Vital Roy

A resource-based analysis of IT sourcing

This paper studies the relationships between the choice of a sourcing mode for information systems, the value of the resources used in systems development activities and the presence of those resources at a sufficient level within the firm. The objective is to better understand the factors underlying the decision to keep the development of an information system inside the firm or to entrust it to an outside partner. A sourcing model is proposed using the resource-based theory. A case study is used to illustrate the concepts included in the research model. Data from this case illustrate how the model could be used to predict the appropriate sourcing mode, given the availability of the necessary resources and their strategic value.

A resource based view of the information systems sourcing mode

This paper studies the relationships between the choice of a sourcing mode for information systems, the value of the resources used in systems development activities and the presence of those resources at sufficient level within the firm. The objective is to better understand the factors underlying the decision to keep the development of an information system inside the firm or to entrust it to an outside partner. A sourcing model is proposed using the resource-based theory. Two case studies drawn from a larger study are used to illustrate the concepts used in the research model. Data from these two projects illustrate how the model could be used to predict the sourcing mode retained by the managers for each project, given the availability of the necessary resources and the strategic value of the future system.

The high wire balancing act of the IS project director

The implementation of a cross-functional enterprise system requires a more sustained and comprehensive change management program than does classical Information System (IS) application development. The tools and techniques used in such projects will presumably differ accordingly, as will the roles and responsibilities of each project contributor. The objective of this exploratory research is to elucidate the main managerial roles played by internal project directors in the implementation of a cross-functional enterprise system. To this effect, we will compare the roles of project directors involved in high organizational transformation projects with project directors participating in IS projects involving little transformation.We found that in order to comply with the allotted budget and schedule, project directors alternately adopt transactional and transformational management styles. In an IS project marked by a high level of organizational change, the transformational roles of the internal project director are more prevalent than in IS projects that entail modest organizational transformation. The impact of this type of project on the organizational culture requires a new breed of project director, capable of mastering both the technological and the organizational complexity of such projects, while at the same time coordinating the involvement of numerous contributors such as end-users, functional managers, software package suppliers and integrators. Conversely, within a low organizational transformation project, the internal project director plays both transformational and transactional roles to differing degrees, yet transactional roles prevail. Contrary to our expectations, however, in high organizational transformation projects, the transactional roles and the transformational roles were manifested to a comparable extent.

An Agile Method, a Contractual Relationship, and Distance: A Triad of Challenging Conditions for a Successful System Development Project

Abstract This study explores how a thoughtful tailoring of an agile method contributed to the successful development of a complex and unique information system in a context where teams work across organizational and geographical boundaries. More specifically, the findings show how a large consulting firm managed to overcome the ever-elusive business requirement and distance challenges in a contractual relationship with a global client. The tailoring efforts addressed the challenges of working under a fixed-price contractual agreement by managing a total effort umbrella and by continuously aligning the functionalities to be delivered in the overall project with the work to be realized in each sprint; the challenges of working at a distance were met by adding time to the typical one-month sprint, and by developing a rich portfolio of communication tools and practices; and finally, the challenges of working with a global client were mainly dealt with by adopting a “just enough” strategy where a smart communication-oriented documentation was introduced. The findings show that the tailoring efforts addressed the agility needs of the project and resulted in a successful endeavor for all parties.