Formulación proyecto

Cost and time project management success factors for information

systems development projects

INTRODUCCTION

Some economic sectors are very dependent upon the proper use of information, have been found that developing Information Systems (IS) is the key to success in such sectors

According to a report:

-19% of all projects fail.

-52% of the total have shown budget loss or scope creep.

The studies are usually supported by survey data that are collected only at the project manager level.

The variables at multiple levels of analysis: portfolio network, project, program manager, and team level.

The data was collected from the Financial Service Industry (FSI), is responsible for 14% (US$ 6 billion) of the country's total investments in IT

LITERATURE REVIEW

To clarify the different factors and perspectives that can contribute to IS PMS.Some differences between:

-Project success (PS).

-Project management success (PMS).

The PMS Is considered:

-The responsibility of the project manager.

-Delivering the outputs of the project on time.

-Delivering the outputs of the project within the budget.

-With the required features and functions.

Time

Budget

Scope/quality

The iron triangle.

1. The area of information systems development:

-Many small changes are expected to be decided upon during the execution of the project.

-The information systems project manager is frequently compelled to negotiate small changes in scope between the project owner and the project team.

This negotiation frequently addresses the unnecessary development time overrun needed to include a less important feature that might be too difficult to implement

We observed a diversity of studies in the literature from some world regions and various sectors, but only four studies focussing specifically on the FSI

In the study of organizations, it is common to adopt a multilevel approach to understand management problems because the use of a micro or a macro lens alone allows for only an incomplete understanding of the problem.

Although the general factors related to project failure have already been identified, they are rarely studied together and interrelated. In this study, we grouped the elements that influence PMS in organizations into four levels: the first

The process of allocating team members based on the best composition of cost and skills is crucial to project management success; is projects comprise multiple team members, and each team member can participate in multiple projects. Because team members can exchange ideas

That should be considered when analyzing:

-Project size

-Project duration

-Project postponement

-Project Outsourcing level.

Managers have the appropriate time to invest in practices for team development that positively affect project success; for example, ‘pay and reward’ contributes to reduced schedule overrun, whereas ‘coordination’ has a major effect on improved customer satisfaction

Is project perspective, outsourcing is considered a crucial decision due to its effects on project costs and times, is concluded that because control mechanisms are effective in internal projects but not effective in outsourced projects, managers could reduce control when outsourcing projects.

METHODS

The IT department numbers approximately 5000 employees and the capacity of external collaborators is flexible, depending upon demand, whereas the IT Project Management Office

We further deselected cases that were considered an extreme case of success, which we found unlikely. To apply this criterion, we developed additional indicators for Cost Project Management Success and Time Project Management Success.

Proposition, deviations from either cost or time (or both) baselines result in a score that can depart from the gold maximum of “1”.

Cost and Time PMS= (Baseline Cost/Actual Cost) * (Baseline Time/ Actual Time)

Team Hierarchical Diversity= (1-m)∑ [ (Hm − H )^2 * P (Hm)]

CONCLUSIONS

This study contributes to the academic literature by confirming and extending the main aspects of Project Success from a multilevel perspective.

A myriad of factors can positively affect the success of IT projects and reduce their probability of failure.

There is a need to start exploring the interrelations of these many levels of factors to develop theories that are more robust

The results show that larger IS projects have better rates of PMS because they are strategic investments to the company and adopt efficient and effective mechanisms of control.