Software risk management
A framework for identifying software project risks
Communications of the ACM
Issues and opinion on structural equation modeling
MIS Quarterly
The psychological origins of perceived usefulness and ease-of-use
Information and Management
Components of Software Development Risk: How to Address Them? A Project Manager Survey
IEEE Transactions on Software Engineering
Information Systems
Software Risk Management: Principles and Practices
IEEE Software
Coordinating Expertise in Software Development Teams
Management Science
Software project risks and their effect on outcomes
Communications of the ACM - Human-computer etiquette
The one-minute risk assessment tool
Communications of the ACM - Bioinformatics
Understanding software project risk: a cluster analysis
Information and Management
Journal of Management Information Systems - Special section: Strategic and competitive information systems
Toward an assessment of software development risk
Journal of Management Information Systems - Special section: Strategic and competitive information systems
Project Management: A Systems Approach to Planning, Scheduling, and Controlling
Project Management: A Systems Approach to Planning, Scheduling, and Controlling
Identifying Software Project Risks: An International Delphi Study
Journal of Management Information Systems
An Integrative Contingency Model of Software Project Risk Management
Journal of Management Information Systems
Information Technology Competence of Business Managers: A Definition and Research Model
Journal of Management Information Systems
The impact of size and volatility on IT project performance
Communications of the ACM
Exploring the interaction effects of social capital
Information and Management
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Efficiently delivering expected performance from information technology projects remains a critical challenge for many organizations. Improving our understanding of how various factors influence project performance is therefore an important research objective. This study proposes and tests a temporal model of information technology project performance (TMPP). It shows that performance can be better understood by separating risk factors into earlier (a priori) risk factors and later (emergent) risk factors, and modeling the influence of the former on the latter. Project performance, the dependent variable, is measured by considering both process (budget and schedule) and product (outcome) components. The model includes interactions between risk factors, project management practices, and project performance components. The model is tested using partial least squares analysis with data from a survey of 194 project managers. Our results indicate that the TMPP increases explanatory power when compared with models that link risk factors directly to project performance. The results show the importance for active risk management of recognizing, planning for, and managing a priori and emergent risk factors. The finding of a strong relationship between structural risk factors and subsequent volatility shows the need for risk management practice to recognize the interaction of a priori and emergent risk factors. The results confirm the importance of knowledge resources, organizational support, and project management practices, and demonstrate the ways in which they reinforce each other.