Date of Conferral
Doctor of Business Administration (D.B.A.)
Scott W. Burrus
Complex environments like the United States Air Force's advanced weapon systems are highly reliant on externally developed software, which is often delivered late, over budget, and with fewer benefits than expected. Grounded in Galbraith's organizational information processing theory, the purpose of this correlational study was to examine the relationship between software development team structure, ambiguity, volatility and software project failure. Participants included 23 members of the Armed Forces Communications and Electronics Association in the southeastern United States who completed 4 project management surveys. Results of multiple regression analysis indicated the model as a whole was able to predict software project failure, F(3,19) = 10.838, p < .001, R2 = 0.631. Software development team structure was the only statistically significant predictor, t = 2.762, p = .012. Implications for positive social change include the potential for software development company owners and military leaders to understand the factors that influence software project success and to develop strategies to enhance software development team structure.