Success Criteria Adherence in Information Systems Projects. A Case Study on Brazilian Companies
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Master's Thesis from the year 2017 in the subject Business economics - Business Management, Corporate Governance, grade: A, Methodist University of Piracicaba (Business and Organization Management), course: Master in Business Administration, language: English, abstract: The objective of this paper is to raise practices and success criteria considered to be at the literature vanguard regarding success in information system (IS) projects performance. Besides, this work also aims to evaluate success criteria adherence from a sample of large Brazilian companies of various economic segments. In ord...
Master's Thesis from the year 2017 in the subject Business economics - Business Management, Corporate Governance, grade: A, Methodist University of Piracicaba (Business and Organization Management), course: Master in Business Administration, language: English, abstract: The objective of this paper is to raise practices and success criteria considered to be at the literature vanguard regarding success in information system (IS) projects performance. Besides, this work also aims to evaluate success criteria adherence from a sample of large Brazilian companies of various economic segments. In order to support this study the author interviewed senior project management professionals with background in IS project, totaling seventeen different companies surveyed. From the results collected in this research, it was possible to infer that, in general, companies adopt formal practices to measure their IS projects results. However, most companies still analyze their projects from the unique point of view of their implementation, based on the so-called triple constraint concept, represented by cost, time and requirements (scope) indicators. Measurement concepts considered more advanced, especially those related to the expansion of the success analysis on more general aspects of the organization, such as the impacts brought by the projects to the enterprise processes, as well as on the strategic goals, however, are not yet majorities. Finally, there was a more restricted set of practices with even less occurrences, but which indicates that, at least in part, Brazilian companies adopt the most avant-garde concepts in their fullness. Based on these findings, this study stratified the practices presented in three distinct sets, presenting as a suggestion that companies adopt as a way to obtain better result at least the first two.
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