The Critical Success Factors Of Scope Management Information Technology Essay

The Critical Success Factors Of Scope Management Information Technology EssayUntil today, the ICT wander success has yet to demonstrate an sharp track record. Findings from a inquiry done by Standish Group from 1994 until 2009 revealed that the percentageage for challenge and failure IT juts was still high as compared to that of a successful hear 4. There are m whatever reasons which contribute to these failure. One of the main reasons is the poor PSM (3,5). According to m whatever exploreers, PSM is a critical area which needs to be tending(p) attention in ensuring the success of a discombobulate (6-11).Based on the literature review, it has been found that none of the research done applies the concept of CSF in ICT PSM in order to upgrade the ICT stray success. Therefore, this research was conducted with the intention to identify the CSFs in PSM, which could contribute to the ICT project success, in terms of stakeholders contentment, time musical theme true statement a nd damage musical theme accuracy. It was expected that this study would give researchers some new insights on PSM CSFs for ICT project success.This paper consists of four sections, which are background, research orders, results and discussion, and conclusions.II. BACKGROUNDThis section explains short two main concepts in this research, which are ICT sound projection Scope Management and CSF. Then, a brief explanation will be given on the research federal agents which are obtained from the combination between failure factors and success factors in PSM. These factors pay off the potential to contribute to the ICT project success.ICT Project scope instructionIn this research context, ICT Project Scope Management is defined as the operationes required to ensure that the ICT project includes all the work required, and only the work required, to peg the project successfully 12. Mean eon, ICT is defined as any product that will store, retrieve, manipulate, transmit, or receive electronically in a digital form, which comprises of technology, communication and application 13.PSM is one of the nine project management fields of knowledge 12. It is very crucial in ensuring the project success as compared to the other eight fields of knowledge 6. PSM includes the process of scope planning, requirements collection, scope explanation, WBS creation, scope verification and scope control. All these processes are essential to ensure that only the required work will be carried out. Any unnecessary works is a waste and can increase the risks in project management 15. Incomplete and vague project scope could font requirement creep and scope creep 5 which could ground out the project to be incomplete on time and at a pre delimitated cost. It could also cause the delivery produced (product, service or result) could not satisfy the stakeholders.The Critical success factor approachIn 1979, Rockart introduced the CSF method and concluded that CSF is an effective and ef ficient method to assess data requirements 19. This method has been studied until it becomes more stable (20-21) and it has been applied widely in various industry sectors and domains 22. Bullen and Rockart defines CSF as the limited number of areas in which satisfactory results will ensure successful competitive performance for the individual, department, or organization. CSFs are the few key areas where things must go right for the care to display and for the managers goal to be attained 20. According to them, each CSF set is created uniquely and differently based on the environment where this method is applied.In IT/ICT project management field, CSF method is applied as an effort to upgrade the ICT project success such(prenominal) as to plan, develop and implement the software project (23-24) and data depositary execution 25.Success Factors in ICT Project Scope ManagementBased on a thorough review done on academic and practician literatures, it has been found that there was n o formal research that has been carried out to identify CSFs in ICT Project Scope Management. However, there were success and failure researches in ICT projects such as software projects, development and implementation projects of information system, web-based project and network installation project which involve project scope (6,23,26-33). From these researches, the factors which have the same criteria were have according to triple dimensions Project, Process and People.To determine the project success attributes which reflect the whole perception on an ICT project success, PMBOK guidelines were apply which demonstrate the essential family relationship between PSM and Project meter Management, and between PSM and Project make up Management 12. Based on the stakeholders role and responsibility in managing project scope, the stakeholders satisfaction as an ICT project success attribute was taken into account (12,14,34-35). Table 1 shows the summary of the attributes apply in this research.TABLE 1SUCCESS ATTRIBUTESDimension portionOverall perceived level of successStakeholders satisfaction (Stakeholders are satisfied, accept and approve with the project scope intend, defined and implemented All the deliverables produced by the project were accepted and approved by the stakeholders). prison term adhesion accuracy (All the work that has to be carried out (project scope) for a project helps successfully in estimating the time needed to complete a project Clear main deliverables (product, service, result) helps successfully in estimating the duration of time needed to complete a project.Cost estimation accuracy (All the work that has to be done for a project (based on the scope) helps successfully in estimating the cost needed to complete the project).III. METHODOLOGYThis research was an exploratory go over which used quantitative method. The instrument used was a questionnaire and it was developed based on the combination of failure and success factors g ained from the literature review. Reliability test, factor depth psychology and regression analysis have been conducted to determine the critical success factor using SPSS version 17.Survey questionnaireIn this study, a adopt questionnaire was employed as the method of data collection. A structured questionnaire was constructed to capture the respondents perception of the questions. The survey instrument consists of six sections. The first section was on respondents profile and demographic information. The secondment, trey and fourth sections were on success factors related to project, process and people. The fifth section was on perception of ICT project success. The last section was for additional comments, where respondents were invited to give any feedback or thought related to the questions stated. To measure the importance of success factors and perception of ICT project success, a 5-point Likert scale ranging from 1= securely disagree to 5=strongly agree was adopted to s olicit the perceptions on the degree of importance for the identified success factors relative to the ICT project success.An in-depth discussion about the questionnaire was done with quint experts in ICT project management, who were two experts from the public sector, two experts from the private sector and one expert from academia. All five experts have experience of at least five years in ICT project scope management and more than ten years of experience in ICT project development. The purpose of this discussion was to obtain opinions, views, suggestions or comments about the survey instrument content validity and tone validity. Feedback from the expert was used to refine the clarity of the questionnaire items by rephrasing the items as necessary.The internal consonance reliability of the items in the questionnaire was tested by conducting a pilot study. The respondents for pilot test were ICT officers working in Malaysian public sector. A pilot survey was administered to five public sector agencies with the distribution of ten sets of questionnaires for each agency. 31 respondents returned their feedback after waiting period of 20 days. Cronbachs alpha was used for the internal consistence reliability testing. The results of these tests shows that the values for the entire construct were greater than 0.8. Thus, it shows that the items in the questionnaire have a good degree of reliability 36. This indicates that there were no problems with the internal trunk reliability.selective information collection methodThe target population for this study was ICT professionals in Malaysian public sectors. One thousand questionnaires, delivered personally by hand, were administered from 1st adjoin 2010 among Malaysian public sector ministries, departments and agencies located in Putrajaya and Cyberjaya. For other locations, trey hundred questionnaires were distributed using web-based survey method from 8th March 2010. The questionnaires used for two methods wer e the same. After six weeks of survey period, a total of 561 valid questionnaires, representing response rate of 43.15%, were veritable (531 were collected personally and 10 were collected through web-based interface).Data analysis methodFactor analysis and stepwise multiple regression were used to analyze data from the survey questionnaire. Factor analysis was conducted in trey stages 37. The first stage was the assessment of the suitability of the data. The correlation among the factors was identified by examining the correlation matrix among items, Bartletts Test Sphericity and Kaiser-Meyer-Olkin measure of sampling adequacy (KMO MSA). The second stage was factor extraction. Common factor analysis and principal axis factoring technique were used to extract the factors. Kaisers criterion or eigen value rules were used to determine the number of factors to be retained. The third stage was factor rotation and interpretation. The orthogonal rotation approach with Varimax method and cut-off loading point 0.4 38 were used to straighten out the factor structure. Factor extraction and rotation will be repeated until there were no cross-loading factors or no factor loading value little than cut-off loading point. Items with factor cross loading or factor loading less than cut-off loading point were eliminated 38.Stepwise regression solution procedure was used to determine the CSFs of PSM which contribute to the ICT project success. Through this procedure, only significant success factors were used in the model. The general multiple regression model isY = A + B1X1 + B2X2 + + BkXkwhere Y is the dependent variable (DV), A is the Y intercept, the Xs represent the various independent variables (IVs) and Bs are the coefficients assigned to each of the IVs during regressions 39.In this research, the IVs were the success factors of ICT project scope management and the DVs were the stakeholders satisfaction, time estimation accuracy and cost estimation accuracy.IV. RESU LTS AND DISCUSSIONFactor analysisThe result of factor analysis as shown in Table 