Theoretical framework dimensions

In order to organize and classify the critical success factors in the theoretical framework, there is a need to define multiple dimensions with separate properties. The critical success factors will be classified according to the Seligmann framework[4] and the dimensions of project success[32]. The what, where, who, how and with what were used to develop the dimensions of the theoretical framework.

What, refers to the objective which is to be covered by defining success in an IT Project and the elements that contribute to the success of an IT project.

Who defines the perspectives to whom the CSF’s are relevant for within the scope of an IT project.

Where, refers to the methodological coverage of these elements within the Seligmann Framework. After the elements that contribute to IT project success have been defined, they will be placed in one or more dimensions of the Seligmann framework based on the level of relevance.

How, defines the work procedure of the activities and tasks to be performed in order to reach the objectives.

With what, defines the Critical Success Factors (CSF’s) that contribute to achieving the goals perceived from different perspectives (who), which are also methodologically accounted for (where). The CSF’s that were determined by extensive theoretical study will be described in chapter 6.

5.1.1 Project Success Framework

In order to be able to make judgments about potential factors that contribute to successful LIS to SOA migration, one needs to understand what is actually meant by project success and how this is measured for projects, and in particular for IT projects and how this relates to the generic software development process of Pressman [33]. The generic steps of the development process of Pressman (fig 14) consist of 5 phases, which are:

Communication – the communication purposes in order to define requirements and all aspects of communication with stakeholders, users and project team during the development process.

Planning – activities regarding the input and output of the project in terms roles, budget, cost, time and deliverables.

Modeling – the modeling activities in order to model and communicate the problem and solution space for the appropriate stakeholders and project team.

Construction – the actual construction of the software which includes generating code and testing.

Deployment – the actual deployment of the software to the client. Support to the different users and administrators of the software in terms of training for usage and management is part of this phase as well.

Figure 13 - Generic Software Development Process

Measuring time, cost and quality against the overall objectives of the project contribute to successful project management [34]. However, project management activities are subordinate to project success and are merely one criterion to measure project success. IT project success can be separated into 4 levels: business success, organizational success, technical success and project management success [32]. Business success depends on the business benefits that are obtained, also defining a clear and shared business statement of what will be regarded as success contributes to business success. Technical success depends on the technical development process and the quality of the delivered end product or system [35] . Organizational success depends on the use process and the impact on the organization in terms of user satisfaction and user support. The level of use is also considered a condition for success from organizational perspective [36]. Also the level of knowledge acquired and support provided to the users during and after the project is mentioned as a critical success factor for project success [37]. The figure below provides an overview of the 4 dimensions and views of project success. Also, the 5 steps of the generic development process were mapped onto the project success framework based on the extent to which each stage of the generic development process contributed to achieving the objective on operational level of the project success dimensions. Based on the activities on operational level, it seems logical to couple modeling & construction to technical success, planning to project management success, communication & deployment to organizational success.

Communication

Planning

Modeling

Construction

Figure 14 - Project Success Framework

5.1.2 Seligmann Framework

In the context of LIS to SOA migration where each of the 4 dimensions of CSF’s determined by utilizing the IT project success Framework, the 6 ways of Seligmann will be used to determine a scientific foundation for these success factors which in the near future could be developed further into a formal methodology. The focus here is to couple the 6 ways with the 4 dimensions of the IT project success framework yet still in the context of LIS to SOA migration. The latter will be described throughout this chapter. Firstly the 6 ways of Seligmann are described as follows[4]:

The way of thinking forms the philosophy behind the methodology of how the world in context of the problem, the solution domain and different perspectives is actually perceived. Also the assumptions and viewpoints of the methodology are described as the way of thinking.

The way of modeling involves the availability of the conceptual modeling methods with its supporting notations and modeling language from different perspectives, altogether with the relationships among the different models.

The way of working structures the way of how information systems are to be developed in terms of operational tasks. It defines the possible strategies, processes and activities which need to be carried out by whom in order to deliver the product. Furthermore, guidelines and principles are provided to follow a structured and uniform way of working.

Generic

Software

Development

Process

Operational

Level

Project Level

Enterprise

Level

business success Business benefits Objective

technical success Success of developement process System quality Modeling & Construction project management

success time, cost and quality Planning

organizational success Organizational impact, Use and user success

Communication & Deployment

The way of controlling deals with the management and managerial aspects during information system development which include general project management, human resource management, evaluation and progress control and monitoring of performance and risk.

The way of supporting involves using tools (CASE tools) to support the activities in the way of working and modeling. Apart from technical studies, the way of supporting can also be perceived as the extent to which the way of working and modeling are being supported by stakeholders and users of the developing system. The level of commitment and support during the project is also an example.

The way of communicating defines how the abstract models designed are visualized and communicated among different layers within the organization. Often a graphical notation is used such as Object Role Modeling (ORM). In the following figure the 6 ways and their interrelations are depicted.