Factors of Successful Management of Information Systems Development Projects

The tradition on IS research has established the so called iron triangle , the three dimensions that characterize the project management success (PMS) if it is delivered on time, within the budget and according to specifications. However, less attention has been given to the continuum characterized by deviations from the baseline from each of these three dimensions. This paper draws on the definition of the PMS continuum and analyzes four potential factors that may influence PMS: team, project manager, project, and portfolio. We develop hypotheses and test them in a hierarchical linear regression using a sample of 899 IS projects of a leading bank, collected between January, 2014 and December, 2015. Besides proposing and discussing a new continuous PMS indicator, we identify factors that influence IS PMS positively (project size, duration, postponement, and project manager formal power) and negatively (team size and team allocation dispersion). The results suggest guidance of team members’ allocation

Trust and Distrust in Big Data Recommendation Agents

Big data technology allows for managing data from a variety of sources, in large amounts, and at a higher velocity than before, impacting several traditional systems, including recommendation agents. Along with these improvements, there are concerns about trust and distrust in RA recommendations. Much prior work on trust has been done in IS, but only a few have examined trust and distrust in the context of big data and analytics. In this vein, the purpose of this study is to study the eight antecedents of trust and distrust in recommendation agents’ cues in the context of the Big Data ecosystem using an experiment. Our study contributes to the literature by integrating big data and recommendation agent IT artifacts, expanding trust and distrust theory in the context of a big data ecosystem, and incorporating the constructs of algorithm innovativeness and process transparency

Alinhamento Estratégico de Projetos de Tecnologia da Informação em Empresas Globais de Varejo – Gestão de Demandas de TI

O Contexto de varejo global é bastante dinâmico. Com desenvolvimento de ambientes cada vez mais tecnológicos, o volume da demanda por projetos de Tecnologia da Informação (TI) que apoiem às estratégias de negócios em seus vários níveis: globais, e locais, também tem aumentado, fazendo com que a área de TI se torne um gargalo. Neste contexto este relato técnico tem por objetivo identificar as contribuições dos processos de gestão de portfólio de projetos de tecnologia implementados  a partir da criação da área de Gestão de Demandas de TI em uma empresa de varejo multinacional

Alinhamento Estratégico de Projetos de Tecnologia da Informação em Empresas Globais de Varejo – Gestão de Demandas de TI

O Contexto de varejo global é bastante dinâmico. Com desenvolvimento de ambientes cada vez mais tecnológicos, o volume da demanda por projetos de Tecnologia da Informação (TI) que apoiem às estratégias de negócios em seus vários níveis: globais, e locais, também tem aumentado, fazendo com que a área de TI se torne um gargalo. Neste contexto este relato técnico tem por objetivo identificar as contribuições dos processos de gestão de portfólio de projetos de tecnologia implementados  a partir da criação da área de Gestão de Demandas de TI em uma empresa de varejo multinacional

IT indicators and organizational performance: a study of the retail sector in Brazil

Technology as a means to meet the needs of an increasingly competitive and demanding market is a reality. This is also true in the retail context. Due to this increases the IT importance that needs to be managed in an increasingly efficient and transparent way to the business areas. As IT becomes more strategic Information Technology management indicators need to be increasingly aligned with business strategy and become once they are an important communication tool in the operating, projects and innovation dimensions. The aim of this study is to identify the importance of IT indicators in a retail company and its relationship with organizational performance. To meet this goal, this study aimed to identify the use of IT performance indicators related to large companies performance in the retail sector. The results showed that: (1) the management of IT indicators in retail is still related to operational management of IT; (2) the performance and value of IT as a whole is still measured based on perception; and (3) the use of IT performance indicators related to business can help IT value of communication in organizations