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Aligning the project management methodology (PMM) to a particular project is considered to be essential for project success. Many outsourced software projects fail to deliver on time, budget or do not give value to the client due to inappropriate choice of a PMM. Despite the increasing range of available choices, project managers frequently fail to seriously consider their alternatives. They tend to narrowly tailor project categorization systems and categorization criterion is often not logically linked with project objectives. The purpose of this paper is to develop and test a contingency fit model comparing the differences between critical success factors (CSFs) for outsourced software development projects in the current context of traditional plan-based and agile methodologies.

A theoretical model and 54 hypotheses were developed from a literature review. An online Qualtrics survey was used to collect data to test the proposed model. The survey was administered to a large sample of senior software project managers and practitioners who were involved in international outsourced software development projects across the globe with 984 valid responses.

Results indicate that various CSFs differ significantly across agile and traditional plan-based methodologies, and in different ways for various project success measures.

This study is cross-sectional in nature and data for all variables were obtained from the same sources, meaning that common method bias remains a potential threat. Further refinement of the instrument using different sources of data for variables and future replication using longitudinal approach is highly recommended.

Practical implications of these results suggest project managers should tailor PMMs according to various organizational, team, customer and project factors to reduce project failure rates.

Unlike previous studies this paper develops and empirically validates a contingency fit model comparing the differences between CSFs for outsourced software development projects in the context of PMMs.

This study sought to examine the extent to which outsourced contracts, buyer-supplier trust and supplier opportunistic behavior explain supplier performance in Ugandan Public Procuring and Disposing Entities (PDEs). This study was prompted by reports of long lead times, failure to match specifications, late deliveries, poor quality of services delivered, contract violations, and increased supplier cheating. Cross sectional data from 116 central government PDEs concerning outsourced contracts was collected using a self-administered questionnaire. Hierarchical regression was used to indicate what happens to a model that was developed as part of this research as different predictor variables are introduced. The findings revealed that outsourced contracts, buyer-supplier trust, and supplier opportunistic behavior are significant predictors of supplier performance. The study has both managerial and policy implications which are discussed in this paper.

Procurement records are critical for the effective execution of the procurement process and have been applied as tools to measure compliance and performance of Public Procuring and Disposing Entities (PDEs) by the regulating authority in Uganda – the Public Procurement and Disposal of Assets Authority (PPDA). However, the state of records in various Ugandan PDEs depicts poor records management. This situation has adversely affected the effective creation, usage and storage of public procurement records. This compromises the value and importance of records within the procurement process, with most documents being unavailable and unreliable. The purpose of this study is to investigate the relationship between procurement records compliance, effective risk management and records management performance in Ugandan PDEs.

The study adopted a quantitative research design and used a cross-sectional survey. The researchers developed a questionnaire on the study constructs of procurement records compliance, effective risk management and records management performance using measurement scales derived from previous empirical studies which were modified to suit the current study.

The results indicate quantitative evidence of significant positive relationships between procurement records compliance, effective risk management and records management performance. Findings also reveal that procurement records compliance and effective risk management are significant predictors of record management performance. The results also suggest that effective risk management has a stronger influence on records management performance than that on procurement records compliance.

The study context is sub-Saharan Africa, and the findings are, therefore, limited to that context; they reflect existing knowledge in other contexts. The use of a standard questionnaire limited the ability to collect views about information outside the questions asked. The study was only cross-sectional, and the study variables could not be analyzed over a long time. Common methods bias remains a potential threat; future studies should use different source data.

Custodians of procurement records, that is, procurement officers, records officers and accounting officers for Ugandan PDEs need to pay special attention to prevailing records laws and policies to minimize risks associated with the poor management of records, as well as improve performance in the management of records creation, storage, retrieval, access and the preservation of vital records.

The study contributes to an important area which has not been given attention in the context of sub-Saharan Africa, especially Uganda where there is a difficulty of linking the value of records management to business processes due to a lack of quantitative evidence.

The purpose of this paper is to examine the human dimension of project management by establishing the extent to which social networks influence the commitment of project stakeholders. Up to date, project managers still identify inadequate stakeholder commitment to project undertakings as a key antecedent of project failure and so efforts aimed at addressing this challenge are highly valued. The paper therefore explores the use of social networks as one of the possible strategies to enhance project-stakeholder commitment.

The paper adopts a quantitative, cross-sectional study design. Based on responses from 172 project stakeholders who took part in a sample of 92 citizenship projects conducted by major commercial banks in Uganda, hierarchical regression was used to indicate what happens to a model as different predictor variables are introduced The use of specific type of projects minimizes bias in results due to the unique nature of specific projects hence enhances reliability of results.

The results from statistical analysis reveal that social network elements (network transitivity and network degree) are significant predictors of project stakeholder commitment. The results also suggest that network transitivity is a better significant predictor of project-stakeholder commitment than network degree

Project-stakeholder commitment has been widely studied in relation to project performance and the study makes a number of contributions to the theory and study of projects. First and foremost, the paper studied project social networks and project-stakeholder commitment in citizenship projects in commercial banks in Uganda which is a developing country. The study therefore contributes to an understanding of project social networks and project-stakeholder commitment in citizenship projects of commercial banks in a developing country. The implication of the findings is that it provides a different view point of understanding the aspects that affect project commitment. A lot of focus has been placed on improving project performance in Uganda, but none has specifically focussed on building project-stakeholder commitment through the use of project social networks.

