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|Title: ||Exploring successful project management tactics for systems development projects in an outsourcing context|
|Other Titles: ||Tan tao ruan jian kai fa wai pan xiang mu de cheng gong guan li ji qiao|
|Authors: ||Ho, Hong Ming (何康明)|
|Department: ||Department of Information Systems|
|Degree: ||Master of Philosophy|
|Issue Date: ||2008|
|Publisher: ||City University of Hong Kong|
|Subjects: ||Information resources management -- China -- Hong Kong.|
Project management -- China -- Hong Kong.
Contracting out -- China -- Hong Kong.
|Notes: ||CityU Call Number: HD30.2 .H625 2008|
xi, 230 leaves 30 cm.
Thesis (M.Phil.)--City University of Hong Kong, 2008.
Includes bibliographical references (leaves 222-230)
|Abstract: ||Despite project management critical success factors have been widely researched since
mid-1960, findings are non-conclusive on whether they would address the persistent
problem of low success rate of IT projects in the past 4 decades. Four main reasons for
the discrepancy between academic research and practice in IT project management have
been identified: 1) Too many success factors distract practitioners’ attention from the
more important factors. 2) One size does not fit all, so a single list of success factors
cannot fulfill the needs of all stakeholders. 3) The developed frameworks are too
complicated for practitioners to put them into practice. 4) Development environment has
evolved to such an extent that success factors identified by prior studies may not fit into
the new contexts (e.g. outsourcing).
This study seeks to systemically identify a set of success factors for systems development
outsourcing projects that can be served as guidance for both clients and vendors. A new
term, Project Management (PM) Tactics, is used to denote the newly identified success
factors. PM tactics, which can be applied in the emerging systems development
outsourcing projects, have been identified, cast and prioritized. In order to enhance the
usability of the findings, PM tactics are related to the project outcomes that enable
practitioners to predict the likelihood of the corresponding project outcome of particular
tactics in practice. Besides, different comparisons have been made by roles and by
measuring methods. Respondents are classified into three different roles namely
in-house developer, client and vendor. Both perceived importance and extent of usage
are adopted as measuring methods for prioritizing PM tactics. PM tactics are also
prioritized by different roles and by different methods. Findings obtained from different
roles were contrasted.
Data were collected with the support from two IT professional bodies, namely the Hong
Kong Computer Society and Project Management Institute Hong Kong Chapter. Results from 136 respondents revealed that the two most important PM tactics are “ensuring
participants have a clear understanding on the project objectives and scopes” and
“getting top management support in resource allocations”, while the least important
PM tactic is “using project management tool to help in planning, scheduling and
Identifying success factors for systems development outsourcing projects is under
researched. The findings of this study can fill this gap.
This study also contributes practically by exploring the causal relationships between PM
tactics and project outcomes in order to help practitioners predict the most likely project
outcomes. Interestingly, the results also revealed that respondents are not frequently
practicing the PM tactics which they consider to be important. That means organizations
may encounter some constraints which may inhibit the implementation of some
important PM tactics. The realism of prior studies, which identify success factors by
measuring respondents’ perception, is in doubt. Hence, the finding from this study has
significant theoretical contribution to the project management success factors literature.|
|Online Catalog Link: ||http://lib.cityu.edu.hk/record=b2340686|
|Appears in Collections:||IS - Master of Philosophy |
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