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This paper aims to provide a criteria-based evaluation framework for assessing knowledge management system (KMS) development methodologies.

The evaluation criteria have been elicited based on the features expected from a successful KMS. Furthermore, a number of prominent KMS development methodologies have been scrutinized based on the proposed evaluation framework.

It was demonstrated that the proposed evaluation framework is detailed and comprehensive enough to reveal the strengths and weaknesses of KMS development methodologies. It was also revealed that even though the evaluated methodologies possess certain strong features, they suffer from several shortcomings that need to be addressed.

The evaluation framework has not been applied to all existing KMS development methodologies; however, the evaluation does cover the most comprehensive methodologies which exist in the research context.

The results of this research can be used for the following purposes: organizational goal-based selection of KMS development methodologies, evolution of existing KMS development methodologies and engineering of tailored-to-fit KMS development methodologies.

The proposed evaluation framework provides a comprehensive and detailed set of criteria for assessing general, area-specific and context-specific features of KMS development methodologies. KMS developers can select the methodology which best fits their requirements based on the evaluation results. Furthermore, method engineers can extend existing methodologies or engineer new ones so as to satisfy the specific requirements of the project at hand.

Aligning the project management methodology (PMM) to a particular project is considered to be essential for project success. Many outsourced software projects fail to deliver on time, budget or do not give value to the client due to inappropriate choice of a PMM. Despite the increasing range of available choices, project managers frequently fail to seriously consider their alternatives. They tend to narrowly tailor project categorization systems and categorization criterion is often not logically linked with project objectives. The purpose of this paper is to develop and test a contingency fit model comparing the differences between critical success factors (CSFs) for outsourced software development projects in the current context of traditional plan-based and agile methodologies.

A theoretical model and 54 hypotheses were developed from a literature review. An online Qualtrics survey was used to collect data to test the proposed model. The survey was administered to a large sample of senior software project managers and practitioners who were involved in international outsourced software development projects across the globe with 984 valid responses.

Results indicate that various CSFs differ significantly across agile and traditional plan-based methodologies, and in different ways for various project success measures.

This study is cross-sectional in nature and data for all variables were obtained from the same sources, meaning that common method bias remains a potential threat. Further refinement of the instrument using different sources of data for variables and future replication using longitudinal approach is highly recommended.

Practical implications of these results suggest project managers should tailor PMMs according to various organizational, team, customer and project factors to reduce project failure rates.

Unlike previous studies this paper develops and empirically validates a contingency fit model comparing the differences between CSFs for outsourced software development projects in the context of PMMs.

This paper describes the findings of a field study that explores the process of information systems (IS) development in a large organization. The paper argues that traditional IS development methodologies are treated primarily as a necessary fiction to present an image of control or to provide a symbolic status, and are too mechanistic to be of much use in the detailed, day‐to‐day organization of systems developers’ activities. By drawing on the insights gained from this study, the paper outlines some implications for IS development methodologies. A secondary purpose of the paper is to illustrate the use of an “ecological” research approach to IS development as advocated by Shneiderman and Carroll.

From a synthesis of literature, the purpose of this paper is to present a conceptual service development methodology showing the impact of 3D printing as a disruptive technology to the service portfolio. The methodology is designed to support practitioners and academics in better understanding the impact of disruptive technologies may have to the service portfolio and participate in the technology.

A literature review is conducted and based on these findings a conceptual framework has been developed.

The design of a methodology for the development of 3D printing services is used to evaluate the disruption potential of 3D printing and to implement the technology in the service portfolio of a logistics service provider. The disruption potential of 3D printing influences a logistics manager by make to order decisions. In addition, it could be proven the service portfolio was diversified.

Literature directly dealing with technology-based service development for decision making in logistics management is rare and thus the methodology is built on insights, compiled from the distinct research areas. Further research should be performed on this nascent topic.

Logistics service providers may use the developed methodology to revise their service portfolio by the consideration of disruptive technologies, in order to reduce strategic misdecisions regarding the range of services.

This paper looks specifically at decision making for implementing disruptive technologies to the service portfolio.

The purpose of this study is to reflect upon the feasibility of agile methodologies, Scrum in particular, to supplement the procedural design and implementation of performance measurement systems (PMS).

The study is an interventionist case study that applied agile methodologies in the PMS development. Researchers actively participated in the PMS development, e.g. researchers designed some of the performance measurement prototypes in order to facilitate the agile development.

The study outlines an agile approach suitable for PMS development. The paper answers the topical needs for adaptability and agility in management accounting, by applying agile methodologies into PMS development. PMS development does not take place only as a project or process that systematically progresses from the measure selection to measure implementation. Instead, as the requirements for the PMS change during the development project, management may reject some measures and new measures emerge as the understanding about changing situations increase. Agile methodologies are a methodological way to respond to the inevitable change and to enhance management accounting adaptability.

This study contributes to the PMS literature by proposing that agile development methodologies can advance organizational features that increase management accounting adaptability. As a result, the study proposes a new approach for PMS development to supplement existing ones. Agile methodologies are especially suitable for extending the PMS in new, yet relatively immature areas of performance measurement. The new approach applies Scrum principles in PMS development. By drawing from the theories of performance measurement (system) development and enabling PMS, the paper furthers academic understanding about agile development of accounting information systems.

