT PRO9ETSUESS 7ATORS ;ont*d)
An e-pert s$re/ is then cond$cted on
the 21 cl$stered s$ccess factors
On each of the 21 s$ccess factors gien"
IT pro0ect e-perts need to ans#er a
+$estion as .elo#=
:hat is the pro.a.ilit/ that a c$rrentl/ failed
IT pro0ect #o$ld hae .een s$ccessf$l
regarding a) ti!e" .) .$dget and c) +$alit/ if
a .est practice factor > had .een present?
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04
6) 7ORMIN8 IT PRO9ETSUESS 7ATORS ;ont*d)
Res$lt of the e-pert s$re/ indicate
that onl/ 1 factors of the total 21
factors are #ith the !ost ca$salin,$ence on ti!e" .$dget and +$alit/
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05
IT PRO9ET SUESS7ATORS A7TER E>PERT
SURVE4Fact'r-
8oals and o.0ecties ;A) Ris& anal/sis ;3)
8ood esti!ations ;@) S&illed pro0ect !anager;I)
3andling of si
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C) ATA O55ETION
one ./ st$dents ta&ing !aster leel
co$rse in pro0ect !anage!ent
St$dents need to interie# a pro0ect
!anager' The !anager #ill select a
pro0ect to .e interie#ed on'
As a res$lt" t#o deliera.les are
o.tained
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0-
2 deliera.les=
6uantitative
6uestion7
naire
Report8
9rticle
:Intervie%;
< Descriptions o# t"e projects
< Re#lections and compare to t"eory
To indicate %"et"er t"e project %as=
< success#ul in time$ budget and uality< completed at t"e time o# t"e intervie%< an internal or e*ternal project$ and< an IT project'
T"e credibility o# respondent are assessed
C) ATA O55ETION (
ont*d
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C) ATA O55ETION (ont*d
D pro0ect interie# reports #ere
s$.!itted
Onl/ 2D pro0ect interie# reports are
selected as pri!ar/ data for this st$d/
as= o!pleted pro0ects redi.le Pro0ect is on IT
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0/
) IT Pro0ect isc$ssion
O$t of the 2D pro0ects s$.!itted" onl/
the res$lts of e pro0ects are .eing
disc$ssed in !ore detailed=
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21
) IT Pro0ect isc$ssion ;Pro0ect 1)
Nature To deelop a ne# generationof !eas$re!ent e+$ip!ent on the,atness in !etal plates' Thedeelop!ent incl$de deeloping .othhard#are and soft#are
Ty$e Internal pro0ect
C',%ucte% .y The s/ste!
!an$fact$rers in the Nordic regionSucce--&ul i, F$alit/ onl/
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) IT Pro0ect isc$ssion ;Pro0ect 1)
Ot?er %etail-Reso$rces $sed #ere in%ho$se
co!petence ;no e-pensie e-ternal
cons$ltants)5ac& of s$pport fro! top
!anage!ent ;.est deelopers doing
other pro0ects #ith higher priorit/)8oals and o.0ecties #ritten ./ thepro0ect !anager
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Be-t !ractice N't Be-t !ractice
G'al- a,%'.:ecti;e-
G''% E-timati',-
*a,%li,< '& -i=ea,% c'm$le>ity
+e--',- lear,e%
I,ter,al
c'mmu,icati',!r':ect m',it'ri,<
N' late c?a,
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) IT Pro0ect isc$ssion ;Pro0ect 2)
Nature S/ste!s integration pro0ectTy$e E-ternal pro0ect #ith Asian
c$sto!er
C',%ucte% .y leading teleco!co!pan/ in the Nordic region'
Succe--&ul i, None at all
Ot?er %etail-Inoled 1CG personsE-pected to e-ceed in ti!e and
.$dget%
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) IT Pro0ect isc$ssion ;Pro0ect 2)
Ot?er %etail-iided into !an/ s$.%pro0ects" .$t
fail in its co!!$nication and
coordinationhanging a ne# tea! of pro0ect
!anagers
7ail to !eet c$sto!er*s e-pectation
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Be-t !ractice N't Be-t !ractice
G'al- a,% '.:ecti;e- G''% E-timati',-
*a,%li,< '& -i=e a,%c'm$le>ity
I,ter,alc'mmu,icati',
+e--',- lear,e% S8ille% $r':ectma,a
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) IT Pro0ect isc$ssion ;Pro0ect )
Nature eelop a health cares/ste! .ased on 8teleco!!$nication technolog/
Ty$e E-ternal pro0ectC',%ucte% .y A large
!$ltinational co!pan/ in the Nordicregion'
Succe--&ul i, Ti!e H @$dget
Ot?er %etail-onsist of a s&illed tea! as
!ana ers and tea! !e!.ers .oth
