Journal ArticleDOI
Reducing User-Related Risks with User-Developer Partnering
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TLDR
It is highlighted that a partnership between users and developers during the development process mitigates certain risks and improves eventual outcomes of IS development projects.Citations
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Emotional attachment and multidimensional self-efficacy: extension of innovation diffusion theory in the context of eBook reader
TL;DR: The proposed integration of emotional attachment and two-dimensional self-efficacy will help the managers before introducing a new product in the target market by considering the users’ emotional attachment to prior products.
Journal ArticleDOI
How the user liaison's understanding of development processes moderates the effects of user-related and project management risks on IT project performance
TL;DR: Although the effect of the project management risk on performance remains negative, this effect decreases significantly with high levels of ULUDP, whereas user-related risk affects performance insignificantly in such situations.
Journal ArticleDOI
Differences Between Clients’ and Vendors’ Perceptions of IT Outsourcing Risks: Project Partnering as the Mitigation Approach
TL;DR: In this paper, the authors explored the potential perception inconsistency regarding the risks between the client and the vendor for IT outsourcing projects by using a quasi-Delphi approach and found inconsistencies in the risks perceived by the two parties: the clients regarded lack of vendor commitment to the project and poor vendor selection criteria and process as top critical risks but the vendors didn't; and on the other hand, the vendors perceived unclear requirements and lack of experience and expertise with project activities as significant risks, but the clients didn't.
Journal ArticleDOI
Influence of Project Partnering on Stakeholder Role Ambiguity and Project Manager Risk Perception in Information System Projects
TL;DR: Project partnering is an efficient management intervention for enhancing software project performance as mentioned in this paper, which can effectively reduce role ambiguity and reduce the role ambiguity in software projects, but it is not suitable for all projects.
Project Risk Management Strategies for IT Project Managers
TL;DR: Project Risk Management Strategies for IT Project Managers as mentioned in this paper is a project risk management strategy for IT project managers, which is based on the concept of Project Risk Management Risk Management (PRM).
References
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Journal ArticleDOI
Managing Risks in a Failing IT Project: A Social Constructionist View
TL;DR: “” � £1,000,000”
Journal ArticleDOI
Discriminative effect of user influence and user responsibility on information system development processes and project management
TL;DR: user responsibility and user influence have a positive effect on project performance through the promotion of IS development processes as mediators, including organizational technology learning, project control, and user-IS interaction.
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A method to elicit architecturally sensitive usability requirements: its integration into a software development process
TL;DR: This paper proposes a usability-driven adaptation of the quality attribute workshop (QAW) to assist software development organizations in discovering and documenting usability requirements and shows how this method can be integrated into a software development process.
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Partnering effects on user-developer conflict and role ambiguity in information system projects
TL;DR: Pursuit of project partnering yields a number of significant relationships in the model indicating an organization can implement practices that reduce risks associated with role ambiguity and conflict in system development projects.
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Prototyping mediators to project performance
TL;DR: This study suggests that the full mediators of the prototyping approach were organizational technology learning and user-IS interaction effectiveness and organizations should use prototyping in situations where these mediators are important to the development process and are not achieved through other organizational practice.