Software project dynamics: an integrated approach
Software project dynamics: an integrated approach
When professional standards are lax: the CONFIRM failure and its lessons
Communications of the ACM
Practical programmer: buzzwordism and the epic $150 million software debacle
Communications of the ACM
Blowing the whistle on troubled software projects
Communications of the ACM
The Enterprize Organization: Organizing Software Projects for Accountability and Success
The Enterprize Organization: Organizing Software Projects for Accountability and Success
Managing limited-perspective bias in IT
Strategies for managing IS/IT personnel
Journal of Management Information Systems
Keeping Mum as the Project Goes Under: Toward an Explanatory Model
Journal of Management Information Systems
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The situation of IT project leaders' reluctance to engage in "reality reporting" is examined within a classic organizational behavior framework: the influence of person vs. situational factors on worker behavior. We review the MIS literature to establish that this project reporting problem has been substantiated and creates problems for organizations. Then we detail the foundation underlying Mischel's classic argument regarding the type of situations in which person variables tend to be influential, and we extend a useful conceptual framework for IT managers. Viewing this reporting behavior through the lens provided by Mischel leads to recommendations on how managers can make status reporting in troubled IT projects a stronger situation to influence reality reporting behaviors by project leaders.