The impact of project role on perceptions of risk and performance in information technology software development: A comparative analysis

by Okongo, James, Ph.D., CAPELLA UNIVERSITY, 2014, 101 pages; 3616289

Abstract:

The failure rate of information technology (IT) development projects is a significant concern for today's organizations. Perceptions of IT project risk and project performance have been identified as important factors by scholars studying the topic, and Wallace, Keil, and Rai (2004a) developed a survey instrument to measure how dimensions of software project risk impact overall project performance. The present research uses Wallace et al.'s (2004a) instrument, the Software Project Risk Survey (SPRS), to examine differences in risk and performance perceptions between two stakeholder groups: project managers and programmers. Using stratified random sampling, a sample group of 64 project managers and 64 programmers from Qualtrics expert panels who had worked on IT projects within the past year were asked to answer Likert scale questions and rate the risks associated with their development projects. Participants were then asked to rate project performance on a Likert scale. Using t-tests to examine the means of the two groups, it was found that while project managers and programmers did not differ significantly on their perceptions of risk, project managers did perceive significantly higher levels of project performance than programmers. When participants were grouped by high and low levels of risk perception instead of by stakeholder group, an analysis showed that participants who perceived higher levels of project risk also perceived significantly higher levels of project performance. These results demonstrate that project performance is viewed differently based both on stakeholder group and level of risk perception. These observations aid in forming a better understanding of the factors that impact the IT software development process, and armed with a greater understanding, managers can develop more effective practices and attempt to improve IT software project success rates.

AdviserWerner D. Gottwald
SchoolCAPELLA UNIVERSITY
Source TypeDissertation
SubjectsManagement; Information technology
Publication Number3616289

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