Abstract
The prevailing trend in ISD is one of poor project performances, with budget overruns commonly in excess of 300 % and many failing altogether. To address this trend ISD research always focuses on the ISD process, user involvement and the people involved. Rarely, if ever are wider organisational processes questioned. This paper argues for a cohesive and ongoing inclusion of wider organisational factors in efforts to address and improve ISD project performance. Given the poor budgetary performance of ISD projects, budgeting is one that we feel requires particular attention. Contemporary research in budgeting (e.g. Beyond Budgeting) and in ISD (e.g. agile methods) attempts to address similar issues albeit from a different angles. This paper draws on two case studies of seven ISD teams to apply the Beyond Budgeting model to an ISD environment. We demonstrate the value of using the Beyond Budgeting model to develop a cohesive research agenda within ISD used to identify gaps and suggest improvements to agile methods, probably the most well-known and accepted contemporary ISD approach.
Access this chapter
Tax calculation will be finalised at checkout
Purchases are for personal use only
References
Abrahamsson P, Conboy K, Wang X (2009) Lots done, more to do: the current state of agile systems development research. Eur J Inform Syst 18(4):281–284
Agerfalk PJ, Fitzgerald B, Slaughter SA (2009) Flexible and distributed information systems development: state of the art and research challenges introduction. Inform Syst Res 20(3):317–328
Ahituv N, Hadass M, Neumann S (1984) A flexible approach to information system development. MIS Quarterly 8(2):69–78
Avison DE, Fitzgerald G (2003) Where now for development methodologies? Comm ACM 46(1):78–82
Boehm B, Turner R (2004) Balancing agility and discipline: a guide for the perplexed. Addison-Wesley, Boston
Bogsnes B (2009) Implementing beyond budgeting: unlocking the performance potential. Wiley, New Jersey
Cockburn A (2007) Agile software development: the cooperative game. Addison-Wesley, Boston
Conboy K (2009) Agility from first principles: reconstructing the concept of agility in information systems development. Inform Syst Res 20(3):329–354
Conboy K, Fitzgerald B (2004) Toward a conceptual framework of agile methods. In: Xp/Agile Universe 2004, proceedings, 3134, pp 105–116
Crowston K (1997) A coordination theory approach to organizational process design. Organ Sci 8:157–175
Dove R (2001) Response agility—the language, structure, and culture of the agile enterprise. Wiley, New York
Drucker P (1988) The coming of the new organization. Harv Bus Rev 66(1):45–53
Dugdale D, Lyne S (2006) Budgeting. Financ Manag (14719185):32–35
Dybå T, Dingsøyr T (2008) Empirical studies of agile software development: a systematic review. Inform Software Technol 50(9–10):833–859
Fitzgerald B, Hartnett G, ConboY K (2006) Customising agile methods to software practices at Intel Shannon. Eur J Inform Syst 15(2):200–213
Gladden GR (1982) Stop the life-cycle, I want to get off. Software Eng Notes 7(2):35–39
Gulati R, Oldroyd JB (2005) The quest for customer focus. Harv Bus Rev 83(4):92–101
Gurton A (1999) Bye bye budget. Account Int, March
Hansen SC, Otley DT, Van Der Stede WA (2003) Practice developments in budgeting: an overview and research perspective. J Manag Account Res 15:95–116
Hope J, Fraser R (2003) Beyond budgeting: how managers can break free from the annual performance trap. Harvard Business School Press, Boston, MA
Ishida J (2006) Team incentives under relative performance evaluation. J Econ Manag Strat 15(1):187–206
Jensen MC (2003) Paying people to lie: the truth about the budgeting process. Eur Financ Manag 9(3):379–406
Kautz K, Madsen S, Nørbjerg J (2007) Persistent problems and practices in information systems development. Inform Syst J 17(3):217–239
Keil M, Im GP, Mahring M (2007) Reporting bad news on software projects: the effects of culturally constituted views of face-saving. Inform Syst J 17(1):59–87
Knight D, Durham CC, Locke EA (2001) The relationship of team goals, incentives, and efficacy to strategic risk, tactical implementation, and performance. Acad Manage J 44:326–338
Larman C, Vodde B (2008) Scaling lean & agile development. Addison-Wesley, Upper Saddle River, NJ
Lee G, Xia W (2010) Toward agile: an integrated analysis of quantitative and qualitative field data on software development agility. MIS Quarterly 34:1
Lohan G, Conboy K, Lang M (2010) Beyond budgeting and agile software development: a conceptual framework for the performance management of agile software development teams. International Conference on Information Systems, St Louis
Maruping LM, Zhang XJ, Venkatesh V (2009) Role of collective ownership and coding standards in coordinating expertise in software project teams. Eur J Inform Syst 18(4):355–371
McFarland KR (2008) Should you build strategy like you build software? MIT Sloan Manag Rev 49(3):69–74
Miles M, Huberman A (1994) Qualitative data analysis: an expanded sourcebook, 2nd edn. Sage, London
Mintzberg H (2009) Rebuilding companies as communities. Harv Bus Rev 87(7/8):140–143
Mishra D, Mishra A (2009) Effective communication, collaboration, and coordination in eXtreme programming: human-centric perspective in a small organization. Hum Factors Ergon Manuf 19(5):438–456
Moe NB, Dingsoyr T, Dyba T (2010) A teamwork model for understanding an agile team: a case study of a Scrum project. Inform Software Technol 52(5):480–491
O’Brien R (1999) Living with budgeting. Manag Account 77:22
Pan G, Pan SL, Newman M, Flynn D (2006) Escalation and de-escalation of commitment: a commitment transformation analysis of an e-government project. Inform Syst J 16(1):3–21
Poppendieck M, Poppendieck T (2010) Leading lean software development: results are not the point. Addison-Wesley, Upper Saddle River, NJ
Rubinstein D (2007) Standish group report: there’s less development chaos today. Software Dev Times 169:1–2
Sommerville I (2007) Software engineering, 8th edn. Pearson Education Limited, Essex, England
Wallander J (1999) Budgeting—an unnecessary evil. Scand J Manag 15:402–421
Walsham G (2006) Doing interpretive research. Eur J Inform Syst 15(3):320–330
Yin RK (2003) Case study research: design and methods. Sage, Thousand Oaks, CA
Acknowledgments
This work was supported, in part, by Science Foundation Ireland grant 03/CE/11855 (for CSET2) to Lero, the Irish Software Engineering Research Centre (http://www.lero.ie)
Author information
Authors and Affiliations
Corresponding author
Editor information
Editors and Affiliations
Rights and permissions
Copyright information
© 2013 Springer Science+Business Media, LLC
About this paper
Cite this paper
Lohan, G., Lang, M., Conboy, K. (2013). A Performance Management Model for Agile Information Systems Development Teams. In: Linger, H., Fisher, J., Barnden, A., Barry, C., Lang, M., Schneider, C. (eds) Building Sustainable Information Systems. Springer, Boston, MA. https://doi.org/10.1007/978-1-4614-7540-8_23
Download citation
DOI: https://doi.org/10.1007/978-1-4614-7540-8_23
Published:
Publisher Name: Springer, Boston, MA
Print ISBN: 978-1-4614-7539-2
Online ISBN: 978-1-4614-7540-8
eBook Packages: Computer ScienceComputer Science (R0)