Companies can use the proposed approach in PMS development, particularly after the initial system implementation in redesigning the system. The approach may increase the PMS impact in organizations and prevent PMS implementation failures.

The paper identifies the potential of using agile methodologies to enhance PMS adaptability and provides preliminary evidence of the potential of such approach in supplementing processual PMS development frameworks.

The purpose of this paper is to present an innovative agile methodology that proposes fundamental changes in managing the development of in-house information systems in small- and medium-sized enterprises (SMEs) and benchmarks it with one of two database technologies enabling these systems to be both efficient and competitive.

The objectives are achieved by presenting an elaborated design of the agile methodology that manages the system development process by addressing three basic components: roles played by system players, process needed to fulfill the system development, and artifacts to document the project. A case study is conducted as a proof of the effectiveness of the proposed methodology and measures whether the selection of the database technology affects the effectiveness of the system development process.

Results show that, compared with traditional methodologies, the proposed methodology reduced the cost of system development and testing by 30 percent and enhanced the IT – business alliance. Further, this work found that the selection of a suitable database technology is strongly related to the complexity and interrelationships between the data used.

Such research did not receive the needed attention (Hunter, 2004) even in the past decade. Successful adoption of IT by companies could be in the form of customized IS which could be expensive for SMEs to adopt due to a lack in technical expertise and financial resources. The proposed methodology has the potential to promote sustainable development through helping SMEs in reducing the time and cost of IT project development.

The purpose of this paper is to illustrate how knowledge takes effect in different software development methodologies by relating them to different knowledge cycles.

The results were find by conducing a general review about the topics of knowledge cycles and software development methodologies.

All software development methodologies have knowledge cycles. In Waterfall methodology, the cycle followed is I-Space. For “code and fix,” there is a parallel with March’s cycle. Scrum shows a parallel with SECI cycle. Among the methodological options, results show there an increase in hierarchy, documentation, processes and explicit knowledge.

Identified parallels of each methodology with knowledge cycles; established which Scrum artifacts are performed at each stage of SECI, which Waterfall steps correspond to I-Space phases and which activities in “code and fix” deal with exploration and exploitation of knowledge; and features shown increase or decrease according to the adoption of each methodology.

Results help knowledge sharing implementations and foster inter-team knowledge sharing, with the identification of the correct methodology-cycle match and the personalization of the strategy for each team based on the adopted methodology. Training for knowledge initiatives can be improved by determining how knowledge-sharing activities are incorporated on the determined series of actions established by the methodologies adopted on the firm.

The identification of how knowledge is generated and shared among teams in each methodology, the optimum pairing of the methodology and the parallels with the other, and the differences that emerge from the adopted knowledge cycle show that software projects are embedded in a knowledge cycle.

Multiview was defined in 1985 and has been since refined to become an influential approach to information systems development. It has soft and hard aspects and, as a contingency approach, is not prescriptive but adapted to the particular situation in the organization and the application. Observations and reflections on Multiview in action over the last ten years together with more recent literature based on, for example, holism, emergence, multi‐causality, ethical analysis and technology foresight, form the basis for a new definition of Multiview. Changes in the domain of information systems are also taken into account. Away from centralized technology, long lead times and hierarchical organizations, towards networks, new organizational forms, business processes, informational products and services, and the removal of time and space constraints on human activity. This paper underlines the need for IS researchers to learn about methodologies as they are used in practice (rather than as described in text books) and for methodologies to evolve in response to changes in the domain in which they are applied.

The MIS manager is offered a framework to help in the selection of methodologies for projects; the choice of analyst may be crucial.

The purpose of this paper is to analyse the problems associated with the development of e‐government in Southern Africa Development Community (SADC) countries and propose a novel framework for adopting service orientation. This framework includes a new approach and architecture for implementing service orientation called SBA‐eGOV (Service Based Architecture for E‐Government).

A comprehensive literature review was carried out to study various service oriented architecture (SOA) adoption strategies and implementation methods. The most appropriate adoption strategy and implementation method were selected. Web service adoption and implementation/development methodologies were designed separately, and then integrated to form one single framework. Web services best practices were studied to identify the specificities of web services for e‐government projects in SADC countries. A service orientation framework, which includes a service orientation development/implementation method, was developed for e‐government projects. Data from the UN report on e‐government readiness for year 2004‐2010 were analysed.

The trend showed that the e‐government index of SADC countries has been stagnating (even degrading) since 2005. One of the main reasons is the lack of software application integration. The main area of weakness is the lack of a complete framework for adopting and implementing web services. A framework for adopting service orientation, developing web services and deploying e‐services is required to enable application software integration.

By applying the proposed framework, e‐services can be deployed more rapidly to citizens, businesses and government departments.

SBA‐eGOV can be adopted by countries where e‐government projects have completed the “Internalisation” and “Interaction” stages and use to deliver e‐services to citizens.

This work comprises development of a new framework, SBA‐eGOV, which consists of a service‐orientation adoption methodology, a service‐orientation implementation methodology and a service‐based architecture for government. SBA‐eGOV is a novel and complete framework which addresses service‐orientation adoption, development and implementation. To date, no such research work has been undertaken to analyse and solve the problems surrounding e‐government projects in SADC.