Impact of organizational and project factors on acceptance and usage of project management software and perceived project success

Technology helps project managers manage their projects more efficiently. But can software actually improve a project manager's ability to perform, to better manage projects, stakeholders, and project teams? This article examines a study involving 497 project professionals that looks at the factors (technological, organizational, project-related, user-based) that affect how well project managers embrace project management software (PMS) and how well such software helps project managers improve their performance. In doing so, it overviews the field's literature on PMS--particularly, its history, its key findings, and its theories on information systems use--so as to identify the key factors affecting PMS acceptance; it explains the authors' ten-hypothesis research model that informed their approach to creating and administering their survey. It also lists the elements and flaws common to most modern PMSs.
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