Software development projects still fail at an unacceptable rate although prior studies have identified
critical success factors needed for project success. This study contributes to the project management
literature by providing further insight into the nature and role of ‘top management support’ (TMS),
which is widely recognised as one critical factor in the success of software development projects. The
study seeks insight into the nature and role of TMS from the perspective of software development
project managers and their perceptions of actions required by top management in facilitating project
success. A qualitative case-based approach was employed. Sixteen top management ‘actions’ are
identified, and subsequently framed by a conceptual model consisting of three top management roles:
strategy, facilitate and lead. The study represents the first stage of an ongoing research program. The
model will be tested in the Asia-Pacific region in the second stage. The expected final outcome of the
research program is a framework that will support project environments by defining top management
actions needed to support a software development project in different stages of the life of a project.
Madanayake, Ochini; Gregor, Shirley; Hayes, Colleen; and Frazer, Steven, "The business intelligence competence centre as an interface between IT and user departments in maintenance and release development" (2009). ECIS 2009 Proceedings. 85.