Introduction The telecommunication industry

The telecommunication industry is a driving force of productivity across the

economy and societies. Katz and Koutroumpis (2014) noted mobile infrastructures

significantly influence the creation of market opportunities and contribute to increasing

employment and economic growth. In 2017, more than 70% of information technology

(IT) projects failed because of the use of ineffective strategies to manage project risks

(Deshaw, 2017). IT project managers need to use effective risk management strategies to

improve project success rates. The findings from this study may be used by IT project

managers to increase project success rates.

Background of the Problem

Uncertainties generate risks in all projects (Project Management Institute (PMI),

2017), and the use of effective risk management strategies is essential for improving IT

projects success rate in the telecommunication industry (Hartono, Sulistyo, Praftiwi, &

Hasmoro, 2014; Taylor, Artman, & Woelfer, 2012). Risk is a key construct that influences

IT project success (Joseph, Erasmus, & Marnewick, 2014; Pana & Ghibanu, 2013).

Ratsiepe and Yazdanifard (2011) and Taylor et al. (2012) noted that because of ineffective

risk management strategies, there was a 5% increase of IT projects that failed from 2006

to 2009, compared to 4% in 2004.

The Standish Group (2016) noted that in 2015, while 29% of IT projects were

successful, 52% were challenged, and 19% failed. In 2015, 70% of IT projects failed or

were challenged (Deshaw, 2017; Standish Group, 2016). Stoica and Brouse (2013) and

Iijima (2015) also stated the failure rates within IT project management have been high

since its inception. The Standish Group (2016) and Iijima (2015) noted a significant

number of IT projects that failed because of the use of ineffective risk management

strategies. The rationale for this qualitative research study was to identify the risk

management strategies telecommunication IT project managers use to improve project

success.

Problem Statement

Ineffective risk management is one of the major causes of IT project failure

(Pimchangthong & Boonjing, 2017). In 2017, more than 70% of IT projects failed

because of the use of inappropriate strategies to manage project risks (Deshaw, 2017).

The general business problem was that some IT project managers do not effectively

manage risk for increasing project success rates. The specific business problem was that

some IT project managers in the telecommunication industry lack effective risk

management strategies for improving projects success rates.

Purpose Statement

The purpose of this qualitative multiple case study was to explore the risk

management strategies used by IT project managers in the telecommunication industry

for improving project success rates. The targeted population was five IT project managers

from two telecommunication companies located in Senegal, a country in West-Africa.

The targeted population was appropriate for the study because the participants had more

than eight years of managing IT projects with a high rate of success. The implications for

positive social change from the study‘s findings included the opportunity to use a modern

and innovative telecommunication broadband network to improve the quality of the life

of people in the sectors of education, health, and agriculture.

Nature of the Study

Patton (2015) noted that the qualitative methodology is the appropriate method

researchers can use for exploring how organizations improve effectiveness. Yin (2018)

stated the qualitative method is appropriate for exploring thoughts and opinions, and for

gaining deeper insights into problems‘ solutions. When the researcher does not examine

the relationships or differences among variables, it is appropriate to use the qualitative

method (Yin, 2018). Because I was not interested in examining the relationships among

variables, the qualitative method was appropriate for the research study. The quantitative

method is not appropriate when the researcher does not seek to test a hypothesis about

variables for examining a phenomenon (Saunders, Lewis, & Thornhill, 2015). The use of

the mixed method is not appropriate when the researcher does not conduct an analysis of

a business problem with both an objective and subjective methods while combining

quantitative and qualitative methods (Stentz, Plano Clark, & Matkin, 2012).

Qualitative research design involves (a) narrative research, (b) phenomenology,

case study design, researchers can obtain a deeper understanding of the researched topic

(Yin, 2018). Yin (2018) also explained researchers could use a multiple case study design

for exploring complex problems within a real-world situation. The researcher can use

narrative research to describe the lives of individuals through participants‘ stories (Lewis,

2015), but not for exploring a real-life phenomenon. The use of phenomenology is not

appropriate when the researcher does not attempt to understand or explain the meaning of

individuals‘ life experience (Saunders et al., 2015). Moreover, when the researcher aims

at exploring the participants‘ experiences with the ability to analyze data across cases, it

is appropriate to use a multiple case study (Maxwell, 2012). Additionally, the grounded

theory is not applicable when researchers do not seek to develop a theory for explaining a

phenomenon (Saunders et al., 2015; Yin, 2018).

