Interdependencies and IS programme coordination and control

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dc.contributor.authorKhan, Muhammad Rasheeden_NZ
dc.contributor.authorFernández, Walter Den_NZ
dc.contributor.authorJiang, James Jen_NZ
dc.date.accessioned2014-12-04T01:20:09Z
dc.date.available2014-12-04T01:20:09Z
dc.date.copyright2014en_NZ
dc.date.issued2014en_NZ
dc.description.abstractProgramme management has been historically employed as preferred means for design, development and implementation of large, complex Information Systems (IS). An oft cited rationale of programme management is coordination across multiple projects and related operational activities. Coordination is an information exchange activity that allows stakeholders to gain control over interdependent programme activities. While coordination and control have been examined separately in IS project management context, there is a need to understand the process of their interplay. An important concept that links coordination and control is dependencies among programme actors, tasks and resources. We suggest a field study based exploration of dependencies in IS programmes that is expected to explain the process of coordination and control in IS programme and in doing so we can extend the coordination theory.en_NZ
dc.identifier.citationProceedings of the 25th Australasian Conference on Information Systems, 8th - 10th December, Auckland, New Zealand
dc.identifier.isbn978-1-927184-26-4
dc.identifier.urihttps://hdl.handle.net/10292/8088
dc.publisherACIS
dc.rights.accessrightsOpenAccess
dc.titleInterdependencies and IS programme coordination and controlen_NZ
dc.typeConference Contribution
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Proceedings of the 25th Australasian Conference on Information Systems, 8th - 10th December, Auckland, New Zealand