Earlier attempts to investigate the impact of social networks on commitment in projects did not study commitment among individuals. Also, no previous empirical study in less developed countries has given special attention to the effect of social networks on project-stakeholder commitment especially in the domain of citizenship projects which have gained a lot of momentum around the globe. The study results indicate that getting concerned with the nature of social networks the project creates and the means it uses to maintain such networks has implications for project-stakeholder commitment.

While the choices available for project management methodologies have increased significantly, questions remain on whether project managers fully consider their alternatives. When project categorization systems and criteria are not logically matched with project objectives, characteristics and environment, this may provide the key reason for why many software projects are reported to fail to deliver on time, budget or do not give value to the client. The purpose of this paper is to identify and categorize critical success factors (CSFs) and develop a contingency fit model contrasting perspectives of traditional plan-based and agile methodologies.

By systematically reviewing the previous literature, a total of 37 CSFs for software development projects are identified from 148 articles, and then categorized into three major CSFs: organizational, team and customer factors. A contingency fit model augments this by highlighting the necessity to match project characteristics and project management methodology to these CSFs.

Within the three major categories of CSFs, individual factors are ranked based on how frequently they have been cited in previous studies, overall as well as across the two main project management methodologies (traditional, agile). Differences in these rankings as well as mixed empirical support suggest that previous research may not have adequately theorized when particular CSFs will affect project success and lend support for the hypothesized contingency model between CSFs, project characteristics and project success criteria.

This research is conceptual and meta-analytic in its focus. A crucial task for future research should be to test the contingency fit model developed using empirical data. There is no broad consensus among researchers and practitioners in categorizing CSFs for software development projects. However, through an extensive search and analysis of the literature on CSFs for software development projects, the research provides greater clarity on the categories of CSFs and how their direct, indirect and moderated effects on project success can be modelled.

This study proposes a contingency fit model and contributes towards developing a theory for assessing the role of CSFs for project success. While future empirical testing of this conceptual model is essential, it provides an initial step for guiding quantitative data collection, specifies detailed empirical analysis for comparative studies, and is likely to improve clarity in debate. Since previous studies have not rigorously assessed the impact of fit between project characteristics, project environment and project management methodology on project success, additional empirically robust studies will help to clarify contradictory findings that have limited theory development for CSFs of software development projects to date.

Previous research for software development projects has frequently not fully incorporated contingency as moderation or contingency as fit (traditional vs agile). This research sets out to develop fully a contingency fit perspective on software development project success, through contrasting traditional plan-driven and agile methodologies. To do this, the paper systematically identifies and ranks 37 CSFs for software projects from 148 journal publications and holistically categorizes them as organizational, team, customer and project factors.

Agile methods have considerably transformed project management. The purpose of this study is to analyze the impact of agile (as compared to plan-driven) methods on customer satisfaction in the context of knowledge-intensive business services.

This study uses a survey examining the experiences of 361 customers with different outsourced software projects in Switzerland and a regression-based model to test the hypotheses.

The findings show that agile approaches can lead to higher customer satisfaction than plan-driven approaches, but the impact size is not as substantial as expected. The effect does not depend on the number of specification changes.

Managers must be aware that merely switching from a plan driven to an agile approach will not lead to substantial improvement in customer satisfaction. Satisfaction with the process is a more important driver of overall customer satisfaction than satisfaction with the service outcome. Thus, providers of knowledge-intensive services should train their employees in recognizing the importance of the cooperation process.

So far, the positive impact of agile methods is often only based on anecdotal evidence as well as on surveys examining the supplier perspective. This study provides support for the positive impact of agile methods on customer satisfaction, an important response variable from a marketing perspective, which has not been examined before in the context considered here.

After reading and discussing this short case, the instructor should do the following: to enable the students to select and evaluate the main strength (sustainable competitive advantage) of an evolving brand whose leading manager needs to appreciate how it can be used to achieve the strategic objective of franchising it despite its challenges; to guide the students in choosing the most appropriate brand name that will sustainably reflect the parent organization’s identity and also retain its growing attractiveness to more event sponsors and other key partners in an environment of conflicting interests; to facilitate the students in choosing the appropriate strategy for strengthening the readiness to franchise and adapt a similar teaching and examining (annual event’s) model in a related course unit from among any of the target audience’s master and bachelor degree at another university elsewhere.

This short case shows how the annual Makerere University Business School (MUBS) hospitality day has evolved into a potential event franchise, which is attracting more VIPs, the media and demand to also be held in the country’s Vision 2040 cities where the respective campuses are located.

Bachelor (BA, BBA, BSc) and MBA/master degree level.

Teaching Notes are available for educators only.

CSS 12: Tourism and hospitality.