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) IT Pro0ect isc$ssion ;Pro0ect )
Ot?er %etail-3ae a ris& anal/sis and sched$le for
partial delieries to preent dela/s
Progress of pro0ect are closel/!onitored #ith #ee&l/ !eetings The pro0ect #as cancelled t#o /ears
after pro0ect started d$e to lac& ofnancial s$pport ;#ithdra#al ofsponsors)
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Be-t !ractice N't Be-t !racticeG'al- a,% '.:ecti;e- N' late c?a,
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) IT Pro0ect isc$ssion ;Pro0ect 6)
Nature @$ild" integrate andi!ple!ent a ne# #e. page for aS#edish !$nicipalit/
Ty$e E-ternalC',%ucte% .y Middle si
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) IT Pro0ect isc$ssion ;Pro0ect 6)
Ot?er %etail-S$pport on the re+$ire!ents on the
#e. page fra!e#or& #as dic$lt
5ate changes d$e to the hiring of.$siness cons$ltant to clarif/ on thec$sto!ers* re+$ire!ent .$t has
i!proe on the end $ser inole!ent Technical dic$lties and latere+$ire!ent changes ca$sing thepro0ect not a.le to nish on ti!e ;one
!onth dela/)
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Be-t !ractice N't Be-t !ractice
G'al- a,%'.:ecti;e-
G''% E-timati',-
*a,%li,< '& -i=e a,%c'm$le>ity I,ter,alC'mmu,icati',
Ri-8 A,aly-i- N' late c?a,
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) IT Pro0ect isc$ssion ;Pro0ect C)
Nature eelop!ent of hard#are andsoft#are deice that can trace tr$c&s intrac
Ty$e Internal and to .e incl$ded intheir cars
C',%ucte% .y ar !an$fact$ringco!pan/ in the Nordic region
Succe--&ul i, Ti!e" .$dget and+$alit/
Ot?er %etail-
oordination of pro0ects thro$gh a
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Be-t !ractice N't Be-t !racticeG'al- a,% '.:ecti;e- +e--', +ear,e%
G''% E-timati',- N' late c?a,ityI,ter,alC'mmu,icati',
!r':ect M',it'ri,<
Ri-8 A,aly-i-
S8ille% $r':ectma,a
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J) Res$lts isc$ssion
!r':e
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Strategy Formulation
!r':ect
Re-ult
1
There are t#o factors that are !ore
i!portant than other" na!el/ the top!anage!ent s$pport and $nderstanding$ser re+$ire!ents
2
Onl/ three IT s$ccess factors consideredto hae not follo#ing .est practice ;goodesti!ations" internal co!!$nication" ands&illed pro0ect !anager) and /et thepro0ect still fails
% Pro0ect fails #hen the sponsors #ithdra#
% This is a to$gh e-a!ple of ho# cr$cialtop !anage!ent s$pport is in the s$ccess
of a pro0ect
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Strategy Formulation
!r':ect
Re-ult
6
% Most of the pro.le!s deried fro! not$nderstanding the eniron!ent andneeds of the end $sers fro! the.eginning'
% Pro.le! is soled #hen a .$sinesscons$ltant #as appointed
% Indicate the i!portance of esta.lishinggood co!!$nication #ith c$sto!ers
C
% Onl/ lessons learned and no latechanges is not in .est practice
% I!possi.le to aoid late changes
% Str$ct$red pro0ect organi
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D) Threats to Validit/ H Relia.ilit/
1) The denition of the ter! KIT pro0ectL'
2) Interie# $sing !aster st$dents
) Selection of pro0ects ./ pro0ect
!anagers
6) Pro.le! in self%assess!ent'
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) 7UTURE :ORBS
1) Additional interie#s co$ld .econd$cted in the sa!e #a/ in order toenlarge the dataset'
2) Increase the share of non%s$ccessf$lpro0ects in order to decrease the .ias ofpro0ect selections'
) Perfor! !ore detailed case st$dies onso!e of the pro0ects incl$ded in thisdataset'
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1G) oncl$sion
The dataset is too s!all to allo#statistical anal/sis on a satisf/ingsignicance leel
The interie# !aterial in this st$d/
sho$ld .e ie#ed as +$alitatie data"proiding interesting e-a!ples fro!specic pro0ects rather than generaliseds$ccess factor
Ris& anal/sis" User inole!ent and Top!anage!ent s$pport are e-a!ples ofs$ccess factors that t$rned o$t to .e
i l l i h i d .