A scientific methodology for MIS case studies
MIS Quarterly
The productivity paradox of information technology
Communications of the ACM
The dimensions and correlates of systems development quality
SIGCPR '94 Proceedings of the 1994 computer personnel research conference on Reinventing IS : managing information technology in changing organizations: managing information technology in changing organizations
The balanced scorecard: a foundation for the strategic management of information systems
Decision Support Systems
Evolving a new theory of project success
Communications of the ACM
Dimensions of information systems success
Communications of the AIS
Predicting Maintenance Performance Using Object-Oriented Design Complexity Metrics
IEEE Transactions on Software Engineering
Assessing the Validity of IS Success Models: An Empirical Testand Theoretical Analysis
Information Systems Research
An Approach to Evaluating E-Business Information Systems Projects
Information Systems Frontiers
A Model for Evaluating E-Commerce Based on Cost/Benefit and Customer Satisfaction
Information Systems Frontiers
The Delphi method as a research tool: an example, design considerations and applications
Information and Management
IT Failure Rates--70% or 10-15%?
IEEE Software
The Standish report: does it really describe a software crisis?
Communications of the ACM - Music information retrieval
Measuring Information Systems Delivery Quality
Measuring Information Systems Delivery Quality
The DeLone and McLean Model of Information Systems Success: A Ten-Year Update
Journal of Management Information Systems
Information Technology Project Management and Project Success
International Journal of Information Technology Project Management
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Determining the contribution of information system (IS) projects is a difficult endeavour. This research presents a framework for evaluating and measuring IS project performance that seek to address this problem while moving away from the reliance on the traditional assessment method (time, cost, specifications). When IS projects fail or succeed is difficult to determine what conditions enabled the outcome. However, if we are to develop a higher level of IS project management competence we need frameworks that can help in assessing IS project outcomes while critically reflecting and learning from IS project management practices. The Project Performance Scorecard (PPS) recommended here is one framework that can help to advance our understanding IS project management and evaluation approaches. This framework integrates concepts from existing models of IS success, the Balanced Scorecard and project management practices. A case study approach is used to illustrate the use of the PPS, and offers insights into how it can be useful in assessing the performance of IS projects.