مطالعات مدیریت کسب و کار هوشمند

نوع مقاله : مقاله پژوهشی

نویسندگان

1 دکتری، مدیریت فناوری اطلاعات، دانشکده مدیریت و حسابداری، دانشگاه علامه طباطبائی، تهران، ایران.(نویسنده مسئول)؛ m.joneidi@atu.ac.ir

2 عضو هیئت علمی، گروه مدیریت صنعتی، دانشکده مدیریت و حسابداری، دانشگاه علامه طباطبائی، تهران، ایران.

3 عضو هیئت علمی، گروه مدیریت صنعتی، دانشکده مدیریت و حسابداری، دانشگاه علامه طباطبائی، تهران، ایران

چکیده

در کسب‌وکارهای امروزی، پروژه‌ها به‌عنوان بخش مهمی از عملیات کسب‌وکار تلقی می‌شوند؛ بنابراین، موفقیت پروژه‌ها تأثیر مستقیمی بر موفقیت شرکت‌ها دارد؛ بنابراین محققان و متخصصان در تلاش بوده‌اند تا با پیشنهاد و پیاده‌سازی روش‌های مدیریت پروژه، عملکرد پروژه را بهبود بخشند. پژوهش حاضر با هدف پاسخ‌گویی به این سؤال که چگونه می‌توان از طریق لحاظ نمودن حاکمیت فناوری اطلاعات و حاکمیت پروژه، عملکرد پروژه را بهبود بخشید، به رشته تحریر در آمده است. پژوهش با استفاده از روش تحقیق «توصیفی-پیمایشی» با نمونه‌ای متشکل از 183 نفر از کارکنان بانک ملت و با ابزار پرسشنامه و از طریق روش مدل‌سازی معادلات ساختاری و با بهره‌گیری از نرم‌افزارهای Smart PLS و SPSS برای تجزیه‌وتحلیل داده‌ها انجام شده است. نتایج تحقیق حاکی از آن است که هم حاکمیت فناوری اطلاعات و هم حاکمیت پروژه اثر مثبتی بر عملکرد پروژه می‌گذارند. این یافته‌ها شواهدی را برای متخصصان مدیریت پروژه فراهم می‌آورد، مبنی بر این‌که حاکمیت فناوری اطلاعات و حاکمیت پروژه بخشی از راهبرد عملیاتی در تسهیل بخشیدن به موفقیت پروژه‌ها هستند. این پژوهش همچنین اهمیت همسویی راهبردی بین حاکمیت فناوری اطلاعات و حاکمیت پروژه در تقویت عملکرد پروژه را نشان می‌دهد.
 

کلیدواژه‌ها

عنوان مقاله [English]

The Relationship between Project Governance and Information Technology Governance and its Impact on Project Performance

نویسندگان [English]

  • Mahdi Joneidi Jafari 1
  • Mohammad Taghi Taghavifard 2
  • Mohammad Reza Taghva 3

1 Ph.D. of IT Management, Faculty of Management and Accounting, Allameh Tabataba'i University, Tehran.(Corresponding Author: m.joneidi@atu.ac.ir)

2 Faculty Member, Department of Industrial Management, Faculty of Management and Accounting, Allameh Tabataba'i University,Tehran.

3  Faculty Member, Department of Industrial Management, Faculty of Management and Accounting, Allameh Tabataba'i University,Tehran.

چکیده [English]

 
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.
 

کلیدواژه‌ها [English]

