| 1. |
- Gao, Shang, et al.
(författare)
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Preface
- 2015
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Ingår i: Modern Techniques for Successful IT Project Management. - Hershey : Business Science Reference. - 9781466674738 - 9781466674745 ; , s. xvi-xx
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Bokkapitel (övrigt vetenskapligt/konstnärligt)
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| 2. |
- Gao, Shang, 1982-, et al.
(författare)
-
Preface
- 2015
-
Ingår i: Modern techniques for successful IT project management. - Hershey : Business Science Reference. - 9781466674738 - 9781466674745 ; , s. xvi-xx
-
Bokkapitel (övrigt vetenskapligt/konstnärligt)
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| 3. |
- Hodosi, Georg, et al.
(författare)
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IT Outsourcing Success Factors : A Study of Large and Medium-Sized Companies
- 2015
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Ingår i: Modern Techniques for Successful IT Project Management. - Hershey : Business Science Reference. - 9781466674738 - 9781466674745 ; , s. 183-199
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Bokkapitel (refereegranskat)abstract
- In this chapter, the Success Factors (SFs) for IT Outsourcing (ITO) are explored. The research literature has a bias towards large companies, neglecting medium-sized companies. Moreover, no comparative studies regarding the SFs were found related to the size of companies. These circumstances force medium-sized buyers to turn to practitioner literature, which is dominated by guidelines produced by the providers. Therefore, this chapter identifies the research problem: the lack of knowledge about ITO SFs for medium size companies, including whether SFs for large companies, are applicable for medium-sized ones as well. The used case study research shows that medium-sized companies should use the SFs from large companies. However, 2 out of 11 studied SFs have better efficiency for large companies. This result helps medium-sized companies' ITO decision makers understand the SFs of ITO and thus closes the research gap. Implementing the right SFs should improve the ITO performance.
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| 4. |
- Jansson, Tomas, 1955-
(författare)
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Agile Project Management : Is Motivation Theory the Missing Link?
- 2015
-
Ingår i: Modern Techniques for Successful IT Project Management. - Hershey, PA : IGI Global. - 9781466674738 ; , s. 138-169
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Bokkapitel (refereegranskat)abstract
- Agile project methods are said to encourage flexibility and efficiency in Information Systems Developmentprojects. The questions of how, why, and in what contexts agile practices work remain to a large extentunanswered by research. The authors argue that contemporary theory on human motivation and creativework, such as the Self-Determination framework (Deci & Ryan, 1985) and the Progress Principle(Amabile & Kramer, 2011), should be applied in such research. Using the Progress Principle as theprimary theoretical lens, the authors present an evaluation of one of the popular agile methods, namelyScrum (Schwaber, 2004). Findings from an ongoing research project on agile praxis indicate that theimplementation of agile practices may be instrumental in fostering a motivational culture conducive to aheuristic as well as creative performance. This analytical approach contributes to a better understandingof the aspects of the agile practices that are critical to a useful implementation.
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| 5. |
- R. Leite, Emilene, et al.
(författare)
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Cross-Sector Collaboration between Business and Non-Business Actors: The Case of an ICT-Project in Brazil : Book Chapter
- 2015
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Ingår i: Modern Techniques for Successful IT Project Management. - Hershey, PA : IGI Global. - 9781466674738 - 9781466674745 ; , s. 265-284
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Bokkapitel (refereegranskat)abstract
- The purpose of this chapter is to contribute to the project management literature by introducing behavioural aspects of relationships in collaborative ICT projects. Specifically, it examines the role played by business and non-business actors in successful projects regarding urban mobility in emerging economies. To accomplish this, a case study was undertaken, based on the development of a solution for public transportation in the South of Brazil. The findings suggest that, besides technological know-how, the interplay between commitment, knowledge, and opportunity development seem to have a combined impact on project outcome. The result strengthens the idea that studies analysing project management should consider not only rational dimensions of the projects, such as cost, time, quality, and scope, but also the social dimension in terms of the relationships that partners develop during and after the project.
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