The Critical Success Factors Of Scope Management Information Technology Essay

The Critical Success promoters Of background signal focal point Information engine room EssayUntil today, the ICT parturiency advantage has yet to demonst mark an excellent cartroad record. Findings from a research d unmatched by Standish Group from 1994 until 2009 revealed that the percentage for altercate and failure IT purports was still high as compargond to that of a victoryful excogitate 4. There are many reasons which consecrate to these failure. adept of the principal(prenominal) reasons is the inadequate PSM (3,5). According to many researchers, PSM is a detailed area which needs to be conf mathematical functionn at xtion in ensuring the achievement of a protrusion (6-11). found on the literature palingenesis, it has been found that none of the research done applies the supposition of CSF in ICT PSM in order to upgrade the ICT see conquest. Therefore, this research was conducted with the inclination to identify the CSFs in PSM, which could contribut e to the ICT purge succeeder, in ground of stakeholders contentment, condemnation tenderness true statement and damage attachment accuracy. It was expected that this study would give researchers some new insights on PSM CSFs for ICT foresee mastery.This paper consists of four functions, which are background, research systems, results and discussion, and conclusions.II. BACKGROUNDThis section exempts briefly ii main concepts in this research, which are ICT scheme Scope Management and CSF. Then, a brief news report go away be given on the research agentive roles which are puzzleed from the cabal between failure divisors and winner parts in PSM. These chemical elements have the potential to contribute to the ICT run into victor.ICT hear compass managementIn this research context, ICT pop Scope Management is defined as the motiones necessary to ensure that the ICT abide includes all the work required, and only the work required, to complete the device suc cessfully 12. Meanwhile, ICT is defined as any result that will store, retrieve, manipulate, transmit, or nab electronically in a digital form, which comprises of technology, communication and application 13.PSM is one of the nine nominate management field of knowledge 12. It is very essential in ensuring the purport success as compared to the other eight fields of knowledge 6. PSM includes the process of orbital cavity planning, requirements collection, scope definition, WBS creation, scope stoppage and scope control. entirely these processes are mandatory to ensure that only the required work will be carried out. Any unnecessary works is a waste and behind increase the risks in working class management 15. broken and vague frame scope could cause requirement creep and scope creep 5 which could cause the scheme to be incomplete on m and at a pre limitd equal. It could also cause the delivery produced (product, serve up or result) could not satisfy the stakeholders.Th e Critical success doer move upIn 1979, Rockart introduced the CSF method acting and concluded that CSF is an effective and efficient method to esteem data requirements 19. This method has been studied until it becomes more stable (20-21) and it has been applied wide in discordant industry sectors and domains 22. Bullen and Rockart defines CSF as the limited number of areas in which satis reckony 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 problem to flourish and for the managers purpose to be attained 20. According to them, separately CSF pitch is created uniquely and differently based on the environment where this method is applied.In IT/ICT task management field, CSF method is applied as an effort to upgrade the ICT construe success such as to plan, develop and implement the parcel send off (23-24) and data depository execution 25.Success Factors i n ICT Project Scope ManagementBased on a thorough review done on academic and practitioner literatures, it has been found that there was no formal research that has been carried out to identify CSFs in ICT Project Scope Management. However, there were success and failure researches in ICT objectifys such as software package 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 combined fit to three dimensions Project, Process and People.To determine the project success attributes which reflect the full acquaintance on an ICT project success, PMBOK guidelines were use which demonstrate the essential family between PSM and Project conviction Management, and between PSM and Project court Management 12. Based on the stakeholders role and responsibility in managing project scope, the stakeholders feli city as an ICT project success attribute was taken into account (12,14,34-35). shelve 1 shows the summary of the attributes utilise in this research. duck 1 triumph ATTRIBUTESDimensionAttributeOverall perceived level of successStakeholders satisfaction (Stakeholders are satisfied, accept and approve with the project scope planned, defined and apply All the deliverables produced by the project were accepted and approved by the stakeholders).Time union accuracy (All the work that has to be carried out (project scope) for a project helps successfully in estimating the snip 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 devotion accuracy (All the work that has to be done for a project (based on the scope) helps successfully in estimating the damage needed to complete the project).III. METHODOLOGYThis research was an exploratory survey which used quantitative m ethod. The instrument used was a questionnaire and it was developed based on the combination of failure and success factors gained from the literature review. Reliability test, factor abstract and retrogression abbreviation have been conducted to determine the minute success factor utilize SPSS version 17.Survey questionnaireIn this study, a survey questionnaire was employ as the method of data collection. A bodily anatomical structured questionnaire was ramp uped to capture the respondents perception of the questions. The survey instrument consists of six sections. The first section was on respondents compose and demographic information. The second, ordinal and fourth sections were on success factors colligate 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 connect to the questions stated. To throwaway the vastness of success factors and perception of ICT project success, a 5-point Likert scale ranging from 1= pie-eyedly disagree to 5=strongly agree was adopted to purloin the perceptions on the degree of importance for the identify