Project management effectiveness: The Choice - formal or informal controls

Susilo, A., Heales, J. and Rohde, F. (2007) Project management effectiveness: The Choice - formal or informal controls. Australasian Journal of Information Systems, 15 1: 153-167.

Attached Files (Some files may be inaccessible until you login with your UQ eSpace credentials)
Name Description MIMEType Size Downloads
UQ135871_OA.pdf Full text (open access) application/pdf 113.32KB 1
Author Susilo, A.
Heales, J.
Rohde, F.
Title Project management effectiveness: The Choice - formal or informal controls
Journal name Australasian Journal of Information Systems   Check publisher's open access policy
ISSN 1449-8618
Publication date 2007
Year available 2007
Sub-type Article (original research)
Open Access Status File (Publisher version)
Volume 15
Issue 1
Start page 153
End page 167
Total pages 15
Editor McDonald, C.
Place of publication University of Canberra
Publisher Australian Computer Society
Collection year 2008
Language eng
Subject C1
700299 Information services not elsewhere classified
0806 Information Systems
Abstract Development failures and runaway projects in the information systems (IS) area can result in substantial losses to organizations, either financially or to a company’s reputation. One important strategy in mitigating risk is the use of effective controls over IS projects. This research investigates the effectiveness of control mechanisms in IS projects, i.e., how they have been established, applied, and how they have evolved throughout the project. We conducted an in-depth study of six information systems projects with six different project managers. We found that formal controls were adopted on project elements with clearly defined project outcomes and informal controls were adopted mainly on project elements that were unclear and often related to people. Furthermore, formal controls were dominant at project initiation and in most cases these controls became less dominant over the project duration. These formal controls were more rigorously applied in external IS projects while informal controls increased in importance throughout the project duration in internally developed projects. We found the existence of informal controls to be very important in helping ensure successful project outcomes.
Q-Index Code C1
Q-Index Status Confirmed Code

Document type: Journal Article
Sub-type: Article (original research)
Collections: Excellence in Research Australia (ERA) - Collection
2008 Higher Education Research Data Collection
UQ Business School Publications
Version Filter Type
Citation counts: Scopus Citation Count Cited 0 times in Scopus Article
Google Scholar Search Google Scholar
Created: Mon, 21 Apr 2008, 16:53:32 EST by Karen Morgan on behalf of UQ Business School