Linking complexity factors and project management approaches to performance: an embedded single case study of IT-enabled change projects in Australia
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(Published version)
Date
2021
Authors
Odusanya, S.
Ochoa, J.J.
Chileshe, N.
Ahn, S.
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Journal article
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International Journal of Managing Projects in Business, 2021; 14(7):1504-1528
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Abstract
Purpose: The purpose of this paper is to provide a holistic view of the link between the identification of complexity contributing factors, the application of project management approaches and their impacts on the performance of Information Technology (IT)-enabled change projects. Design/methodology/approach: A qualitative approach of an embedded single-case design comprising three IT-enabled change projects delivered in Australia was used to explore the impact of complexity contributing factors and project management approaches on project performance measures. Semi-structured interviews were used as the main data collection method. Thematic analysis was used as the data analysis approach. Findings: The results from the thematic analysis highlight that complexity contributing factors are related to two categories of complexity defined in this paper: technical uncertainties and uncertainty in goals and deliverables, both have an impact on the performance of IT-enabled change projects. It also highlights key project management approaches such as the use of an adaptive management approach and good communication as key to managing complexity. It also identifies a misalignment between stakeholder perception of success and the project management success measure for complex IT-enabled projects.
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Copyright 2021 Emerald Publishing
Access Condition Notes: Accepted manuscript is available open access