The impact of a disruptive technology implementation on a selection of a project management style in the South African ICT sector
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Date
2019
Authors
Pillay, Rohendrie
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Abstract
Abstract
In this technological era, organisations are expected to be innovative in delivery of projects
in a more aggressive timeframe to remain competitive (Bughin, Chui, & Manyika, 2013). It
must be considered that in the past year, approximately 80% of organisations
implemented disruptive technologies (DT) to increase revenue and maintain a competitive
advantage, however globally, only 26.7% of projects were delivered successfully
(Accenture, 2018). Disruptive technologies are increasing the long-term competitiveness of
a company however it is often associated with volatility, uncertainty, complexity and
ambiguity (Danneels, 2004). Disruptive technologies are implemented through projects
however there is a gap of how this technology influences a PMM selection (Pajares, Poza,
Villafañez, & López-Paredes, 2017). The purpose of this study was to investigate what
influences disruptive technologies project management style selection and how this
impacts the competencies that are relevant.
The study focused on a Multi-national Information and Communication Technology
organisation in South Africa (SA), whereby, two subsidiaries participated in the case study
that concentrated on three disruptive technologies such as Internet of Things, Cloud
Computing and Robotic Processing Automation. Literature has revealed that both
traditional and agile methodologies have been popular, yet has been unproven to
successfully implement disruptive technology (Pajares et al., 2017). On the other hand,
the hybrid approach even though it’s at its infancy has been shown to manage
expectations in delivering a more successful project (Grushka-Cockayne, 2015)
The study also addresses the need for PM’s to have the appropriate competency in
relation to the selected PMM to successfully implement projects.
In recent research, the application of Project Contingency Theories (PCT) has been
recommended as an effective approach to manage project management complexities
(Sauser, Reilly, & Shenhar, 2009). The PCT frameworks applied in this study are the
Henderson and Clark’s Innovation Framework, and Shenhar and Dvir’s NTCP Diamond
Framework, providing a more comprehensive understanding of classifying projects to
determine the appropriate PMM fit (Sauser et al., 2009).
Based on the exploratory study, a qualitative approach, employing the interpretivism
research paradigm was executed (Creswell & Creswell, 2017). A pilot study was
conducted before executing the twelve face to face interviews to ensure reliability and
validity. Data collected from the interviews and observations were analysed through
grounded theory ( coding) to understand the relationship between the variables in the
research model (Kolb, 2012). The model was successful in explaining the impact of
disruptive technology on selection of a PMM and gives project decision maker’s insight
into how to classify projects correctly.
The findings derived that this study supports the conceptual model by acknowledging that
classification of disruptive technologies based on innovation, novelty, technology,
complexity and pace does have an impact on the selection of the appropriate PMM
selection. This further highlights that the appropriate project management competency
needs to be associated to ensure successful implementations.
This study can potentially add value to other industries within South Africa and the greater
Sub-Saharan countries.
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Keywords
Disruptive technologies. Technological innovations. Business enterprises -- Technology innovation.