Research Question

The central research question for the proposed qualitative research study was:

RQ: What risk management strategies do telecommunication IT project managers

use for improving project success rates?

Interview Questions

The following were the questions the participants responded to, during an

openended interview:

1. What strategies does your organization employ to conduct risk management

activities for an IT project?

2. As an IT project manager, what is your role in managing IT project risk in your

organization?

3. What strategies has your organization used to manage IT projects‘ risks?

4. How has your organization addressed the key barriers to implementing effective

IT project risk management strategies?

5. What else can you share with me about your organization‘s successful IT risk

management strategies?

Conceptual Framework

Researchers use the actor-network theory as a conceptual framework for a deeper

understanding of IT project processes and outcomes (Mpazanje, Sewchurran, & Brown,

2013). Awie and Dawie (2014) shared that social relationship is one of the significant

aspects IT project managers must consider for the successful implementation of IT

projects. The greatest threat to IT project success is the failure to communicate (Awie &

Dawie, 2014). IT project managers can use the actor-network theory to conduct a useful

analysis of the risks inherent to the project, and effectively manage stakeholders‘ interests

and expectations (Floricel, Bonneau, Aubry, & Sergi, 2014). The actor-network theory is

a powerful lever an IT project manager can use to build a social relationship and

strengthen trust with and among project team members and stakeholders (Floricel et al.,

2014). Awie and Dawie (2014) shared that IT project managers can use the actor-network

theory to resolve conflicts and gain a high level of control.

In a like manner, it is essential to acknowledge both the social aspects of the

organization and stakeholder knowledge influence project success rates (Liu, 2016). The

research findings of Liu (2016) showed that both the end-users and the management of

risks influence the performance of IT projects. Pollack, Costello, and Sankaran (2013)

agreed it is appropriate to use actor-network theory as a conceptual framework when

researchers aim at analyzing the social aspects of project management while focusing on

the risk management tools and techniques. Using the actor-network theory, I expected to

understand risk management strategies IT project managers use to improve project

performance and quality effectively.

Operational Definitions

In this section, I provided definitions of key terms used throughout the research

study.

Project manager: A project manager is defined as the person who has the overall

responsibility to perform the project tasks within schedule, budget, and quality (Vittal,

2010). The PMI (2017) and Vittal (2010) noted the project manager uses leadership

competencies to improve project performance.

Project performance criteria: The project performance criteria concern the project

schedule, cost, quality, and functionality (Zavadskas, Vilutienė, Turskis, & Šaparauskas,

2014).

Project risk: Project risk is an uncertain situation, if it occurs, that might constitute

a threat or an opportunity for achieving the project objectives (PMI, 2017).

Project risk management: Project risk management involves the process of

identifying, evaluating, and responding to risk throughout the project lifecycle and to the

benefit of achieving project objectives (Pimchangthong & Boonjing, 2017)

Project stakeholder: A project stakeholder is any internal or external individual,

group or company that may influence, be influenced by or consider itself to be influenced

by a decision, activity, or end product of a project (PMI, 2017).

Project success: Project success is a multidimensional construct (Carvalho &

Rabechini, 2017). According to Wit (1988), the traditional project success approach is

related to the compliance with scope, time, and cost objective. Shenhar and Dvir (1996)

believed project managers could deploy project success into more strategic dimensions

including project efficiency, impact on the project team, and impact on the customer and

business.

Project success criteria: The project success concerns the project schedule, cost,

and quality (Márta, Bálint, & Ákos, 2018). The PMI (2017) and Márta et al. (2018) noted

the project manager could define project success by assessing the stakeholder satisfaction

and considering the effectiveness criterion.

Assumptions, Limitations, and Delimitations

Assumptions and limitation affect the inferences the independent researcher can

draw from a study (Myers, 2013). I described the assumptions, limitations, and

delimitations of the research study in the following subsections.

