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The development of artificial intelligence (AI) is revolutionizing various industries, including IT project management. The object of research is the principle of augmented competence, which is a new approach that uses AI to strengthen and expand the capabilities of IT project teams. The essence of this principle lies in the complementary interaction of AI and the competence of project teams. Instead of replacing project managers, AI complements their competencies (knowledge, skills and experience). One of the hot spots is the application of AI in the process of automating routine tasks, analyzing large volumes of data and providing recommendations and predictions, freeing up time for team members to focus on more complex and creative tasks. The possibility of automating tasks and providing new knowledge, which will significantly improve the efficiency and productivity of the team, has been obtained through the use of the principle of augmented competence. As a result, data-driven recommendations and predictions enable teams to make more informed and effective decisions. Access to new knowledge and insights stimulates innovation and leads to new ideas and solutions, helps identify and mitigate potential risks, which can lead to more successful projects. Applying this principle to IT project management audits will automate software testing with AI, which replaces testers so they can focus on more complex types of testing such as exploratory testing, performs customer data analysis with AI, and enables companies to better understand your customers and their needs, which can lead to better marketing campaigns and products. It is important to note that this principle does not involve replacing project managers with AI. Instead, AI is used as a tool to empower human teams and help them achieve better results. As AI technologies continue to evolve, the principle of augmented competence is likely to play an even more important role in IT project management. AI can help teams overcome complex challenges, make better decisions, and succeed in a more dynamic and competitive environment. [ABSTRACT FROM AUTHOR]

Purpose: The purpose of this study is to examine tacit knowledge sharing within information systems development (ISD) projects by exploring the combination of social interdependence theory and regulatory focus theory (RFT). Design/methodology/approach: A survey was conducted on 198 ISD professionals to investigate the effect of social interdependence on tacit knowledge sharing. The survey data were analyzed using partial least squares structural equation modeling (PLS-SEM), and the results were discussed. Findings: This study reveals that team members tend to share tacit knowledge in a way characterized by cooperative interdependence, and different patterns of social interdependence have an impact on tacit knowledge sharing. The RFT explains the disparities in attitude toward tacit knowledge sharing. Specifically, individuals with a prevention-focused orientation positively moderate the impact of competitive interdependence on tacit knowledge sharing, while those with a promotion-focused orientation have a negative moderating effect on the effect of competitive interdependence on tacit knowledge sharing. Moreover, promotion-focused individuals negatively moderate the effect of cooperative interdependence on tacit knowledge sharing. Originality/value: The study identifies important aspects of social interdependence in ISD projects that affect the management of tacit knowledge. Furthermore, the study shows that the influence of cooperative and competitive interdependence on tacit knowledge sharing is moderated by the regulatory focus of an individual, providing new insights into ISD knowledge management. [ABSTRACT FROM AUTHOR]

Many information technology (IT) projects in the U.S. federal government have been plagued with failures and overruns in recent years, wasting a large amount of tax revenues and undermining the public's confidence in the government's ability to manage such resources and deliver on its commitments. What affects the performance of IT projects in the federal government? We find that prior literature on IT project management from the private sector setting is inadequate to answer this question. In addition, to the best of our knowledge, information systems (IS) research thus far has not considered how the decision-making authority of an IT unit influences IT project performance at the organizational level. We leverage several unique characteristics of the public sector, vis-à-vis for-profit firms, in developing our theory and hypothesis. Utilizing official datasets on IT projects and human resource records, we find that the more IT managerial officials and supervisors a federal bureau has, the lower time overruns it experiences in its IT projects. Interestingly, this relationship is weakened when the bureau has a larger number of ongoing IT projects. Our findings offer new theoretical insights for the IT project management literature and provide meaningful policy insights into government IT management. [ABSTRACT FROM AUTHOR]

