Managing risks in IT projects: an options perspective
Introduction
Organizations are making large investments in information technology (IT) and there is growing realization that IT investments can be a significant source of competitive advantage [11]. Accounting legislation in the US has recognized the importance of IT investments and requires that after 15 December 1998, costs associated with a software system developed for internal use must be added together and accounted as an asset on balance sheets [12]. This legislation has both advantages and disadvantages from the viewpoint of IT managers. On the one hand, it might increase the awareness of the importance of IT projects. On the other hand, competition for capital expenditure dollars is often more intense than for annual budget dollars; companies examine their priorities carefully. Effective management of IT projects is therefore extremely important.
IT projects are often difficult to estimate and manage and some projects are canceled or reduced in scope because of overruns in cost and/or time or failure to produce anticipated benefits [25], [32]. Hence, effective management of IT project risks is a challenging task in many organizations. Also, it is becoming increasingly common for large IT projects to be managed by multifunctional teams. Hence, it is also important for the project management team members to communicate well with each other and with project sponsors using business-oriented concepts (as opposed to IT-oriented ones) and to present risk management in IT projects using business terms that senior finance executives can understand.
The purpose of this article is to propose a framework for managing risks in IT projects. This framework is based on research in finance on real options theory [1], [42], [26], [43]. The proposed framework represents a systematic approach to risk management in IT projects. There is empirical evidence to support the fact that managers who are aware of some options-like ideas do a better job of managing risky research and development (R&D) projects [24]. Also, senior finance executives are becoming increasingly aware of the need to view major risky capital investments as options [1], [8], [33]. Researchers in computer science [40] suggest that the real options framework can be useful for understanding key software design decisions. The literature on strategic management [29] and justification of IT investments [10], [22], [30] has also recognized the value of conceptualizing decisions in terms of options. Earlier research [16], [20] has shown that traditional financial evaluation techniques such as net present value (NPV) tend to undervalue IT investments and has proposed the use of real options techniques for evaluating IT investments. In the MIS literature, Benaroch and Kauffman [2] illustrate the use of real options techniques in the context of a decision to expand a banking ATM network. Taudes [41] explains that software procurement decisions can be considered real options. To the best of our knowledge, risk management in IT projects has not been systematically studied in the context of real options. In particular, this paper suggests that many IT project management decisions can be conceptualized as real options and illustrates how some common options can be valued.
Section snippets
Managing risks in IT projects
Risk has been studied from many perspectives. These include a detailed theoretical analysis of the anatomy of risk [38], and risk and uncertainty in the context of the value of information [13]. Research has examined uncertainty in the context of managing IT projects [4], [15], [37]; these risks include specification uncertainty (due to uncertain business conditions or lack of knowledge), incorrect understanding of specifications, overlooked specifications, unrealistic schedules and budgets,
Real options
An option can be described as a right (not an obligation) to do something (such as buy or sell an asset). Financial options are options on financial assets (e.g. an option to buy 100 shares of AOL at US$ 120.00 per share on 1 January 2002). These are usually traded and one can buy the type of option in the example above for a price (say, US$ 500). The option in this example is one of many types and is called a ‘European-type call option’ [14]. This will be exercised if the price of AOL shares
IT projects as real options
Fig. 2 shows how a project that might contain some parallel and some interrelated activities can be considered to be a sequence of investment decisions on the part of the project manager.
Each arc (arrow) in Fig. 2(a) denotes a project activity (1, 2, 3, 4). Activities 1 and 3 precede activities 2 and 4, respectively. Fig. 2(b) denotes the time required for each activity. Fig. 2(c) shows that Fig. 2(a) can be thought of as a set of sequential managerial decisions at different points in time: at
Hedging risk in IT projects
Managers can hedge risks by holding an appropriate portfolio of real options. Managing IT projects can be viewed as the process of updating this portfolio by adding new options, deleting existing ones, or altering the values of existing options by altering parameters that affect their value.
Managerial implications
IT project managers typically manage risk by identifying risks and formulating risk management strategies. These risk management strategies may include strategies to reduce risk (reduction strategies) as well as strategies to manage the impact of risk (risk hedging strategies). Managers may often use the term ‘risk mitigation strategies’ to include risk reduction as well as risk hedging strategies.
In practice, managers often use checklists of risks, with associated probabilities to evaluate the
Conclusions
This paper has emphasized the importance of categorizing risk management in IT projects into risk reduction and risk hedging strategies, since some risk in IT projects cannot be eliminated. Traditional techniques such as checklists of risks, with associated probabilities, used in IT project management do not emphasize risk hedging, which is well-accepted in financial risk and has strong theoretical underpinnings. However, a similar understanding and theory base for hedging risks in IT projects
Acknowledgements
This research was funded by in-part by a grant from Childress Klein Inc., and UNC-Charlotte.
Ram L. Kumar is Associate Professor in the Business Information Systems and Operations Management Department at the Belk College of Business Administration, UNC-Charlotte. He received his PhD from the University of Maryland in 1993, where he was the recipient of the Frank T. Paine Award for Academic Merit. He worked for 5 years in information systems development and management, with major multinational corporations such as FUJITSU before entering academics. His research in the areas of
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Ram L. Kumar is Associate Professor in the Business Information Systems and Operations Management Department at the Belk College of Business Administration, UNC-Charlotte. He received his PhD from the University of Maryland in 1993, where he was the recipient of the Frank T. Paine Award for Academic Merit. He worked for 5 years in information systems development and management, with major multinational corporations such as FUJITSU before entering academics. His research in the areas of management of information systems, electronic business and management support systems has been funded by organizations such as the US Department of Commerce and Maryland Industrial Partnerships Scheme and other Organizations. His research has been published in Communications of the ACM, Computers & Operations Research, DATABASE, Information & Management, International Journal of Production Economics, International Journal of Production Research, Journal of MIS, OMEGA, chapters in edited books, and several conference proceedings.