Assumptions

Assumptions serve as the primary foundation of any proposed research (Leedy &

Ormrod, 2015) and thus constitute what the researcher takes for granted. Berg (1998)

noted there is no research study without a basic set of assumptions. As a qualitative

researcher, the primary assumption for this study was the participants would answer all

the interview questions honestly and accurately. In addition to the truthfulness of the

participants‘ responses, I also assumed the participants would use their knowledge and

past experiences in managing telecommunication projects to explain their view on IT

project risks.

Limitations

Limitations are potential study weaknesses that the researcher cannot address

(Saunders et al., 2015). The researcher should acknowledge that the research study has a

set of limitations (Leedy & Ormrod, 2015). Edwards (2005) shared that most ethics

committees that review research protocols require potential research participants to have

the absolute right of withdrawal at any time and without giving any justification. One of

the limitations was that a participant could withdraw from the interview at any time, thus

impacting the research process. Additionally, the fact I considered five IT project

managers for the study and restricted the research to two telecommunication companies

located in Dakar, Senegal was a part of the study‘s limitations. Moreover, the lack of

information on this study was also a significant limitation.

Delimitations

Leedy and Ormrod (2015) defined delimitations as what the researcher is not

going to accomplish. In other words, the delimitations are those elements that limit the

perimeter of the researcher‘s study. The delimitations of my study were by (a) geographic

location, (b) population size, (c) industry, and (d) target population‘s experience. My

study targeted five IT project managers from two telecommunication companies located

in Dakar, Senegal. The targeted population had more than eight years of managing IT

projects with a high rate of success. All the selected participants to this study met the

criteria to participate in this study.

Significance of the Study

Weak risk management may increase the failure rate of IT projects (Joseph et al.,

2014). However, some telecommunication IT project managers lack effective risk

management strategies to improve project performance and project success. The focus of

this qualitative research study was to contribute to business practice and in some ways to

positively influence social change.

Contribution to Business Practice

Effective risk management contributes to improving IT project performance and

success (Didagra, 2013; Hamza, Faizul, & Wang, 2012). Deshaw (2017) shared that in

2017, more than 70% of IT projects were unsuccessful because of ineffective risk

management strategies. Therefore, conducting this research study enabled me to explore

the risk management strategies telecommunication IT project managers used to increase

projects‘ success rates. For instance, telecommunication IT project managers could use or

adapt the findings‘ relevance for improving the performance of future projects.

Implications for Social Change

The scholar should act as change agents by promoting positive social change

(Wittmayer & Schapke, 2014). The improvement of IT project success rates in the

telecommunication industry could help to improve the lives of the populations. The

implications for positive social change from my study‘s findings included the opportunity

to use a modern and innovative telecommunication broadband network to enhance the

quality of the life of the populations in the sectors of education, health, and agriculture.

Moreover, the improvement of IT project success rates in the telecommunication industry

could contribute to strengthening employee information exchange in West-Africa,

increase the opportunity to conduct job interview remotely, and make eLearning

programs available for all.

A Review of the Professional and Academic Literature

Many organizations devoted significant financial means, time, and expertise in

developing software solutions to help IT project managers effectively manage projects

(Ramos & Mota, 2014). However, IT projects success rate remains low (Standish Group,

2016). The goal of this research study was to explore the risk management strategies used

by some IT project managers in the telecommunication industry for improving the project

success rates. In this section, I shared published research on risk management strategies

used by IT project managers.

The selected literature of peer-reviewed articles consisted of qualitative,

quantitative, and mixed methods studies dealing with IT project risks management

strategies. I used several databases and search engines, including ProQuest Central,

SAGE Premier, Google Scholar, EBSCOhost, and IEEE Xplore digital library. The key

search terms I used for locating the articles included information technology, IT project,

project risk, IT project manager, IT project success, IT project failure, risk management

strategies, and a combination of these keywords.

The literature review should be a description and critical analysis of what other

researchers wrote (Marshall & Rossman, 2016; Saunders et al., 2015). Fink (1998) noted

a literature review is a systematic approach the researcher could use to identify, analyze,

and clarify the researcher‘s work. Chei-Chang (2009) noted researchers could use

literature mapping to deal with a significant amount of data effectively and to synthesize

major findings of their research. Additionally, the researcher can use the literature

mapping to determine the relationship between themes and highlight research gaps

(CheiChang, 2009). Therefore, using a literature mapping, I structured my research into

the four following topics: (a) actor-network theory, (b) IT project failure and success, (c)

risk management strategies, and the (d) telecommunication industry.