Many of the challenges in management of IT projects belong to a class of problems for which a higher-order approach to a solution already exists in the form of a MIS theory. Management Information Systems (MIS) theories can be used as guidance for answering many of the important questions that occur for IT project managers. Despite this, many IT project managers underuse such theories in their management of projects. In this paper, we identify and explain the underlying reasons for the underuse of MIS theories by project managers in their management of IT projects. The underlying reasons that we identified include: (a) confusion around personal (specific-implicit) theory and scientific (general-explicit) MIS theory, (b) misunderstandings about the position of MIS theories among scientific theories, (c) the difficulty of gathering evidence and facts about the outcomes of using MIS theories in IT projects, (d) difficulties managers experience in choosing the right type of MIS theory for a particular challenge in an IT project, and (e) the ability or otherwise of current MIS theories to respond to evolving challenges of managing IT projects. The main audience of our paper is IT project managers and IT and MIS researchers. [ABSTRACT FROM AUTHOR]

Researchers have acknowledged the usefulness of metaphors to understand organizational phenomena. More than fancy linguistic ornaments, metaphors can provide a rich understanding of the situation under investigation; demonstrate how individuals think, feel and behave; and be used as a diagnostic tool to help analyse organizational problems. Notwithstanding the importance of metaphor analysis, how system thinking principles can be applied to understand the elicited nature of metaphor in the context of information technology (IT) project management practices remains to be explored in greater detail. Drawing on the field of applied linguistics, coupled with complexity theory, a complex systems metaphor perspective is put forward as a fresh lens to understand IT project management practices. This perspective is illustrated through a discourse analysis of a large IT project in the National Health Service (NHS) in England. [ABSTRACT FROM AUTHOR]

Background: South African insurance companies are under pressure to adapt to the constantly changing environment and customer-changing requirements. Agile software development presents itself as a viable solution for swiftly meeting these demands. However, there is a lack of comprehensive understanding regarding the current utilisation of agile methodologies within the South African insurance sector; this article aims to bridge this gap. Objectives: The purpose of this theme is to fully understand the extensive level of the experience for the participants and the nature of projects the participants have been involved in and lastly time frames of the projects and how long have insurance been using agile methodology. Method: For this study, purposive sampling that involves the selection of the units to be observed based on your own judgement about which ones were the most useful or representative will be applied. The criteria were based on the participants having played a role as stakeholder in a project that has used agile methodology within the selected organisation within the past 3 years to remain relevant to this study purpose. Results: The identified pattens from the respondents showed that agile methodology is currently utilised for the following in the selected insurance company: software upgrades new product new function Conclusion: In summary, the current state of agile methodology utilisation in a South African insurance company is associated with application transformation to cloud computing, work transformation, onboarding of new applicants, environment enhancements, schema amendment, introduction of new product such as sales force, automating insurance claims documents, scheme enhancement, fund anniversary and renewal of people’s schemes. Contribution: This comprehensive research significantly contributes to the body of knowledge, shaping the strategic direction of agile methodologies within software development project environments.

If managers assume a normal or near-normal distribution of Information Technology (IT) project cost overruns, as is common, and cost overruns can be shown to follow a power-law distribution, managers may be unwittingly exposing their organizations to extreme risk by severely underestimating the probability of large cost overruns. In this research, we collect and analyze a large sample comprised of 5,392 IT projects to empirically examine the probability distribution of IT project cost overruns. Further, we propose and examine a mechanism that can explain such a distribution. Our results reveal that IT projects are far riskier in terms of cost than normally assumed by decision makers and scholars. Specifically, we found that IT project cost overruns follow a power-law distribution in which there are a large number of projects with relatively small overruns and a fat tail that includes a smaller number of projects with extreme overruns. A possible generative mechanism for the identified power-law distribution is found in interdependencies among technological components in IT systems. We propose and demonstrate, through computer simulation, that a problem in a single technological component can lead to chain reactions in which other interdependent components are affected, causing substantial overruns. What the power law tells us is that extreme IT project cost overruns will occur and that the prevalence of these will be grossly underestimated if managers assume that overruns follow a normal or near-normal distribution. This underscores the importance of realistically assessing and mitigating the cost risk of new IT projects up front. [ABSTRACT FROM AUTHOR]

