Title
Pre-project partnering impact on an information system project, project team and project manager
Abbreviated Journal Title
Eur. J. Inform. Syst.
Keywords
STRATEGIC DECISION-MAKING; DEVILS ADVOCACY; CONFLICT; PERFORMANCE; ORGANIZATIONS; CONSENSUS; PERCEPTIONS; Computer Science, Information Systems; Information Science & Library; Science
Abstract
Information system (IS) managers have long recognised the need to use project management approaches in the design and delivery of their system development projects. The result has been the widespread use of project teams headed by a project leader or manager. However, given the fact that there has been a low success rate for IS projects, there is a growing need to seek out new methods and controls for projects. One approach involves the practice of altering the project environment prior to the commencement of project tasks. To determine whether such pre-project activities may be effective, a model is proposed and tested relating the activities to the performance of the project manager and characteristics of an effective project team. Data from a sample of 186 project team members indicate that the pre-project activities lead to more effective teams and managers and eventually to project success. Thus, it is important that organisations begin work on projects at an earlier stage.
Journal Title
European Journal of Information Systems
Volume
11
Issue/Number
2
Publication Date
1-1-2002
Document Type
Article
Language
English
First Page
86
Last Page
97
WOS Identifier
ISSN
0960-085X
Recommended Citation
"Pre-project partnering impact on an information system project, project team and project manager" (2002). Faculty Bibliography 2000s. 3272.
https://stars.library.ucf.edu/facultybib2000/3272
Comments
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