An Integrated Performance Model Information Systems Projects

TLDR

IS project performance is defined by task, psychological, and organizational outcomes. The study validates an integrated, theoretically driven performance model of IS projects and discusses its implications for research and practice. The authors link six categories of variables—technology, project, task, people, organizational, and work processes—to IS project performance using a field survey of 84 manufacturing IS project leaders. Results confirm that IS project performance is multidimensional, requires specific preconditions across the six categories, and may involve cross‑relationships among variables from IS, organizational teams, and project management research.

Abstract

This study makes an initial attempt to validate an integrated, theoretically driven performance model of information systems (IS) projects. IS project performance is defined in terms of task, psychological, and organizational outcomes. We draw upon different theoretical perspectives including IS, organizational teams, and project management to link six categories of variables to IS project performance: technology characteristics, project characteristics, task characteristics, people characteristics, organizational characteristics, and work processes. Data collected via a field survey of IS project leaders in 84 manufacturing organizations were used to test the proposed model. Support is found for three conclusions: (1) IS project performance is a multidimensional construct, (2)certain preconditions falling into the above categories have to exist to achieve a high performing IS project, and (3) there is a possible cross-relationship among the variables studied by IS research, organizational teams research, and project management research. We discuss the implications of this study for future research and managerial practice.