Success Criteria Adherence in Information Systems Projects. A Case Study on Brazilian Companies

Inhaltsverzeichnis (Table of Contents)

• Abstract
• Introduction
• Literature Review
• Project Success Criteria
• Methodology
• Research Typology
• Methodological Procedures
• Results Presentation
• Respondents Sample Profile
• Category of Analysis
• Suggested Practices for Evaluating Success in IS Projects
• Final Considerations
• References

Zielsetzung und Themenschwerpunkte (Objectives and Key Themes)

The main objective of this paper is to identify best practices and success criteria for Information Systems (IS) projects, as presented in current literature, and to evaluate the adherence to these criteria in a sample of large Brazilian companies across various economic sectors. The study interviewed senior project management professionals from seventeen different companies. The secondary objectives are to identify effective measurement criteria for IS project success from the literature; to examine the success criteria applied in the surveyed companies; and to propose a set of indicators for measuring IS project success based on both literature and research findings.

• Success criteria in Information Systems (IS) projects
• Project performance indicators in Brazilian companies
• Evaluation of adherence to success criteria
• Impact of IS projects on organizational processes and strategic goals
• Best practices for measuring success in IS projects

Zusammenfassung der Kapitel (Chapter Summaries)

Abstract: This abstract introduces the paper's objective: to examine current literature on IS project success criteria and evaluate adherence to these criteria within a sample of large Brazilian companies. Seventeen senior project management professionals from diverse sectors were interviewed. The study reveals that while companies generally use formal practices to measure IS project results, most focus solely on implementation, using the triple constraint (cost, time, scope). More advanced concepts considering broader organizational impacts and strategic goals are less prevalent, although some companies do apply cutting-edge approaches.

Introduction: This chapter establishes the context for the study by highlighting the significance of IS projects in improving business and the substantial financial losses associated with project failures. It cites statistics indicating high failure rates and significant cost and time overruns in IS projects globally. The chapter emphasizes the increasing demand for diverse products and solutions in the competitive landscape, resulting in frequent organizational changes and the consequent need for project management. It further underlines the ambiguity in defining and measuring project success and the prevalence of projects failing to meet their objectives despite their growing importance in business.

Literature Review: This section delves into existing literature concerning project success criteria for IS projects. It lays the groundwork for the methodology and the subsequent analysis by providing a comprehensive overview of established theories and models regarding the measurement of success in IT projects. The focus is likely on the various definitions and dimensions of success, exploring different perspectives and metrics employed by scholars and practitioners. It provides the theoretical foundation for evaluating the success criteria utilized in the empirical study.

Methodology: This chapter details the research design employed in the study. It describes the research typology and methodological procedures used to collect and analyze data from the surveyed companies. Specifics on the sampling method, data collection techniques (such as interviews), and the analytical approach used to interpret the findings will be outlined here. This section likely includes justifications for the chosen methods and a discussion of the limitations of the research design.

Results Presentation: This section presents the findings of the empirical study. It provides a profile of the respondents and details the analysis of success criteria adherence in the sampled companies. It would likely use statistical data and qualitative insights derived from interviews to show the extent to which different criteria are applied and the prevailing practices for measuring IS project success. The findings would be categorized and interpreted to draw meaningful conclusions. The suggestion of practices for evaluating success presented here would directly result from the data analysis.

Schlüsselwörter (Keywords)

Information Systems (IS), Project Performance Indicators, Project Management, Projects, Project Success, Brazilian Companies, Triple Constraint, Strategic Goals, Organizational Impacts, Best Practices

Häufig gestellte Fragen

What is the purpose of this document?

This document is a language preview containing the title, table of contents, objectives and key themes, chapter summaries, and keywords for a study analyzing Information Systems (IS) project success in Brazilian companies.

What is the main objective of the study?

The main objective is to identify best practices and success criteria for Information Systems (IS) projects, as presented in current literature, and to evaluate the adherence to these criteria in a sample of large Brazilian companies across various economic sectors.

What are the secondary objectives of the study?

The secondary objectives are to: identify effective measurement criteria for IS project success from the literature; examine the success criteria applied in the surveyed companies; and propose a set of indicators for measuring IS project success based on both literature and research findings.

What are the key themes addressed in the study?

The key themes include: success criteria in Information Systems (IS) projects, project performance indicators in Brazilian companies, evaluation of adherence to success criteria, impact of IS projects on organizational processes and strategic goals, and best practices for measuring success in IS projects.

How many companies were surveyed in the study?

Senior project management professionals from seventeen different companies were interviewed.

What does the Abstract chapter summarize?

The Abstract introduces the paper's objective: to examine current literature on IS project success criteria and evaluate adherence to these criteria within a sample of large Brazilian companies. It highlights that while companies generally use formal practices to measure IS project results, most focus solely on implementation, using the triple constraint (cost, time, scope).

What does the Introduction chapter highlight?

The Introduction establishes the context for the study by highlighting the significance of IS projects in improving business and the substantial financial losses associated with project failures. It emphasizes the increasing demand for diverse products and solutions and the ambiguity in defining and measuring project success.

What does the Literature Review chapter cover?

The Literature Review delves into existing literature concerning project success criteria for IS projects. It provides a comprehensive overview of established theories and models regarding the measurement of success in IT projects.

What information is provided in the Methodology chapter?

The Methodology chapter details the research design employed in the study, including the research typology and methodological procedures used to collect and analyze data from the surveyed companies.

What is presented in the Results Presentation chapter?

The Results Presentation section presents the findings of the empirical study. It provides a profile of the respondents and details the analysis of success criteria adherence in the sampled companies. It presents categorized and interpreted data and suggests practices for evaluating success.

What are some of the keywords associated with this study?

Some of the keywords include: Information Systems (IS), Project Performance Indicators, Project Management, Projects, Project Success, Brazilian Companies, Triple Constraint, Strategic Goals, Organizational Impacts, Best Practices.