The article examines Atlassian tools such as Jira and Bitbucket in integration with Sourcetree in the context of setting up automation of the CI/CD process of a web application project. Conducted research shows that this kind of integration is characterized by ease of use and configuration, which provides an intuitive way of organizing projects, managing tasks and setting up the CI/CD process in the IT project management system. The purpose of this study is to improve the efficiency of management, communication and collaboration between different teams of developers, testers and project managers based on technology for automating the CI/CD process of a web application project through the integration of Jira, Bitbucket and Sourcetree. To achieve the goal, the work considers practical steps in the operation of these tools, as well as describes the technology of setting up the project using Bitbucket pipelines. Pipelines steps can be configured to run automatically or manually, depending on user needs and specific development stage, for different programming languages and frameworks. To set up Pipelines, you need to create a bitbucket-pipelines.yml file that describes the steps of the CI/CD process. After a successful Bitbucket Pipeline execution, code updates are made available in the repository, allowing you to work with the updated code. Setting up CI/CD process automation in Jira involves automatically tracking the associated build and deployment processes with Jira issues based on the received link to issue keys in Jira.

Copyright of GeSec: Revista de Gestao e Secretariado is the property of Sindicato das Secretarias e Secretarios do Estado de Sao Paulo (SINSESP) and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

The failure rate of information technology (IT) projects is alarming, significantly costing organizations who find it hard even to justify the return on their investment. While Forbes suggests that the only way to reduce the likelihood of such failure is by looking closely at the project definition, scope, and management problems, we take a different lens, a human capital one. We propose that having certain individual characteristics for those involved in IT projects may lead to outcomes that will determine the success of a project. This study investigates the impact of locus of control, preference for consistency, and personal investment on mastery goal orientation. We postulate that learning and mastering skills during the IT project life cycle are key precursors to the intention to continue working on the IT project. We surveyed 232 professionals working on IT projects from Fortune 500 companies in the southern United States. We found that these individual characteristics influence mastery goal orientation. Also, mastery goal orientation and locus of control are determinants of intention to continue. Interestingly, mastery goal orientation fully mediates the impact of personal investment on the intention to continue. Theoretical and practical implications are discussed. [ABSTRACT FROM AUTHOR]

IntroductionDigital transformation has become a buzzword in almost every industry in the twenti first century. Healthcare is not an exception. In the healthcare industry, digital transformation includes the utilization of electronic health records (EHRs), telemedicine, health information exchange, mobile health, and other interactive platforms. The importance of digital transformation in healthcare cannot be overemphasized as it has proven to be critical in improving patient outcomes, making healthcare delivery more efficient, and reducing costs. The positive impact of electronic health records was noticed almost immediately in the field of primary healthcare. It has been suggested that implementing electronic health records will enhance the accessibility and the process of distribution of health records between authorized users. As part of Saudi vision 2030, all healthcare organizations in Saudi Arabia are going to shift to digital transformation.MethodsThis study follows a qualitative, semi-structure, face-to-face interview approach. The collected data were analyzed using NVivo V10 software. Inductive thematic analysis approach was used to analyse the collected data from the interviews.ResultSeventeen project team members, from different positions and backgrounds were purposively chosen to be interviewed. Three main themes and 38 codes were generated from the analysis of transcripts. The informants describe the implementation of electronic health records in the PHCs based on two different experiences. The participants reported that a previous attempt failed due to inappropriate infrastructure, lack of technical support, and low level of user acceptance. Therefore, the policymakers adopted several steps to increase the level of success and avoid failure causes. They initially established well-defined requests for proposals followed by continuous commendation among the project team and conducted a consultation on multiple levels (country level; organizational level and individual level).ConclusionThis study concluded that the main causes that lead to the failure of the large-scale project were lack of connectivity, lack of technical support, and staff changes, particularly those who occupied high-level positions in the Saudi ministry of Health. The success rate of EHRs implementation can be directly impacted by the size of the project. Large-scale projects are complicated and may be subject to numerous challenges compared with small projects. Significant factors such as training, support, legal issues, and organizational workflow and redesign were a concern of the project team during the pre-implementation phase. In addition, other factors related to technology and end-users were included in the EHRs implementation plan.

