Stakeholder collaboration and engagement in virtual projects
International Journal of Networking and Virtual Organisations
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While some of the potential benefits of virtual project management practices are known, very few guidelines exist today on what exactly the benefits of virtual versus traditional project management practices are. In response, a quantitative research method using five research questions was used to investigate the perceived advantages and disadvantages of virtual versus traditional project management practice and the influential factors that affect the success or failure of virtual projects. Two of the key research questions examined the relationship between the influential factors and project management practices. The project success or failure was the dependent variable. The business and practical aspects of project management were the two sets of independent variables. A random sample of 644 IT project managers from the Project Management Institute, Information Systems Specific Interest Group completed an online survey. The integrated framework theory was used, along with a combination of t test, Spearman rank correlation coefficient, and chi-square as the statistical tests to analyze the data. The findings indicated that virtual projects are more capable of achieving successful results than traditional projects in terms of time, budget, and quality. The study outlined the influential factors that were perceived important to prevent virtual projects failure such as communication and the influential factors that were directly correlated with virtual project success such as leadership. By distinguishing between the two types of factors, organizations can rationalize their scarce resources. From a positive social change perspective, organizations that explore the use of virtual projects may see reductions in costs and completion times of projects with a resulting increase in customer satisfaction.