TY - JOUR
T1 - Governing intra-project modular interdependencies in isd projects
T2 - A control theory perspective
AU - Subasinghage, Maduka
AU - Sedera, Darshana
AU - Srivastava, Shirish C.
N1 - Publisher Copyright:
© 2021 by the Association for Information Systems.
PY - 2021
Y1 - 2021
N2 - Though information systems development (ISD) projects use modularization as an approach to better manage complex tasks by decomposing them into simpler intra-project modules, we lack clearly established modalities for managing such modularized ISD projects. Adopting a control theory perspective and leveraging a case study research approach, we unearth the underlying “control mechanisms” that an organization leveraged to manage eight modularized ISD projects. Specifically, we explore the intra-project modular dependencies that the projects’ business requirement documents indicated and use results from semi-structured interviews with project members to identify the corresponding control mechanisms. Our results indicate that, in scenarios with a low level of intra-project modular interdependencies, formal outcome and formal behavior constitute the preferred control mechanisms. However, specific situations related to flexible project practices and volatile client requirements may mi nimize the level of formal outcome and formal behavior control mechanisms in such projects. A low level of interdependencies between intra-project modules minimizes the need for informal clan control; nonetheless, informal clan-control mechanisms may help team members understand project requirements in a shared manner. Projects with a high level of interdependencies between intra-project modules have a high level of informal clan control. However, in some situations, projects with a high level of intra-project modular interdependencies have a low level of informal clan control often due to time pressures. Organizations may govern projects with a high level of intra-project modular interdependencies and poor structures through an enabling control style. Organizations can effectively govern projects with a low level of intra-project modular interdependencies through authoritative control style except in the projects where they assign team members to multiple projects simultaneously. By leveraging control theory to examine the intra-project modular dependencies, we add to the ongoing discourse on control theory and ISD project governance.
AB - Though information systems development (ISD) projects use modularization as an approach to better manage complex tasks by decomposing them into simpler intra-project modules, we lack clearly established modalities for managing such modularized ISD projects. Adopting a control theory perspective and leveraging a case study research approach, we unearth the underlying “control mechanisms” that an organization leveraged to manage eight modularized ISD projects. Specifically, we explore the intra-project modular dependencies that the projects’ business requirement documents indicated and use results from semi-structured interviews with project members to identify the corresponding control mechanisms. Our results indicate that, in scenarios with a low level of intra-project modular interdependencies, formal outcome and formal behavior constitute the preferred control mechanisms. However, specific situations related to flexible project practices and volatile client requirements may mi nimize the level of formal outcome and formal behavior control mechanisms in such projects. A low level of interdependencies between intra-project modules minimizes the need for informal clan control; nonetheless, informal clan-control mechanisms may help team members understand project requirements in a shared manner. Projects with a high level of interdependencies between intra-project modules have a high level of informal clan control. However, in some situations, projects with a high level of intra-project modular interdependencies have a low level of informal clan control often due to time pressures. Organizations may govern projects with a high level of intra-project modular interdependencies and poor structures through an enabling control style. Organizations can effectively govern projects with a low level of intra-project modular interdependencies through authoritative control style except in the projects where they assign team members to multiple projects simultaneously. By leveraging control theory to examine the intra-project modular dependencies, we add to the ongoing discourse on control theory and ISD project governance.
KW - Control
KW - Coupling
KW - Information Systems Development
KW - Interdependencies
KW - Modularization
UR - http://www.scopus.com/inward/record.url?scp=85115785256&partnerID=8YFLogxK
U2 - 10.17705/1CAIS.04907
DO - 10.17705/1CAIS.04907
M3 - Article
AN - SCOPUS:85115785256
SN - 1529-3181
VL - 49
SP - 156
EP - 193
JO - Communications of the Association for Information Systems
JF - Communications of the Association for Information Systems
M1 - 9
ER -