The project management in the area of Information Technologies (IT) has not proven to yield the results expected, as the failure rates have been documented as higher than success. One explanation for such results comes from the huge variants of what is called an IT project, so that there is no single method or "silver bullet" that can serve as an effective tool in all situations. Recognizing the complexity of IT projects and the particularities of organizations implementing IT, the present article revises the literature in ITPM complexity, and proposes a customizing method to choose tools and techniques for IT project management. The article's main purpose is the introduction of a construction logic of a method that collects data for the application of a content-based filtering technique to produce recommendations of bundled tools, based on project characteristics and organizational contexts. [ABSTRACT FROM AUTHOR]

The popularity and potential of FinTech for generating business value has been highlighted in an evolving number of studies. Nevertheless, there is still ambiguity on the success of such disruptive technologies. To address this gap, this paper draws on a case study of an IT vendor in Japan. We interview key stakeholders involved in the case project to (i) explore the success factors of FinTech applications adopted by non-financial organisations, (ii) illustrate the applicability of the multi-dimensional project success framework in FinTech projects, and (iii) highlight the importance of the FinTech Project Management field that warrants further investigation. We contribute to the IT Project Management field, where we extend the theoretical background with aspects of FinTech adoption and success. We also inform practice in terms of lessons for managers to improve the existing processes and assist their organisations in business transformational initiatives using FinTech. [ABSTRACT FROM AUTHOR]

The paper shows the features of the application of the case method in the study of the discipline of IT project management for students majoring in the field of Information Technology. This work analyzes some of the difficulties associated with the limited use of case studies in the field of IT. An original solution to the problem of combining flexible technologies for the development of the project itself on the basis of a case study and methods of studying and applying special software for IT project management presented by authors. The conceptual scheme of the main stages of work with a case, interrelations and content from an initial acquaintance, discussion in groups and acceptance of intermediate decisions, to planning of operations, calendar planning of works and resources were shown. However, the role of special software for visualization of separate stages of project execution management in the MS Project environment at all stages of the life cycle was explained. The combination of individual analytical work of the students, acquisition of teem job skills, the study of MS Project tools, IT project management methods at different stages allows to achieve the planned learning outcomes and develop interdisciplinary competencies.

There is a gap in the research literature with respect to explaining why some failing IT projects are allowed to continue instead of being terminated. Part of the problem is a gap with respect to an accepted general definition of IT project failure. This is significant because varying definition of IT project failure gives rise to misunderstandings in research and practice. The use of the derogative term “failure” is in itself problematic. This article gives a) an overview of what is meant by IT project failure in the literature, b) an updated set of IT project performance criteria associated with the attribution of failure, and c) a new argument for the theoretical predictability of IT project termination - the marginal cost trap. The article furthermore presents d) an outline of how these findings can contribute to preventing IT project failure. The research methods are a hermeneutic literature review (content analysis), small-n case studies (plausibility probes), and abductive theory generation. [ABSTRACT FROM AUTHOR]

Copyright of HMD: Praxis der Wirtschaftsinformatik is the property of Springer Nature and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

This article reports on a domain‐specific software development venture at Nordea. We explore organizational constraints, challenges, and corrective actions undertaken when scaling the agile development approach of their Core Banking Platform program. The fit and required customizations of the rather complex and rigid SAFe framework in a policy‐heavy financial institution are audited against the organic growth of the program. In a qualitative study with three cycles using the Action Research method, both organizational and technical restrictions were tackled jointly with the company employees. Thirty‐four potential solutions were developed—some of which turned out to be dead‐ends. Ultimately, the effectiveness of prior recommendations was tested in a highly challenging implementation environment, and the list of guidelines was extended. We discovered several meeting and collaboration schemes that are not fully aligned with previous reports. [ABSTRACT FROM AUTHOR]

In project management, visualization plays a significant role, and it is hard to ignore methods that are even considered classic—Gantt chart, CPM, risk matrix, or RA(S)CI matrix. Similarly, visualization plays an important role in agile project management; a burn chart or a Kanban board facilitate the work of agile project teams. The objective of this article is to identify the extent to which visualization methods and tools are applied in IT project management and to diagnose the conditions of visualization. As the research results demonstrate, various methods and tools are used in IT project management, primarily for project planning and monitoring and facilitating communication in teams. The diagnosis of the conditions of visualization has allowed us to identify the significance of two factors: the creative nature of the tasks performed and the personal positive attitude towards visualization. [ABSTRACT FROM AUTHOR]