Researchers should use the literature review to provide a summary of the

proposed research, and identify applicable theories, methods, and gaps in the existing

research (Marshall & Rossman, 2016). Saunders et al. (2015) noted the researcher should

focus on the research question and objectives in the literature review. The literature

review included major information about the risk management strategies IT project

managers use to improve project success rate. For instance, the subsection on risk

management strategies comprises information about (a) risk identification, (b) risk

analysis, (c) risk response planning, (d) risk response implementation, and (e) risk

monitoring.

As theory represents the foundation of most research efforts (Saunders et al.,

2015; Turner, Baker, & Kellner, 2018), Rocco and Plakhotnik (2009) agreed theory also

provides grounding for literature reviews. Turner et al. (2018) noted there should be a

clear alignment between the theory and the research question. The literature review

included information about the actor-network theory; the theory I selected for this study. I

included alternatives theories such as the (a) theory of constraints, (b) utility theory, (c)

contingency theory, and the (d) research-based theory. Additionally, the literature review

included subsections on IT project failure and success, risk management strategies, and

the evolution of the telecommunication industry.

Actor-Network Theory

The actor-network theory is a powerful tool researchers can apply to the sociology

of science (Callon, 1986; Latour, 1987). Latour (1996) conducted later researches on the

actor-network theory with a focus on IT. As a theoretical and methodological approach to

social theory, IT project manager can use the actor-network theory to analyze

sociotechnical processes, and interactions between humans and nonhumans during IT

project execution (Floricel et al., 2014). Floricel et al. (2014) suggested IT project

managers should treat both the social and technical aspects of the IT project inseparably.

Latour also noted the IT project manager should analyze people and artifacts with the

same conceptual apparatus. Using the actor-network theory, the IT project manager can

effectively treat the social and the technical aspects of IT projects as inseparable (Floricel

et al., 2014). Therefore, I used the actor-network theory as the conceptual framework for

this research study.

The actor-network theory is different from other social approaches because it is a

combination of theory and methodology (Latour, 1996). IT project managers can use the

actor-network theory to conduct an analysis of the risk inherent to the project (Floricel et

al., 2014). The IT project manager could use the actor-network theory as a concept to

view elements in the real world and trace those elements in empirical work. IT project

managers can use the actor-network theory to evaluate the motivation of project team

members and key stakeholders, and stimulate individuals and project team to achieve

project objectives (Walsham, 1997). Cresswell, Worth, and Sheikh (2010) also noted the

IT project manager should consider using the actor-network theory to better appreciate

the complexity of reality and the active role of technology in this context. The IT project

manager can use the actor-network theory to analyze the social aspects of project

management while focusing on the management of risks (Cresswell et al., 2010). I used

the actor-network theory as a conceptual framework to analyze the social aspects of IT

project management, and the causes of IT project failure.

The IT project manager can use the actor-network theory to understand why IT

projects fail (Gunawong & Gao, 2017). For instance, the IT project manager can use the

actor-network to conduct an effective analysis of the risks inherent to the project (Floricel

et al., 2014). Additionally, the actor-network theory is a powerful lever the IT project

manager should consider using to deal with project stakeholders‘ interests and

expectations (Floricel et al., 2014). Monteiro (2000) noted that the IT project manager

could use the actor-network theory to analyze the origins and processes of IT projects

failure after applying the theory to evaluate the development of IT project infrastructure

by private and public companies. Gao (2007) used the actor-network theory to investigate

the failure of a wireless local area network standard in China. Applying the actor-network

theory as the conceptual framework for this study, I understood how IT project managers

used risk management strategies to improve project success rates.

The development of a telecommunication project, such as a broadband network,

includes different actors with different expectations. Stalder (2002) noted that actors and

networks are connected in the sense that a network shapes and defines the actors that

align with the network. Callon (1986) defined this process of actor-network formation

and maintenance as the translation and separated it into four parts including the (a)

problematization, (b) interessement, (c) enrollment, and (d) mobilization. Gunawong and

Gao (2017) described the stage from project initiation to collapse as a failure in

translation. Uncertainties generate risks in all projects (PMI, 2017). Therefore, an

inability to effectively manage IT project risks might not only lead to the translation

process to fail but also to the actor-network to collapse (Greener, 2006).

