Samenvatting
Summary Methods & Techniques 1
This is a summary of all the articles necessary for the first exam of the course Business Innovation through IT Project Management
[Meer zien]Voorbeeld 3 van de 26 pagina's
Voorbeeld 3 van de 26 pagina's
In winkelwagengesponsord bericht van onze partner
Verkoper
Volgen
Voorbeeld van de inhoud
Paper SummaryPaper 1 – Framing of project critical success factors by a systems model
Introduction
- Critical success factors:
o Limited number of areas in which results will ensure successful competitive performance
for the organization
o Few key areas where ‘things must go right’ for the business to flourish
o Areas of activity that should receive constant and careful attention from management
o Areas in which good performance is necessary to ensure attainment of goals
Comparison of sets of factors
- Only limited agreement among authors on factors that influence project success
- Three most cited factors:
o Importance of project receiving support form senior management
o Having clear and realistic objectives
o Producing an efficient plan
Criticisms of the critical factor approach
- Two criticisms:
o Inter-relationship between factors are at least as important as individual factors
▪ CSF approach does not provide mechanism for taking account of inter-
relationships
▪ ‘better understanding of relationship is required if success factors are to be of any
guidance
o Factors approach tends to view implementation as static process instead of dynamic
phenomenon
▪ Ignores potential for a factor to have varying levels of importance at different
stages of the implementation process
The Formal System Model (FSM)
- Model of robust system that is capable of purposeful activity without failures
- Formal system comprises:
o Decision-making subsystem that manages the system
▪ Responsible for decisions about how the purpose if the system are to be achieved
o Performance monitoring subsystem that observes transformation processes and reports
deviations from expectations
▪ Used to conceptualize situation as a system → compares the resulting system
with the FSM to determine extent to which features necessary for purposeful
activity are present
- Model contains within it factors identified in literature as being critical to success
o Able to act as framing device for project critical success factors
o Should provide way of making links between factors → overcomes two main criticisms
of CSF
Conclusion
- Lot of overlap between sets but the factors selected for inclusion in individual lists vary to a
considerable extent
- FSM contains within it all of the factors covered by sets of CSFs
o Has advantage of being able to consider the relationship between factors
, o Overcomes third criticism of CSF approach
- FSM capable of distinguishing between successful and unsuccessful projects
o Can provide way of tackling human and organizational aspects of systems development
projects
, Paper 2 – One Size does not fill all projects: Exploring Classical
Contingency Domains
Introduction
- Everyone is using some formal project management structure → defined as a temporary
organization that has been established to complete a specific goal
Theoretical Background and Basic Proposition
- Classical contingency theory asserts that different external conditions might require different
organizational characteristics
o Effectiveness is contingent upon the amount of goodness of fit between structural and
environmental variables
- Mechanistic organization was described as formal, centralized, specialized and bureaucratic
o Predominate in simple, stable and more certain environments
o Organizations less differentiated, achieve high degree of integration
- Organic organization was characterized as being informal, decentralized, having just few
authority levels and using extensive levels of communication
o Cope better with uncertain and complex environments → provide more capacity
o Organizations highly differentiated and integrated
- Literature assumes that all projects share universal set of managerial characteristics
o ‘one-size-fits-all’ idea is disappointing
- Emergence of two dimensions – uncertainty & complexity
o Coping with uncertainty is central problem for complex organizations
o Technology and environments major sources of uncertainty
The Conceptual Model
- Focus on study of technical and engineering-based projects → result in new product, process or
service
- Four levels of uncertainty & three levels of complexity (Scope)
Voordelen van het kopen van samenvattingen bij Stuvia op een rij:
Verzekerd van kwaliteit door reviews
Stuvia-klanten hebben meer dan 700.000 samenvattingen beoordeeld. Zo weet je zeker dat je de beste documenten koopt!
Snel en makkelijk kopen
Je betaalt supersnel en eenmalig met iDeal, creditcard of Stuvia-tegoed voor de samenvatting. Zonder lidmaatschap.
Focus op de essentie
Samenvattingen worden geschreven voor en door anderen. Daarom zijn de samenvattingen altijd betrouwbaar en actueel. Zo kom je snel tot de kern!
Veelgestelde vragen
Wat krijg ik als ik dit document koop?
Je krijgt een PDF, die direct beschikbaar is na je aankoop. Het gekochte document is altijd, overal en oneindig toegankelijk via je profiel.
Tevredenheidsgarantie: hoe werkt dat?
Onze tevredenheidsgarantie zorgt ervoor dat je altijd een studiedocument vindt dat goed bij je past. Je vult een formulier in en onze klantenservice regelt de rest.
Van wie koop ik deze samenvatting?
Stuvia is een marktplaats, je koop dit document dus niet van ons, maar van verkoper helena-f. Stuvia faciliteert de betaling aan de verkoper.
Zit ik meteen vast aan een abonnement?
Nee, je koopt alleen deze samenvatting voor €5,49. Je zit daarna nergens aan vast.
Is Stuvia te vertrouwen?
4,6 sterren op Google & Trustpilot (+1000 reviews)
Afgelopen 30 dagen zijn er 66579 samenvattingen verkocht
Opgericht in 2010, al 14 jaar dé plek om samenvattingen te kopen