Copyright of Business Informatics / Informatyka Ekonomiczna is the property of Uniwersytet Ekonomiczny we Wroclawiu and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

Given the technological advances and the recognized importance of the application of technologies in project management, the question arises whether the technologies of Industry 4.0 can solve the problem of failure of information technologies (IT) projects. This question is the main motivator for writing this paper and conducting research on this topic. This paper describes a research that was conducted with the intention of examining the extent to which modern technologies can contribute to the success of IT projects. The research shows the extent to which modern technologies are applied in project management in the IT sector of Serbia, as well as the extent to which experts believe that these technologies have a positive impact on project success, analyzing the issue through their impact on success factors. This research provides insights that can contribute to a better understanding of modern technologies and their application in practice.

In any organization, dealing with lessons learned is a complex issue that involves people, processes and technologies. Although lessons learned processes are already well established in the project management community, the use of modern web technologies to support them is still in its infancy. This paper introduces a new model to manage lessons learned in PMBoK process groups. This model draws upon interdisciplinary literature, which embeds lessons learned processes, shared context and Web 2.0 service models. The model is supported by Web 2.0 technologies and centered in PMBoK process groups to allow a thorough overview of the project. An exploratory focus group was set up to validate the model qualitatively within a constructivist ontology and an interpretive epistemology. The adoption of this model can help academics and practitioners using PMBoK process groups to acquire a better understanding of managing lessons learned in projects.

The use of Information Technology (IT) to drive organizational change has gained momentum in both for-profit and not-for-profit organizations, and currently culminates in a vivid discussion on what many call “Digital Transformation”. It is not surprising then that practitioners seek guidance on how to manage such transformation. Professional bodies have addressed this need by issuing best practice standards for Program Management (PgM), but we know little about their value in managing programs in general and IT programs in particular. Academic research on IT PgM is still in its very infancy. Taking this as motivation, we have investigated the challenges that managers faced in five IT programs that encountered problems. Our analysis reveals a set of management issues and shortcomings including, among others, a lack of architectural overview, difficulties in dealing with scope changes, stakeholder interest, diverse business groups and cultures, as well as a lack of internal PgM competences and unclear management responsibilities. In this paper, based on our findings, we present a first checklist for managing IT programs across their life cycle. Though still tentative and not necessarily comprehensive, we were able to confirm that our checklist provides relevant guidance for managing IT programs in practice.

The article presents the results of an exploratory study of the scale of application of modern management methods (Agile and DevOps), software development cycle automation tools (CI/CT/CD) and cloud technologies (Cloud) in Polish IT projects. The scope of the study also included the estimation of the impact of the above-mentioned methods, tools and technologies for the success of project implementation. The study concerned 65 IT projects on the Polish market and allowed to formulate the conclusions regarding scope, direction and strength of the impact of current trends on IT projects on the Polish market. The results prove a high degree of use of Agile methods and optimization of DevOps manufacturing processes in IT projects implemented on the Polish market and their positive impact on their success. The research results also confirm the ongoing process of digital transformation, implemented through the modernization of IT platforms and the automation of manufacturing processes, the so-called Continuous Delivery and the increasingly common use of cloud solutions. However, no positive impact on the success of the implemented projects was identified in this area. [ABSTRACT FROM AUTHOR]

This article examines PMBOK version six applicability in agile IT projects. Based on existing scientific research about the troubling compatibility of PMBOK processes and agile frameworks, enhancements of five critical project processes are postulated. These process enhancements often focus on timelimited disruptions of agile actions and separation of macro- and micro-management between agile developments and project management practices. To verify the effectiveness of such enhancement approaches, a quantitative survey explores the applicability and current state of usage. Results show that most proposed solutions are currently not widely used in IT project management although practitioners have evaluated them as useful. However, participants tend to increase the use when understanding more about the solutions. In combination with the discovered positive rating of the effectiveness of enhancement approaches, it can be summarized that the improvement approaches are a well-perceived step towards the enhancement of PMBOK processes in agile developed IT projects. [ABSTRACT FROM AUTHOR]

