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The Impact of Project Management Practices and Project Sponsorship on Project Performance

The Impact of Project Management Practices and Project Sponsorship on Project Performance
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Author(s): David Bryde (Liverpool JM University, UK) and David Petie (Principal Consultant, Petie Ltd, UK)
Copyright: 2006
Pages: 5
Source title: Emerging Trends and Challenges in Information Technology Management
Source Editor(s): Mehdi Khosrow-Pour, D.B.A. (Information Resources Management Association, USA)
DOI: 10.4018/978-1-59904-019-6.ch266
ISBN13: 9781616921286
EISBN13: 9781466665361

Abstract

Performance of Information Technology Projects Globally, reports of poor project performance of Information Technology (IT) are common. In the US a report of the Standish Group (2003) on IT projects cites that success rates are 34%. Whilst this is a 100% improvement since 1994, when only 16% were classed as successful, it still means that, in the words of the report, 15% of all projects are “failures” and 51% are “challenged” i.e. only partly successful. Furthermore the percentage overrunning or not providing the required functionality/ features had increased since 2000. This raises the question, how does the level of performance of IT projects compare with other types of projects? Reports from other sources suggest poor performance is just as much an issue for other types of projects. In the UK the issue of poor performance has been identified in both public/private sectors. In the public sector The Office of Government Commerce (OGC) (2004) identified continuing weakness in project delivery in the Improving Programme and Project Delivery (IPDD) Report. Whilst in the private sector the reports by Latham (1994) and Egan (1998) highlighted poor performance in the Construction sector. However there has been little comparative analysis of performance of IT and other types of project, which leads to the first research question addressed in this study: How do IT projects perform in comparison to other types of projects?

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