Linking complexity factors and project management approaches to performance: an embedded single case study of IT-enabled change projects in Australia

Sylvia Odusanya, J. Jorge Ochoa, Nicholas Chileshe, Seungjun Ahn

Research output: Contribution to journalArticlepeer-review

7 Citations (Scopus)

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. Research limitations/implications: The research is based on data collected from Australian participants involved in three case studies. Additional data collection and reviews from practitioners in the field of project management could further refine and improve this research. Practical implications: The research facilitates the identification of specific complexity contributing factors at the early stage of a project to ensure that the appropriate project management approaches and success measures are used. Originality/value: The paper contributes to rethinking the pathways towards improving project performance in the IT sector by expanding the identification of project complexity to understanding how complexity and the management approaches impact project performance.

Original languageEnglish
Pages (from-to)1504-1528
Number of pages25
JournalInternational Journal of Managing Projects in Business
Volume14
Issue number7
DOIs
Publication statusPublished - 22 Oct 2021
Externally publishedYes

Keywords

  • Agile
  • Communication
  • Information technology
  • Organisational change
  • Project complexity
  • Project management
  • Success
  • Transformation

ASJC Scopus subject areas

  • Business and International Management
  • Strategy and Management
  • Management of Technology and Innovation

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