Influence of stakeholder motivation on the outcome of IT projects.
Date
2010
Authors
Moss, Hans-Martin
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Publisher
De Montfort University
Peer reviewed
Abstract
Recent research estimates that 70 to 90 per cent of IT projects fail to achieve
the anticipated outcome. An analysis of relevant studies in Chapter 1 reveals
numerous symptoms (project risks) that may explain why IT projects fail to
such a large extent, and gives recommendations (risk strategies) on how to
improve this situation. However, these recommendations tend to deal rather
with symptoms than the underlying cause, and thus the failure rate remains
disappointingly high. The analysis of project outcomes in this study suggests
that this may be due to the lack of a human-centred philosophy in project
management. Consequently, it can be argued that the immense effort in time
and resources that has been invested to overcome the identified IT projects
symptoms may potentially be wasted. In view of this situation, this thesis
intends to go beyond an analysis of symptoms and aspires to make a case for
a better understanding of the underlying cause of IT project failure today.
The apparent dead-end situation of IT projects today appears to be sufficient
rationale to explore the motivation of IT project stakeholders, which, as seen
from a human-centred perspective, most likely play a key role in the project
outcome. In order to examine this complex social phenomenon, a multiple
embedded case study strategy had to be implemented. For this reason, this
study is supported by relevant academic literature providing a ‘motivational
lens’ through which the qualitative data can be viewed.
The ethnographic element, both for data collection and analysis, furthermore
allows a bottom-up approach to research, which endeavours to refrain from
pre-assumed situations or an up-front definition of the involved stakeholders.
For this purpose, this study has created the IT Project Process Generic
Stakeholder Model.
By looking through the lens of motivation this study intends to work towards
an underlying cause explanation as to why IT projects fail to deliver the
projected outcome. It appears that a better understanding of this situation
may contribute significantly to the improvement of IT project outcomes in the
future. In order to elucidate this problem-solving approach, this study provides
the IT Project Process Model.
Description
Keywords
project management, critical success factors, project risk, risk strategies, project stakeholders, motivation, human-centred philosophy