The IT project manager can use the actor-network theory to build a social

relationship and strengthen trust with and among project team members and stakeholders

(Floricel et al., 2014). The IT project manager should understand the process of

actornetwork formation and maintenance (Callon, 1986). Additionally, the IT project

manager should know that translation involves the creation of a transition from one stage

to the other (Sarker, Sarker, & Sidorova, 2006). For instance, at the problematization

moment, the IT project manager should establish and control an actor-network, create the

project, and identify other active stakeholders (Gunawong & Gao, 2017). Moreover, the

IT project manager could use the actor-network theory to resolve conflicts and gain a high

level of control (Awie & Dawie, 2014). Liu (2016) noted that both the end-users and the

management of risks influence the performance of IT projects. Pollack et al. (2013)

suggested IT project managers should use the actor-network theory as an approach to

analyze both the social aspects of project management and risk management. I used the

actor-network theory as the conceptual framework for this study to understand how IT

project managers in the telecommunication industry used risk management strategies to

improve project success rates.

Alternative Theories

The actor-network theory was the theory used as the conceptual framework for

this study. The alternative theories I explored for this study included the (a) theory of

constraints, (b) utility theory, (c) contingency theory, and the (d) research-based theory.

Theory of constraints. Goldratt and Cox (1984) developed the theory of

constraints (TOC) based on finite programming software for the optimization of

production systems. The primary goal of the TOC was to (a) determine the system

limiting factor that could be a constraint in achieving a goal, (b) decide how to optimize

the system‘s constraint, (c) subordinate all other processes to the constraint (d) decide

how to get rid of the system‘s constraint and then (e) return to the first step for identifying

the next constraint and not allow inertia to become the next constraint (Ikeziri, Souza,

Gupta, & de Camargo Fiorini, 2019; Johnson, Creasy, & Fan, 2016). Rand (2000) and

Steyn (2002) noted the system‘s constraint is the component of the system that hampers

the objective of the system. Goldratt and Cox (1984) noted organizations‘ main goal is to

increase and sustain profitability over the long-term. The first step project managers

should consider when using the theory of constraints is to identify the system‘s constraint

(Goldratt & Cox, 1984). Rand (2000) noted the system‘s constraint constitutes the

bottleneck. Project managers should identify the part of the system that constitutes its

weakness to focus on improvement efforts, and exploit the system‘s constraint (Ikeziri et

al., 2019; Johnson et al., 2016). To effectively exploit the constraint, Goldratt and Cox

(1984) suggested project managers should use the constraint to its fullest capacity.

Additionally, Ikeziri et al. (2019) and Johnson et al. (2016) noted that project managers

should focus on eliminating the downtime of bottleneck operations to exploit the

constraint. In the third stage of the theory of constraints, Goldratt and Cox (1984)

suggested project managers should subordinate everything else to the above two

decisions. Project managers must work on adjusting the non-constraint parts of the

system to a point that will enable the constraint to perform at the maximum value (Rand,

2000; Steyn, 2002). If the previous stages were successful, project managers should

elevate the constraint by taking all necessary actions to remove the constraint (Goldratt &

Cox, 1984). Rand (2000) noted that after elevating the constraint, the initial bottleneck

may no longer be impeding the system. Therefore, project managers should return to the

first stage to identify the new bottleneck and then reproduce the process.

Project managers can apply the TOC as a conceptual framework to develop a

variety of management techniques (Steyn, 2002). Project managers can use the TOC to

effectively manage project scheduling (Goldratt, 1997; Johnson et al., 2016). Shu-Shun

and Shih (2009) indicated that project managers can use the TOC to manage project

schedules and risks more effectively. Additionally, de Souza and Pires (2010) and Zhang,

Song, and Diaz (2016) indicated organizations can use the TOC to leverage performance

to build and sustain competitive advantage. Sabbaghi and Vaidyanathan (2004) noted that

IT project managers can use the TOC as an approach in the planning and implementation

of IT projects. Project managers could apply the TOC to fast track project schedule and

improve project control and monitoring (Steyn, 2002). However, though fast tracking the

project schedule may not lead to an increase in project costs, it increases project risks