2 shows seven factors with 45 attributes which were included in the structure and explained 60.57% of the total departure. All the seven factors were translated according to the items included in the factors. The first factor was called stakeholders commitment which consists of 12 items. The second factor was called Work Breakdown Structure which consist of 11 items. The third factor was called project object lens and justification definition which consists of 9 items. The forth factor was called dislodge control which consists of 4 items. The fifth factor was called project constraint definition which consists of 3 items. The sixth factor was called true to life(predicate) project assumption which consists of 3 items. The seventh factor was called business knowledge which consists of two items.TABLE 2FACTOR STRUCTURE FOR PRINCIPAL AXIS calculate EXTRACTION AND VARIMAX ROTATION ON PSM SUCCESS FACTO RS ITEMSItemFactor 1 Stakeholder commitmentPercent of variance explained = 43.381, accumulative percent of variance explained = 43.381The project received strong top management support during the process of project scope management.The project had a cooperative and supportive process owner during requirements elicitation.The Steering deputation is committed to the meeting scheduled drug users are able to explain their needs or requirements to project team or project developer.Project manager have the communication skills to communicate with all stakeholders involved in the project scope management.Project Team meetings held regularly to manage the project scope processes.Project sensation commitment, especially during a crisis in managing the project scopeProject team members fully responsible in managing the project scope.Method of brainstorming or face to face is used to obtain user requirements.Project manager fully responsible in managing the project scope.Project team members have knowledge in ICT field that will be required for the development and implementation of the project.Roles and responsibilities of project team is determined and clearly definedFactor 2 Work partitioning structurePercent of variance explained = 4.892, Cumulative percent of variance explained = 48.272The infrastructure (hardware, networking, telecommunication) specification is compatible with the product (system) to be produced.The software specification is compatible with the product (system) to be produced.The system development methodology is suitable to the product (system) to be producedThe application specification is complete and clearly definedThe user requirements are realistic.User requirements specific to the project headings to be achieved.Each user requirements meet business requirements embodied in the project.User requirements can be implemented in pact with the stipulated time period.Human resources responsible for carrying out each of work activity is clearly mapped in the WBS hierarchy.Distribution of activities in the WBS is well planned and precisely defined.The WBS defined the project overall scope.Factor 3 Project objective justification definitionPercent of variance explained = 3.460, Cumulative percent of variance explained = 51.732Specific and clear project objectivesRealistic project objectivesAchievable project objectivesAcceptable project objectives by main stakeholdersMeasurable project objectives plea stated the importance or benefit of the project implementation.Justification focuses on the organization goal to be achieved.Clearly defined works that included in the project.Justification stated the improvement of employees skill with the implementation of the project.Factor 4 Change controlPercent of variance explained = 2.601, Cumulative percent of variance explained = 54.333 coordinate Committee set the action to be taken for the transfer request.Decisions and actions taken for the change request was agreed by all member s of the Coordinating Committee.Decision do by Coordinating Committee is well recordedCoordinating Committee taking into account the interests, benefits and negative affects for each of the change request.Factor 5 Project constraint definitionPercent of variance explained = 2.409, Cumulative percent of variance explained = 56.742Clearly defined uncontrollable project constraints.Clearly defined controllable project constraints.Source(s) for each constraint (controllable or uncontrollable) are clearly described.Factor 6 Realistic project assumptionPercent of variance explained = 2.187, Cumulative percent of variance explained = 58.929Realistic project deliverables (product, service, results)Realistic technical assumptionsRealistic assumptions of project management organizationFactor 7 Business knowledgePercent of variance explained = 1.644, Cumulative percent of variance explained = 60.573Project team members have knowledge in business processes related to the project.Project manage r have knowledge in business processes related to the project.The seven factors were translated into seven main hypotheses. The hypotheses were numbered from 1 to 7. Since there were three success dimensions for each factor, the corresponding success dimensions were identified by the letters a, b and c. As a result, there were a total of 21 hypotheses, from 1a until 7c as stated above.Hypotheses related to the Project dimensionH1 The existence of well-defined project objective and justification is a PSM CSF that contributes to the success of ICT project in terms of (a)Stakeholder satisfaction, (b) Time estimation accuracy, (c) Cost