Reporting on software development projects to senior managers and the board.
It is contended that the scale of some in-house software projects (and the potential impact of project failure on an organization's operating capabilities and reputation) is such that the progress of those projects warrants the concentrated attention of senior managers (and possibly, the Board). The...
| Published in: | Abacus Vol. 42; no. 1; pp. 43 - 66 |
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| Main Authors: | , |
| Format: | Article |
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Wiley-Blackwell
Mar2006
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| Subjects: | |
| Online Access: | View this record in EBSCOhost |
| fields | @attributes: recordID: 1 pdfLink: plink: https://search.ebscohost.com/login.aspx?direct=true&db=hlh&AN=20069361&site=ehost-live header: @attributes: shortDbName: hlh uiTerm: 20069361 longDbName: Humanities International Complete uiTag: AN controlInfo: bkinfo: jinfo: jid: 00013072 AUB jtl: Abacus issn: 00013072 maglogo: Y pubinfo: dt: Mar2006 vid: 42 iid: 1 pid: 480 pub: Wiley-Blackwell artinfo: ui: 20069361 10.1111/j.1467-6281.2006.00188.x ppf: 43 ppct: 23 formats: fmt: @attributes: type: P size: 148KB tig: atl: Reporting on software development projects to senior managers and the board. aug: au: Oliver, G. R. Walker, R. G. affil: Lecturer, Business Information Systems, The University of Sydney Professor of Accounting, The University of Sydney su: Computer software development Business information services Executives Maintenance Computer programming management sug: subj: Computer software development Business information services Executives Maintenance Computer programming management keyword: IT corporate governance Management reporting Model charter Reporting templates Software development ab: It is contended that the scale of some in-house software projects (and the potential impact of project failure on an organization's operating capabilities and reputation) is such that the progress of those projects warrants the concentrated attention of senior managers (and possibly, the Board). The article utilizes a case study to illustrate how the adoption of key proposals outlined in the business information systems and software engineering literatures for the management of these projects may not necessarily be effective. This work augments Walker and Oliver (2005 ), which examined the options when accounting for software expenditure and recommended expensing for consistent treatment. This article then reviews the ‘information needs’ of senior managers, and presents a set of six reporting templates to facilitate the effective monitoring of progress of software projects (including post-migration expenditure on system enhancements and maintenance, and efforts to capture planned benefits). In some circumstances, the scale and risks associated with software development projects warrant oversight of these projects by the Board, possibly through the establishment of specialist ‘IT governance’ subcommittees. Accordingly, a model charter for an IT governance committee is presented in an appendix. pubtype: Academic Journal doctype: Article src: R language: English refInfo: copyright: @attributes: flag: Y custom: Copyright of Abacus is the property of Wiley-Blackwell and its content may not be copied or emailed to multiple sites without the copyright holder's express written permission. Additionally, content may not be used with any artificial intelligence tools or machine learning technologies. However, users may print, download, or email articles for individual use. item: Abacus holder: Wiley-Blackwell dt: @attributes: year: 2006 holdings: @attributes: islocal: N |
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