Pre-project partnering impact on an information system project, project team and project manager

    Authors

    J. J. Jiang; G. Klein;R. Discenza

    Comments

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    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

    WOS:000177298200002

    ISSN

    0960-085X

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