  • Project Governance
  • Information Technology Governance
  • Project Performance
  • Strategic Alignment
حسینی دهشیری، ج. و حیدری دهوئی، ج. (1398). استفاده از تئوری اعداد خاکستری در روش‌های تصمیم‌گیری چند شاخصه برای ارزیابی ریسک برون‌سپاری پروژه‌های فناوری اطلاعات. نشریه مطالعات مدیریت کسب‌وکار هوشمند،7(28)، 198-167.
داوری، ع. و رضازاده، آ. (1395). مدل‌سازی معادلات ساختاری با نرم‌افزار PLS. (چاپ سوم). تهران: سازمان انتشارات جهاد دانشگاهی.
محسنین، ش. و اسفیدانی، م. (1393). معادلات ساختاری مبتنی بر رویکرد حداقل مربعات جزئی به کمک نرمافزار Smart-PLS. (چاپ اول) تهران: موسسه کتاب مهربان نشر.
Project Management. Regent Park, UK: Ibis House.
Association for Project Management. (2011). Directing Change: A Guide to Governance of Project Management. (second, Ed.) Regent Park, UK: Ibis House.
Atkinson, R. (1999). Project management: cost, time and quality, two best guesses and a phenomenon, it's time to accept other success criteria. Int. J. Proj. Manag, 17(6), 337–342.
Baker, B., Murphy, D., & Fisher, D. (1988). Factors affecting project success. In D. Cleland, & W. King, Project Management Handbook (pp. 902–919). Inc., NJ: John Wiley & Sons.
Bekker, M., & Steyn, H. (2007). Defining “project governance” for large capital projects. South African. J. Ind. Eng., 20, 81–92.
Besner, C., & Hobbs, B. (2012). An empirical identification of project management toolsets and a comparison among project types. Project Managment Journl, 43(5), 24–46.
Biesenthal, C., & Wilden, R. (2014). Multi-level project governance: trends and opportunities. Int. J. Proj. Manag., 32, 1291–1308.
Brown, W. (2006). IT governance, architectural competency, and the Vasa. Information Management & Computer Security, 14(2), 140–154.
Chan, Y., & Reich, B. (2007). IT alignment: what have we learned? Journal of Information Technology, 22(4), 297–315.
Cooke-Davies, T. (2002). The “real” success factors on projects. International Journal of Project Management, 20(3), 185–190.
Crawford, L., Cooke-Davies, T., Labuschagne, L., Hobbs, B., Remington, K., & Chen, P. (2008). Governance and support in the sponsoring of projects and programs. Project Management Journal, 39(S1), S43–S55.
Curran, C., Niedergassel, B., Picker, S., & Leker, J. (2009). Project leadership skills in cooperative projects. Management Research News, 32(5), 458–468.
Damianides, M. (2005). Sarbanes-Oxley and IT governance: new guidance on IT control and compliance. Information Systems Management, 22(1), 77–85.
Eisenhardt, K. (1989). Agency theory: an assessment and review. The Academy of Management Review, 14(1), 57–74.
Fein, M. (2012). Tunnel vision: “invisible” highways and Boston's “big dig”in the age of privatization. Journal of Planning History, 11(2), 47–69.
Altshuler, A., & Luberoff, D. (2003). Mega-Projects: The Changing Politics of Urban Public Investment. Washington, DC.: Brookings Institution Press.
Association for Project Management. (2004). Directing Change: A Guide to Governance of
Flyvbjerg, B., Bruzelius, N., & Rothengatter, W. (2003). Megaprojects and Risk An Anatomy of Ambition. Cambridge: Cambridge University Press.
Garland, R. (2009). Project Governance: A Practical Guide to Effective Project Decision Making. Philadelphia.: Kogan Page.
Goodale, J., Kuratko, D., & Hornsby, J. (2008). Influence factors for operational control and compensation in professional service firms. Journal of Operations Management, 26(5), 669–688.
Gwillim, D., Dovey, K., & Wieder, B. (2005). The politics of post‐implementation reviews. Information Systems Journal, 15(4), 307–319.
Hardy, G. (2006). Using IT governance and COBIT to deliver value with IT and respond to legal, regulatory and compliance challenges. Information Security Technical Report, 11(1), 55–61.
Hebert, J., & Deckro, R. (2011). Combining contemporary and traditional project management tools to resolve a project scheduling problem. Computers & Operations Research, 38(1), 21–32.
Henderson, J., & Venkatraman, N. (1993). Strategic alignment: leveraging information technology for transforming organizations. IBM Systems Journal, 32(1), 472 - 484. oi:10.1147/sj.382.0472
Hyväri, I. (2006). Project management effectiveness in project-oriented business organizations. International Journal of Project Management, 24(3), 216–225.
IT Governance Institute. (2011). IT Governance Developing a successful governance strategy A Best Practice guide for decision makers in IT. The National Computing Centre - generating best practice. Retrieved from https://www.isaca.org/Certification/CGEIT-Certified-in-the-Governance-of-Enterprise-IT/Prepare-for-the-Exam/Study-Materials/Documents/Developing-a-Successful-Governance-Strategy.pdf
Killen, C., Hunt, R., & Kleinschmidt, E. (2008). Project Portfolio Management for Product Innovation. International Journal of Quality & Reliability Managemen, 25(1), 24–38.
