Article Per Year (5 Year)
p-Index From 2021 - 2026
0
P-Index
This Author published in this journals
All Journal International Journal of Supply Chain Management
Ronald Tumuhairwe
Department of Procurement and Logistics Management Faculty of Computing and Management Science Makerere University Business School
Decision Sciences, Operations Research & Management Engineering Environmental Science Industrial & Manufacturing Engineering Transportation

Published : 1 Documents Claim Missing Document
Claim Missing Document
Check
Articles

Found 1 Documents
Search

 1 
The Moderating Influence of Inherent Project Risk on the Relationship between Project Planning and Perceived Project Success Arthur Ahimbisibwe; Wilson Tusiime; Ronald Tumuhairwe
International Journal of Supply Chain Management Vol 4, No 3 (2015): International Journal of Supply Chain Management (IJSCM)
Publisher : International Journal of Supply Chain Management

Show Abstract | Download Original | Original Source | Check in Google Scholar | Full PDF (13.161 KB)

Abstract

Project planning is considered to be a critical success factor for project success. However, recent literature questions whether planning has similar importance in various project contexts. This research investigates the effectiveness of project planning on project success in various project risk contexts of software development projects. A survey based research design was used to collect data to test the proposed model. The results reveal that various inherent project risks can moderate the effects of project planning on project success and in different ways for various success measures. More specifically, the results indicate that project planning makes a greater contribution to project success when there is a low level of inherent project risk and its positive impact on project success diminishes when there is a high level of inherent project risk. The results of this study contribute to a more acute understanding of the contingency approach to software project risk management. Practical implications of these results suggest that project managers should put more emphasis on less detailed formal planning in high risk project situations in order to meet project success.
Co-Authors Arthur Ahimbisibwe Wilson Tusiime