Agile approaches help software development project teams to better meet user needs and ensure flexibility in uncertain environments. But using agile approaches invites changes to the project and increases interactions between team members, which both cause interruptions in the workplace. While interruptions can help in task completion and increase process flexibility, they can also hinder employee productivity. We conducted an exploratory study of four agile software development teams. Our analysis identified (1) programming-related work impediments, (2) interaction-related interruptions, and (3) interruptions imposed by the external environment, which were managed by improved information retrieval and reduced team dependencies. [ABSTRACT FROM AUTHOR]

This research focuses on information technology (IT) project managers' growth mindset concerning IT project management (PM) ability and investigates how such a mindset can promote escalation of commitment to a troubled IT project. Specifically, we suggest that the growth mindset of IT PM ability promotes prospective achievement motivation and can lead IT project managers to escalate their commitment to an IT project despite negative feedback suggesting that the project may not be completed successfully. Through a series of three experiments with 351 IT project managers, we obtained consistent support for our hypotheses suggesting that the growth mindset of IT PM ability promotes IT project escalation and this effect is partially mediated by anticipated regret about project failure and anticipated likelihood of project success. In addition, in the three experiments we found that when the project involves an unfamiliar technology the indirect effect of the growth mindset of IT PM ability through anticipated likelihood of project success is stronger than when the project involves a familiar technology. [ABSTRACT FROM AUTHOR]

The use of Information Technology (IT) to drive organizational change has gained momentum in both for-profit and not-for-profit organizations, and currently culminates in a vivid discussion on what many call “Digital Transformation”. It is not surprising then that practitioners seek guidance on how to manage such transformation. Professional bodies have addressed this need by issuing best practice standards for Program Management (PgM), but we know little about their value in managing programs in general and IT programs in particular. Academic research on IT PgM is still in its very infancy. Taking this as motivation, we have investigated the challenges that managers faced in five IT programs that encountered problems. Our analysis reveals a set of management issues and shortcomings including, among others, a lack of architectural overview, difficulties in dealing with scope changes, stakeholder interest, diverse business groups and cultures, as well as a lack of internal PgM competences and unclear management responsibilities. In this paper, based on our findings, we present a first checklist for managing IT programs across their life cycle. Though still tentative and not necessarily comprehensive, we were able to confirm that our checklist provides relevant guidance for managing IT programs in practice.

The aim of the article is to compare the effectiveness of an IT project team working in one location with a virtual team. A review of the literature on the subject of collocated and distributed teams and the performance parameters of IT projects have been compared by the author. A virtual team achieved similar efficiency as collocated team when using techniques described in the article. [ABSTRACT FROM AUTHOR]

The paper is based on a survey analyzing the success of IT projects in Poland as function of the cooperation with different stakeholders. The project's participants expressed their subjective opinions on the effectiveness of the collective cooperation with various stakeholder groups. The impact of cooperation with different stakeholder groups: project team, management of the project implementation unit, suppliers and end users of the final product on the success of the project is examined. To this end, intuitionistic fuzzy sets, a correlation coefficient of intuitionistic fuzzy sets and an original method of intuitionistic fuzzy regression are applied. The conclusions point to the most important stakeholder groups for the complete success and for the avoidance of a complete failure of IT projects. Some possibilities of the extension of the proposed method are indicated, so that the decision maker can adopt it to his or her preferences in searching for project success or failure factors. [ABSTRACT FROM AUTHOR]

Software development enterprises are under consistent pressure to improve their management techniques and development processes. These are comprised of several software development methodology (SDM) disciplines such as requirements acquisition, design, coding, testing, etc. that must be continuously improved and individually tailored to suit specific software development projects. The paper proposes a methodology that enables the identification of SDM discipline quality categories and the evaluation of SDM disciplines' net benefits. It advances the evaluation of software process quality from single quality category evaluation to multiple quality categories evaluation as proposed by the Kano model. An exploratory study was conducted to test the proposed methodology. The exploratory study results show that different types of Kano quality are present in individual SDM disciplines and that applications of individual SDM disciplines vary considerably in their relation to net benefits of IT projects. Consequently, software process quality evaluation models should start evaluating multiple categories of quality instead of just one and should not assume that the application of every individual SDM discipline has the same effect on the enterprise's net benefits. [ABSTRACT FROM AUTHOR]