Project Management Challenges and Difficulties: A Case Study of Information System Development

Project Management Challenges and Difficulties: A Case Study of Information System Development

Authors

  • Esuh Ossai-igwe Lucky College of Business, Universiti Utara Malaysia
  • Ojeniyi Adegoke School of Computing, Universiti Utara Malaysia
  • Noraini Nordin School of Technology Management and Logistics, Universiti Utara Malaysia

Keywords:

project management, information system, information system development, challenges, difficulties

Abstract

The successful development of Information System (IS) is not high even with enormous interest and fund committed by organizations on this new technology. It has been revealed that a combination of insufficient and unsuitable project management issues are responsible for this low rate of IS development. This paper presents the findings of the fieldwork and interview conducted on the challenges and difficulties of system development project. The study employed both personal interview and observation methods. The findings revealed that fund, infrastructures (hardware and software), manpower, management commitment, monitoring and inspection were the critical challenges and difficulties faced by organizations during their system development. Therefore, the study concludes that fund, infrastructures (hardware and software), manpower, management commitment, monitoring and inspection play crucial role for an effective system development. Our study recommends that there should be sufficient budget to procure the right system hardware and software for right requirements. Secondly, training of staff for both IS development and management should be given urgent attention.

Downloads

Download data is not yet available.

References

Atkinson, R. (1999). Project management: cost, time and quality, two best guesses and a phenomenon, it’s time to accept other success criteria. International journal of project management, 17(6), 337-342.

Benjamin, R., & Blunt, J. (2012). Critical IT issues: the next ten years. Sloan Management. Review, 33(4).

Cadle, J., & Yeates, D. (Eds.). (2004). Project management for information systems. Pearson education.

Conboy, K. (2010). Project failure en masse: a study of loose budgetary control in ISD projects, European Journal of Information Systems, 19(3), 273-287.

Coy, W. (2004). Between the disciplines, ACM SIGCSE Bulletin 36 (2): 7–10. doi:10.1145/1024338.1024340.

Drucker, P. F. (1998). Peter Drucker on the profession of management. Harvard Business Press.

Goyal, D. P. (2012). Business alignment and critical success factors in information systems implementation: an empirical analysis of selected Indian organizations, International Journal of Business Information Systems, 10(4), pp 397- 416.

Hatling, M. (1996). Developing Information Infrastructure: The Tension between Standardization and Flexibility, Science, Technology, & Human Values, 21(4), 407-426.

Heagney, J. (2011). Fundamentals of project management. AMACOM Div American Management Association.

Higgins, E., Taylor, M., & Francis, H. (2012). A Systemic Approach to Fire Prevention Support, Systemic Practice and Action Research, 25(5), 393- 406.

Iden, J., Tessem, B., & Paivarinta, T. (2012). IS development/IT operations alignment in system development projects: a multi–method research, International Journal of Business Information Systems, 11(3), 343-359.

Kerzner, H. R. (2013). Project management: a systems approach to planning, scheduling, and controlling. John Wiley & Sons.

Korpela, M., A. Mursu, A., & Soriyan, H. A., (2002). Information systems development as an activity, Computer Supported Cooperative Work (CSCW), 11(1-2), 111-128.

Kroenke, D. (2008). Experiencing MIS. Prentice-Hall, Upper Saddle River, NJ.

Lederer, A. L. (2013). The Information Systems Planning Process Meeting the challenges of information systems planning. Strategic Information Management, 216.

Mingers, J. (2003). The paucity of multimethod research: a review of the information systems literature, Information Systems Journal, 13(3), 233-249.

Petersen, K. (2011). Measuring and predicting software productivity: A systematic map and review. Information and Software Technology, 53(4), 317-343.

PMI, (2000). A Guide to the Project Management Body of Knowledge. PMI Publishing Division, The Project Management Institute, Sylva, NC.

Rockart, J. F. & Hofman, J. D. (1992). Systems delivery: evolving new strategies. Sloan Management Review, 33(4), 21.

Rosenberg, J. P & Yates, P. M. (2007). Schematic representation of case study research designs, Journal of advanced nursing, 60(4), 447-452, 2007.

Sekaran, U & Bougies, R. (2009). Research method for business, 5th John Wiley and Sons, Inc: United Kingdom.

Standish Group, (1995). Chaos report on Application Project Failure and Success, Standish Group, Retrieved from www.standishgroup. com/chaos.html. (5th July 2013).

Watson, R. T., Boudreau, M. C., & Chen, A. J. (2010). Information systems and environmentally sustainable development: energy informatics and new directions for the IS community,” MIS quarterly, 34(1), 23- 38.

Yeo, K. T. (2002). Critical failure factors in information system projects, International Journal of Project Management, 20, 241-246.

Zikmund, W. G., Carr, J. C., & Griffin, M. (2012). Business research methods, CengageBrain. Com. (15th July 2013).

Downloads

Published

27-07-2022

How to Cite

Lucky, E. O.- igwe, Adegoke, O., & Nordin, N. (2022). Project Management Challenges and Difficulties: A Case Study of Information System Development. Global Business Management Review (GBMR), 6(1), 99–113. Retrieved from https://e-journal.uum.edu.my/index.php/gbmr/article/view/16937

Issue

Vol. 6 No. 1 (2014): International Postgraduate Business Journal

Section

Articles in Journal

License

Creative Commons License

This work is licensed under a Creative Commons Attribution 4.0 International License.

Disclaimer

Global Business Management Review (GBMR) has taken all reasonable measures to ensure that material contained in this website is the original work of the author(s). However, the Journal gives no warranty and accepts no responsibility for the accuracy or the completeness of the material; no reliance should be made by any user on the material. The user should check with the authors for confirmation.

Articles published in the Global Business Management Review (GBMR) do not represent the views held by the editors and members of the editorial board. Authors are responsible for all aspects of their articles except the editorial screen design.

Submission of an article is done with the understanding that the article has not been published before (except in the form of an abstract or as part of a published lecture, or thesis) that it is not under consideration for publication somewhere else; that if and when the article is accepted for publication, the author's consent to automatic transfer of the copyright to the publisher.