Date of Conferral
7-3-2024
Date of Award
July 2024
Degree
Doctor of Business Administration (D.B.A.)
School
Business Administration
Advisor
Ify Diala
Abstract
U.S. government agency projects are under intense scrutiny due to historical reporting of overspending and significant delays; however, only 13% of U.S. government information technology projects over $6M succeed, costing taxpayers money. Grounded in the theory of constraints, the purpose of this qualitative, pragmatic inquiry was to explore strategies that U.S. government executive stakeholders use to mitigate higher project costs and user adoption failure rates. The participants included three U.S. government agency executive stakeholders in Raleigh, North Carolina, the United States, who successfully implemented strategies to mitigate higher project costs and user adoption failure rates. Data were collected data using semistructured interviews and publicly available North Carolina project management documentation. Four themes emerged through thematic analysis: (a) written documentation, (b) communication strategies, (c) project management tools, and (d) project team resources. A key recommendation is for U.S. government agencies to emphasize meticulous documentation throughout the project's lifecycle, encapsulating plans, requisites, resolutions, and gleaned insights. The implication for positive social change includes the potential to reduce project failure rates, improve the sustainability of information technology projects, and bring about significant societal benefits, such as creating more U.S. government jobs, making processes more efficient, and saving taxpayers money.
Recommended Citation
Rauscher, Kimberly, "Successful Strategies Government Executive Stakeholders Use to Mitigate Higher Project Costs and User Adoption Failure Rates" (2024). Walden Dissertations and Doctoral Studies. 16022.
https://scholarworks.waldenu.edu/dissertations/16022