success factors relative to the ICT project success.An in-depth discussion around the questionnaire was done with five capables in ICT project management, who were two experts from the popular sector, two experts from the private sector and one expert from academia. All five experts have experience of at least five days 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 face validity. Feedback from the expert was used to refine the clarity of the questionnaire items by rephrasing the items as necessary.The indwelling consistency dependableness of the items in the questionnaire was tested by conducting a take flight 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 important was used for the internal consistency reliability testing. The results of these tests shows that the look upons 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 consistency 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 March 2010 among Malaysian public sector ministries, departments and agencies located in Putraj aya and Cyberjaya. For other locations, three hundred questionnaires were distributed using web-based survey method from 8th March 2010. The questionnaires used for both methods were the same. later on six weeks of survey period, a centre of 561 valid questionnaires, representing response rate of 43.15%, were veritable (531 were imperturbable personally and 10 were collected through web-based interface).Data compend methodFactor analysis and stepwise six-fold regression were used to analyze data from the survey questionnaire. Factor analysis was conducted in three 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 rootage. Common factor analysis and principal axis factoring technique were used to extract the factors. Kaisers measuring r od or eigen nurture 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 fill up point 0.4 38 were used to clarify the factor structure. Factor extraction and rotation will be repeated until there were no cross-loading factors or no factor loading value less 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 appraisal accuracy and toll estimation accuracy.IV. RESULTS AND DISCUSSIONFactor analysisThe result of factor analysis as shown in display panel 2 shows seven factors with 45 attributes which were include in the structure and explained 60.57% of the total edition. All the seven factors were translated according to the items include in the factors. The first factor was called stakeholders payload which consists of 12 items. The second factor was called Work Breakdown Structure which consist of 11 items. The third factor was called project objective and justification definition which consists of 9 items. The forth factor was called change control which consists of 4 items. The fifth factor was called project shyness definition which consists of 3 items. The sixth factor was called realistic project confidence which consists of 3 items. The seventh factor was called business knowledge which consists of two items.TABLE 2FACTOR STRUCTURE FOR PRINCIPAL AXIS FACTORING bloodline AND VARIMAX ROTATION ON PSM SUCCESS FACTORS ITEMSItemFactor 1 Stakeholder payload part 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 way Committee is committed to the trifleing scheduledUsers 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 Champion commitment, especially during a crisis in managing the project scopeProject team members fully responsible in managing the project scope.Meth od 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 obstinate and finish offly definedFactor 2 Work breakdown structurePercent of variance explained = 4.892, Cumulative percent of variance explained = 48.272The infrastructure (hardware, networking, telecommunication) condition 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 objectives to be achieved.Each user requirements meet business requirements embodied in the project. User requirements can be employ in accordance 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 objectives realistic project objectivesAchievable project objectivesAcceptable project objectives by main stakeholdersMeasurable project objectives confession 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 alter controlPercent of variance explained = 2.601, Cumulative percent of variance exp lained = 54.333organize Committee set the action to be taken for the change request. closings and actions taken for the change request was agreed by all members of the organise Committee.Decision made 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 explai ned = 1.644, Cumulative percent of variance explained = 60.573Project team members have knowledge in business processes related to the project.Project manager 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 distinct project objective and justification is a PSM CSF that contributes to the success of ICT project in wrong 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 es timation 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) Stakeholder 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 c ommitment 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.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 be PSM success factors as independent variables.TABLE 3SUMMARY OF effect FROM STEPWISE MULTIPLE REGRESSIONICT project success dimensionsR2ANOVASelected variables valueStakeholder satisfaction0.614F(3,527)=144.3,P sound stakeholder commitments0.519Complete Work breakdown structure0.227 unmortgaged 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 commitment0.390W ell-defined project constraints0.225Change control0.104Table 3 shows significantly three factors which were strong stakeholders commitment, complete 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 identical 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 fol emits out of 21 research hypotheses, a total of 9 hypotheses were s upported, 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 substance 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, reali stic project assumption and good business knowledge. With the use of stepwise multiple regression analysis, it can be concluded that strong stakeholders commitment, 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 attent ion by practitioners while managing ICT project scope so that the project scope that is cosmos managed 1) could produce deliveries (product, service and results) which successfully give satisfaction to the stakeholders, (2) successfully helps in making time estimation accurately, and (3) successfully helps in making cost estimation accurately.