Klakegg, O., Williams, T., Magnussen, O., & Glasspool, H. (2008). Governance frameworks for public project development and estimation. Project Management Journal, 39(1), 27–42.
Kloppenborg, T., Tesch, D., & Manolis, C. (2011). Investigation of the sponsor's role in project planning. Management Research Review, 34(4), 400–416.
Korac-Kakabadse, N., & Kakabadse, A. (2001). IS/IT governance: need for an integrated model. Corporate Governance, 1(4), 9–11.
Larson, E., & Gray, C. (2013). Project Management: The Managerial Process (sixth ed). New York: McGraw-Hill.
Liu, L., & Yetton, P. (2004). The Contingent Effect of Project Governance Mechanisms on Project Delivery Capability and the Level of Control—Evidence From the Construction and IT Services Industries. the PMI Research Conference. London: UK.
Martinsuo, M., & Lehtonen, P. (2007). Role of single-project management in achieving portfolio management efficiency. International Journal of Project Management, 25(1), 56–65.
Meskendahl, S. (2010). The influence of business strategy on project portfolio management and its success—a conceptual framework. International Journal of Project Management, 28(8), 807–817.
Miguel, P. (2008). Implementação da gestão de portfolio de novos produtos: um estudo de caso. Production, 18(2), 388–404.
Miller, R., & Lessard, D. (2001). The Strategic Management of Large Engineering Projects: Shaping Institutions, Risks, and Governance. Massachusetts: The MIT Press.
Morgan, N., Kaleka, A., & Gooner, R. (2007). Focal supplier opportunism in supermarket retailer category management. Journal of Operations Management, 25(2), 512–527.
Müller, R., Pemsel, S., & Shao, J. (2014). Organizational enablers for governance and governmentality of projects: a literature review. International Journal of Project Management, 32(8), 1309–1320.
Packendorff, J. (1995). Inquiring into the temporary organization: new directions for project management research. Scandinavian Journal of Management, 11(4), 319–333.
Park, C., Im, G., & Keil, M. (2008). Overcoming the mum effect in IT project reporting: impacts of fault responsibility and time urgency. Journal of the Association for Information Systems, 9(7), 409–431.
Peterson, R. (2004). Crafting information technology governance. Information Systems Management, 21(4), 7–22.
Project Management Institute. (2013). A Guide to the Project Management Body of Knowledge (PMBOK Guide) (fifth ed). PA: Project Management Institute.
Project Management Institute. (2016). Governance of Portfolios, Programs, and Projects: A Practice Guide. PA: Project Management Institute.
Rau, K. (2004). Effective governance of IT: design objectives, roles, andrelationships. Information Systems Management, 21(4), 35–42.
Riis, E., Hellström, M., & Wikström, K. (2019). Governance of Projects: Generating value by linking projects with their permanent organisation. International Journal of Project Management, 37(5), 652-667.
Robbins, S. (2004). Is Governance. Information Systems Management, 21(4), 81–82.
Sauer, C., & Reich, B. (2009). Rethinking IT project management: evidence of a new mindset and its implications. International Journal of Project Management, 72(2), 182–193.
Schwalbe, K. (2010). Information Technology Project Management (seventh ed). Boston: Cengage Learning.
Simonsson, M., Johnson, P., & Ekstedt, M. (2010). The Effect of IT Governance Maturity on IT Governance Performance. Information Systems Management, 27(1), 10–24.
Sirisomboonsuk, P., Ching Gu, V., Qing Cao, R., & Burns, J. (2018). Relationships between project governance and information technology governance and their impact on project performance. International Journal of Project Management, 36(2), 287-300.
Smith, D., Bruyns, M., & Evans, S. (2011). A project manager's optimism and stress management and IT project success. International Journal of Managing Projects in Business, 4(1), 10–27.
Snow, A., & Keil, M. (2002). The challenge of accurate software project status reporting: a two-stage model incorporating status errors and reporting bias. IEEE Transactions on Engineering Management, 49(4), 491–504.
Symons, C. (2005). IT Governance Framework. Forrester Best Practices, 29.
Thompson, R., Smith, F., & Iacovou, C. (2007). The linkage between reporting quality and performance in IS projects. Information & Management, 44(2), 196–205.
Turner, J., & Keegan, A. (1999). The versatile project-based organization: governance and operational control. European Management Journal, 17(3), 296–309.
Turner, J.R.; Keegan, A. (2001). Mechanisms of governance in the project-based organization: roles of the broker and steward. European Management Journal, 19(3), 254–267.
Ul Haq, S., Gu, D., Liang, C., & Abdullah, I. (2019). Project governance mechanisms and the performance of software development projects: Moderating role of requirements risk. International Journal of Project Management, 37, 533– 548.