Mahdi Joneidi Jafari; Mohammad Taghi Taghavifard; Mohammad Reza Taghva
Abstract
In today's business, projects are considered as an important part of business operations. Thus, the success of projects has a direct impact on the success of the firm. Researchers and practitioners have been attempting to improve project performance by suggesting and implementing several project ...
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In today's business, projects are considered as an important part of business operations. Thus, the success of projects has a direct impact on the success of the firm. Researchers and practitioners have been attempting to improve project performance by suggesting and implementing several project management methods and methodologies. The present research is written to answer the question of how to improve Project performance through the consideration of information technology governance and project governance. The research was conducted using a descriptive-survey research method with a sample of 183 employees of Mellat Bank, using a questionnaire, and using structural equation modeling method, using Smart PLS and SPSS software for analyzing data. The research results indicate that both information technology governance and project governance have a positive impact on project performance. These findings provide evidence for project management professionals that information technology governance and project governance are part of an operational strategy to facilitate project success. This research also highlights the importance of strategic alignment between governance and project governance in enhancing project performance.
Mahdi Joneidi Jafari; Saeedi Setayeshi
Abstract
Nowadays, with the development of organizations and complexity of business processes, the management and control of such organizations are much more important than before. Business process models (BPM) typically capture some of the graphical notations, tasks, events, states, and logic of a business ...
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Nowadays, with the development of organizations and complexity of business processes, the management and control of such organizations are much more important than before. Business process models (BPM) typically capture some of the graphical notations, tasks, events, states, and logic of a business process control flow. Business process models are key artifacts in the development of information systems. While one of their main purposes is to facilitate communication among stakeholders, little is known about the factors that influence their comprehension by human agents. Among the various factors that affect the understandability and comprehension of business process modeling, this paper deals with two factors: a reader’s cognitive style and theoretical knowledge on business process modeling. The research examines the cognitive style index (CSI) differences and how styles relate to their scores in process model understandability. This study is a descriptive-survey research and was carried out in Mellat Bank’s Information Technology and Plan and Program Management by selecting 183 samples using a questionnaire. The results showed that a high percentage of respondents had an adaptive cognitive style (60 people, 33%), 85 respondents (46%) were at level 2 of theoretical knowledge about BPM and BPMN2.0, and only 6% were in level 4. The results also indicate a significant difference between intuitive and analytic samples with respect to the level of BPM understandability. There was also a significant relationship between theoretical knowledge of business process modeling and their understanding of the model.
