A Theoretical Framework for Selecting IT Projects that Add Business Value

Abstract

The use of Information Technology (IT) continues to grow at an unprecedented rate. However, research continues to detail the high failure rate of IT project implementation, and the poor realisation of business value from IT projects. Frustratingly, the causes of project failure being quoted today are exactly the same as they were twenty years ago, in spite of today¿s increased awareness and use of project management methods. This thesis contends that many of the reasons cited for project failure are really symptoms of a root cause of poor project selection. For example, the frequently quoted failure reasons of badly defined project requirements, and poor project scope, may actually point to the wrong project being implemented. This is confirmed by research, which continues to show that projects are being selected in a haphazard way. To improve the evaluation and selection of IT projects, a new theoretical framework for project evaluation and selection was proposed. This framework details the high-level stages that must be included in any organisation¿s process for project evaluation and selection. The theoretical framework was compared to the current project management practices within a medical devices manufacturing facility in the northwest of Ireland. This was achieved using an empirical, cross-sectional case study of 49 employees who had worked on projects within the organisation. Using the results from the case study, the differences between current practices and theory were then explored. The proposed theoretical framework for project evaluation and selection can serve as a generic process template for other organisations to map their detailed methods and tools to, thereby systematising and optimising their own internal projects selection process.