(PMI, 2017). Sabbaghi and Vaidyanathan (2004) and Ikeziri et al. (2019) indicated that

the TOC applies to a project as a network of required activities that move toward some

clear goals aimed at producing deliverables under budget and within schedule. To deliver

project results under budget and within the project schedule, IT project managers should

consider some prerequisites which are the precedents for the goal. Additionally, IT project

managers should define all required dependencies between the predecessor and the

successor (Johnson et al., 2016; Sabbaghi & Vaidyanathan, 2004). Though, IT project

managers can use the theory of constraints as an approach in the planning and

implementation of IT projects, it is not an appropriate conceptual framework for

managing IT project risks effectively.

Project managers can use the TOC as a social theory to address resources, as well

as scope, cost and time issues (de Souza & Pires, 2010; Steyn, 2002). Izmailov, Korneva,

and Kozhemiakin (2016) indicated that the use of the TOC enables project managers to

reduce non-productive multitasking people and implement tasks much more quickly and

effectively. Zhang et al. (2016) noted that the TOC is based upon the opinion that even a

single constraint can influence the outcome of a structure. Because the TOC treats every

process or project as a system of interconnected link, Izmailov et al. (2016) suggested the

use of the theory of constraints as a continuous improvement strategy for organizations to

achieve a competitive advantage. Because the purpose of this study was to explore the

risk management strategies used by IT project managers for improving project success

rates, I chose not to use the TOC. Additionally, the main focus of the TOC is on

continuous improvement, while risk management is applied to projects that have a known

starting date and an explicit ending date. Moreover, using the TOC, IT project managers

could not build a social relationship and strengthen trust with project team members and

stakeholders (Floricel et al., 2014). Therefore, I chose not to use the TOC as the

conceptual framework for exploring the risk management strategies IT project managers

within the telecommunication industry used for improving project success rates.

Utility theory. The utility theory originated from the concept of usefulness, and it

characterizes personal happiness (Nathan, Todd, & Yang, 2016). Safari, Bagherpour, and

Wang (2016) noted that Daniel Bernouilli first proposed the utility theory in 1738. The

utility theory is a concept that focuses on individuals‘ choices by increasing a utility

function (Brickley, Smith, & Zimmerman, 2015). Project managers can use the utility

theory to identify stakeholders‘ preferences between complex alternatives with uncertain

outcomes (Nathan et al., 2016). Shi and Wang (2019) noted that the utility theory is a

consumer behavior theory IT project managers can use to assess the attitude of key

stakeholders in dealing with risk. Nathan et al. (2016) and Shi and Wang (2019) defined

utility theory as an evaluation theory influenced by key project stakeholders‘

psychological choice tendency. Therefore, project managers can use the utility theory to

identify project stakeholders‘ preferences between complex alternatives with uncertain

outcomes (Johnson et al., 2016).

Project managers can use the utility theory to evaluate the risk attitude of project

stakeholders (Brickley et al., 2015; Nathan et al., 2016; Shi & Wang, 2019). Suda, Rani,

Rahman, and Chen (2015) conducted a quantitative study to determine the relationship

between creativity and attitude toward risk. The findings showed that a project manager

with a risk aversion will be cautious in decision making and that the utility will be higher

(Suda et al., 2015). Unlikely, Suda et al. (2015) noted that decision-makers who are not

reluctant towards risk-taking tend to take double risk than the risk aversion

decisionmaker, which will turn into a lower utility in decision making. Johnson et al.

(2016) shared that IT project managers can use the utility theory as a rational approach to

understanding the risk attitude of project stakeholders.

Piney (2003) suggested project managers use the expected utility values to assess

stakeholders‘ opinion of risk concerning project risk propensities. Johnson et al. (2016)

noted project managers can use the expected utility theory to evaluate situations in which

stakeholders must decide in the event of uncertainty. Johnson et al. (2016) noted that

Bernoulli attempted to formulate the criterion of maximization of expected utility in

1782. Brickley et al. (2015) suggested project managers should consider the criterion of

maximization of the expected utility when analyzing and identifying stakeholders‘

attitudes towards risk. Additionally, Piney (2003) and Qazi, Quigley, Dickson, and

Kirytopoulos (2016) noted that the project stakeholders generally select the act that

results in the highest expected utility, which is the sum of the products of probability and

utility over all possible outcomes. Johnson et al. (2016) believed that the decision-making

processes depend not only on the project manager‘s risk aversion but also on the utility of

other stakeholders. Therefore, project managers can use the expected utility theory to

make the decision-making processes more objective, and to meet the expectations of

project stakeholders (Piney, 2003).