estimation accuracy.H2 Having realistic project assumptions is a PSM CSF that contributes to the success of ICT project in terms of (a)Stakeholder satisfaction, (b) Time estimation accuracy, (c) Cost estimation accuracy.H3 The existence of well-defined project constraints is a PSM CSF that contributes to the success of ICT project in terms of (a) Stakehol der satisfaction, (b) Time estimation accuracy, (c) Cost estimation accuracy.Hypotheses related to the Process dimensionH4 The existence of complete WBS is a PSM CSF that contributes to the success of ICT project in terms of (a) Stakeholder satisfaction, (b) Time estimation accuracy, (c) Cost estimation accuracy.H5 The practice of correct change control procedure is a PSM CSF that contributes to the success of ICT project in terms of (a) Stakeholder satisfaction, (b) Time estimation accuracy, (c) Cost estimation accuracy.Hypotheses related to the People dimensionH6 Having project team that is knowledgeable about the business process is a PSM CSF that contributes to the success of ICT project in terms of (a) Stakeholder satisfaction, (b) Time estimation accuracy, (c) Cost estimation accuracy.H7 The existence of strong stakeholder commitment is a PSM CSF that contributes to the success of ICT project in terms of (a) Stakeholder satisfaction, (b) Time estimation accuracy, (c) Cost esti mation accuracy.Regression analysisA stepwise multiple regression was conducted between the three ICT project success dimensions (stakeholder satisfaction, time estimation accuracy and cost estimation accuracy) as the dependent variables and seven underlying PSM success factors as independent variables.TABLE 3SUMMARY OF OUTCOME FROM STEPWISE six-fold REGRESSIONICT project success dimensionsR2ANOVASelected variables valueStakeholder satisfaction0.614F(3,527)=144.3,PStrong stakeholder commitments0.519Complete Work breakdown structure0.227Well-defined project objective and justification0.111Time estimation accuracy0.451F(3,527)=144.3,pStrong stakeholder commitments0.346Complete Work breakdown structure0.318Well-defined project objective and justification0.100Cost estimation accuracy0.380F(3,538)=110.066,pStrong stakeholders commitment0.390Well-defined project constraints0.225Change control0.104Table 3 shows significantly three factors which were strong stakeholders commitment, complet e WBS, and well-defined project objective and justification as the CSFs of PSM which contribute to 61.4% variant changes to ICT project success in terms of stakeholder satisfaction. The finding also reveals significantly that the three similar factors, were the CSFs of PSM which contribute to 45.1% variant changes to ICT project success in terms of time estimation accuracy. For the ICT project success in terms of cost estimation accuracy, the result demonstrates significantly that strong stakeholders commitment, change control and well-defined project constraint were the CSFs of PSM which contribute to 38% variant change to ICT project success in terms of cost estimation accuracy.With the above observations, the results of the hypotheses testing can be finalized as follows out of 21 research hypotheses, a total of 9 hypotheses were supported, while the remaining 12 hypotheses were rejected. Those hypotheses were rejected due to their low coefficient values and high probability level for their corresponding null hypotheses. It means that the presence of those factors did not make a significance difference to the value of ICT project success dimensions.V. CONCLUSIONIn carrying out this quantitative research, a questionnaire survey method was used to determine the CSFs of PSM which contribute to the ICT project success. ICT project success was investigated in terms of stakeholders satisfaction, time estimation accuracy and cost estimation accuracy. A total of 557 usable data were successfully collected from the respondents who were the public sector ICT professionals.Seven success factors of PSM have been extracted through the factor analysis. The factors were strong stakeholders commitment, complete WBS, well-defined project objective and justification, change control, well-defined project constraints, realistic project assumption and good business knowledge. With the use of stepwise multiple regression analysis, it can be concluded that strong stakeholders comm itment, complete WBS and well-defined project objective and justification were the PSM CSFs which contributed to the ICT project success in terms of stakeholders satisfaction and time estimation accuracy. Strong stakeholders commitment, change control and well-defined project constraint were the PSM CSFs which contributed to the ICT project success in terms of cost estimation accuracy. Strong stakeholders commitment factors were the main contribution to the three aspects of ICT project success. Realistic project assumption and project team business knowledge were failed to be proven as the critical success factor for any aspect of ICT project success.All the critical success factors which have been discovered for each aspect of ICT project success are the main contribution from this research. These factors should be given attention by practitioners while managing ICT project scope so that the project scope that is being managed 1) could produce deliveries (product, service and resul ts) which successfully give satisfaction to the stakeholders, (2) successfully helps in making time estimation accurately, and (3) successfully helps in making cost estimation accurately.