Examining High Performance Teams in Information Systems Projects

Looking into past project successes and failures through the lens of “high performance teams,” we suggest that repeatable project success may be achieved through the use of “high performance IS project teams” (HPISPTs)—any IS project team that demonstrates measurable compliance within appropriate timeframes for all key project success dimensions, satisfies the requirements of themes of success, and manages the themes of failure. These teams, combined with the right skill sets, employ the right set of principles and attitudes to execute IS projects successfully. Using a secondary case analysis method, we reveal evidence that affects a project’s success or failure as perceived through HPISPT success and failure themes. This research offers insights on how teams can use characteristics of high performance teams to improve the likelihood of IS project success.

[1]  Kalevi Pessi,et al.  Agility through scenario development and continuous implementation: a global aftermarket logistics case , 2006, Eur. J. Inf. Syst..

[2]  Jo Hanisch,et al.  Impediments to requirements engineering during global software development , 2007, Eur. J. Inf. Syst..

[3]  David Graham Wastell,et al.  Managing as designing: ‘opportunity knocks’ for the IS field? , 2010, Eur. J. Inf. Syst..

[4]  Jan Marco Leimeister,et al.  Managing an IT carve-out at a multi-national enterprise , 2009, ECIS.

[5]  Guy Fitzgerald,et al.  The turnaround of the London Ambulance Service Computer-Aided Despatch system (LASCAD) , 2005, Eur. J. Inf. Syst..

[6]  Peerasit Patanakul,et al.  Standardized project management may increase development projects success , 2005 .

[7]  Maximilian Röglinger,et al.  Operational and Work System-Related Success Factors for Customer Relationship Management in "Product Sales" and "Solution Sales" - a Descriptive Case Study , 2010, ECIS.

[8]  Tanya V. Bondarouk,et al.  Action-oriented group learning in the implementation of information technologies: results from three case studies , 2006, Eur. J. Inf. Syst..

[9]  Anthony M. Cresswell,et al.  Information systems development as emergent socio-technical change: a practice approach , 2005, Eur. J. Inf. Syst..

[10]  Tiia Vissak,et al.  Recommendations for Using the Case Study Method in International Business Research , 2010 .

[11]  Zahir Irani,et al.  Integrating ERP using EAI: a model for post hoc evaluation , 2005, Eur. J. Inf. Syst..

[12]  Terry Cooke-Davies,et al.  The “real” success factors on projects , 2002 .

[13]  John Wateridge,et al.  IT projects: a basis for success , 1995 .

[14]  Sue Newell,et al.  The process of global knowledge integration: a case study of a multinational investment bank's Y2K program , 2001, Eur. J. Inf. Syst..

[15]  Zahir Irani,et al.  Linking knowledge transformation to Information Systems evaluation , 2005, Eur. J. Inf. Syst..

[16]  Roger Atkinson,et al.  Project management: cost, time and quality, two best guesses and a phenomenon, its time to accept other success criteria , 1999 .

[17]  Henk Akkermans,et al.  Vicious and virtuous cycles in ERP implementation: a case study of interrelations between critical success factors , 2002, Eur. J. Inf. Syst..

[18]  John Wateridge,et al.  How can IS/IT projects be measured for success? , 1998 .

[19]  Yogesh Kumar Dwivedi,et al.  Profile of IS research published in the European Journal of Information Systems , 2008, Eur. J. Inf. Syst..

[20]  Susan Albers Mohrman,et al.  Creating high performance organizations : practices and results of employee involvement and Total Quality Management in Fortune 1000 companies , 1995 .

[21]  Paul B. Cragg,et al.  Benchmarking information technology practices in small firms , 2002, Eur. J. Inf. Syst..

[22]  Nathalie N. Mitev,et al.  A multiple narrative approach to information systems failure: a successful system that failed , 2008, Eur. J. Inf. Syst..

[23]  Ilze Zigurs,et al.  Managing strategic contradictions in hybrid teams , 2007, Eur. J. Inf. Syst..

[24]  Anthony Landale.  Gower handbook of training and development , 1999 .

[25]  Rudy Hirschheim,et al.  A paradigmatic and methodological examination of information systems research from 1991 to 2001 , 2004, Inf. Syst. J..

[26]  K. T. Yeo,et al.  Critical failure factors in information system projects , 2002 .

[27]  Mark Lycett,et al.  Towards the development of a social capital approach to evaluating change management interventions , 2005, Eur. J. Inf. Syst..

[28]  John H. Bishop,et al.  The Recognition and Reward of Employee Performance , 1987, Journal of Labor Economics.

[29]  Ilan Oshri,et al.  Social ties, knowledge sharing and successful collaboration in globally distributed system development projects , 2005, Eur. J. Inf. Syst..

[30]  Peter M. Storm,et al.  High performance projects – A speculative model for measuring and predicting project succes , 2004 .

[31]  Steven Jones,et al.  Understanding IS evaluation as a complex social process: a case study of a UK local authority , 2001, Eur. J. Inf. Syst..

[32]  Wing Lam,et al.  Investigating success factors in enterprise application integration: a case-driven analysis , 2005, Eur. J. Inf. Syst..

[33]  Benito L. Teehankee.  Dale E. Yeatts and Cloyd Hyten. High Performing Self-managed Work Teams: A Comparison of Theory 10 Practice. Thousand Oaks, CA: Sage Publications, Inc., 1998. , 2011 .

[34]  Lavagnon A. Ika.  Project Success as a Topic in Project Management Journals , 2009 .

[35]  Lynette Harris,et al.  Rewarding employee performance: line managers' values, beliefs and perspectives , 2001 .

[36]  Kieran Conboy,et al.  Project failure en masse: a study of loose budgetary control in ISD projects , 2010, Eur. J. Inf. Syst..

[37]  I Chini,et al.  Teaching case: Managing an IT carve out at a multi-national enterprise , 2009 .

[38]  Michael Rosemann,et al.  Factors and measures of business process modelling: model building through a multiple case study , 2005, Eur. J. Inf. Syst..

[39]  Christopher J. Bamber,et al.  Factors affecting successful implementation of high performance teams , 2001 .