Abstract
The notion of project management maturity (PMM) is central to the understanding of project success in general and information systems (IS) projects in particular. Yet, while the professional press assumes for years a positive relationship between PMM level and IS project success, this relationship is still not well understood in the IS literature. Drawing on project management maturity perspective and IS contingency view from Organization Theory, we formulate a model articulating the relationship between PMM levels and IS project success and the moderating role of IS project risk profile. To validate the model we survey 125 IT projects in North America. PLS method will be used and our analysis of the measurement and structural model will be conducted We theorize that the impact of PMM level on IS project success is moderated by IS project risk profile. The potential implications of these results on research and practice are also discussed.
Recommended Citation
BAHLI, BOUCHAIB; Sidenko, Svetlana; and Borgman, Hans, "Can Project Management Maturity Endure Project Risk? A Strategic Perspective of IS Project Success" (2011). ICIS 2011 Proceedings. 3.
https://aisel.aisnet.org/icis2011/proceedings/organization/3
Can Project Management Maturity Endure Project Risk? A Strategic Perspective of IS Project Success
The notion of project management maturity (PMM) is central to the understanding of project success in general and information systems (IS) projects in particular. Yet, while the professional press assumes for years a positive relationship between PMM level and IS project success, this relationship is still not well understood in the IS literature. Drawing on project management maturity perspective and IS contingency view from Organization Theory, we formulate a model articulating the relationship between PMM levels and IS project success and the moderating role of IS project risk profile. To validate the model we survey 125 IT projects in North America. PLS method will be used and our analysis of the measurement and structural model will be conducted We theorize that the impact of PMM level on IS project success is moderated by IS project risk profile. The potential implications of these results on research and practice are also discussed.