The utility theory is a concept that project managers can use for making strategic

decisions in managing project risks (Safari et al., 2016). Nathan et al. (2016) and Qazi et

al. (2016) shared that project managers can use the utility theory to better understand

stakeholders‘ risk. Using the utility theory, project managers and project team members

can apply techniques such as brainstorming for identifying and assessing risk and

developing appropriate risk response strategies (Qazi et al., 2016; Safari et al., 2016).

However, though project managers have applied the utility theory as a rational method for

understanding and managing project risk, some concerns remain with the behaviors and

tasks that interrupt the risk management process predicted by the utility theory (Nathan et

al., 2016). Therefore, I chose not to use the utility theory because it would not be the

appropriate theory to effectively explore the risk management strategies used by IT

project managers in the telecommunication industry for improving project success rates.

Contingency theory. The contingency theory was developed in 1964 by Fiedler

as a leadership model that focuses on organizational effectiveness (Suda et al., 2015).

Fiedler (1964) shared that any organizational leaders‘ effectivness depends on two

aspects including the leadership style, and the situation favorableness. Fiedler stated that

the first step in using the contingency model is for the leader to identify the natural

leadership style. Fiedler demonstrated this first step using a scale called the least

preferred coworker. Leaders can use the least preferred coworker scale to determine

whether they are relationship-oriented or task-orienetd. Fiedler (1964) concluded that

leaders who score high on the scale are relationship-oriented, while those who score high

are task-oriented. Project managers can use the contingency theory as a model to

formulate strategic decisions and improve project performance (Sauser, Reilly, &

Shenhar, 2009; Suda et al., 2015).

Projects are one form of transitory and temporary organizational endeavor

undertaken to produce a unique service or result (Kendrick, 2015; Kerzner & Kerzner,

2017; PMI, 2017;). When analyzing project failure rates, most organizations focus their

research on the engineering and technical factors, but not on the managerial reasons

(Sauser et al., 2009). In many cases, the high rate of project failures is related to

management‘s failure (Hanisch & Wald, 2012; Sauser et al., 2009; Suda et al., 2015).

When addressing the project‘s success criteria, project managers generally take into

account the project schedule, cost, and quality (Márta et al., 2018). Additionally, Márta et

al. (2018) noted that project managers could define project success by assessing the

stakeholder satisfaction and considering the effectiveness criterion. Project managers can

use the contingency theory to address project low success rates (Joslin & Müller, 2016;

Sauser et al., 2009). Hanisch and Wald (2012) and Sauser et al. (2009) suggested project

managers should use of the contingency theory for optimizing project planning. Joslin

and Müller (2016) and Hanisch and Wald (2012) noted that project managers can use the

contingency theory to improve project planning and control factors.

Fiedler‘s (1964) contingency theory stated that the leader is someone in the group

who manages and coordinates task-relevant group activities. To apply Fiedler‘s

contingency model, the project manager should first identify their natural leadership

style, then their situation leadership style. However, Fiedler‘s contingency model showed

some limitations that need to be addressed. Fiedler (1972) acknowledged the

inconsistencies in experimental conclusions concerning the interpretation of

relationshiporiented versus task-oriented. Weill and Olson (1989) noted that one of the

contingency‘s limitations emanates from Fiedler‘s idea that there is a relationship

between the leaders‘ style and their behavior. Additionally, Suda et al. (2015) noted that

previously contingency theory has been applied to public projects, and not to private

projects. Therefore, I chose not to use the contingency theory as the conceptual

framework for this study.

Resource-based theory. Barney (1991) developed the resource-based theory in

1986 as a model organizational leaders can use to achieve long-term goals. The

resourcebased theory states that an organization that possesses strategic resources has a

great opportunity to develop and sustain a competitive advantage over its competitors

(Dzeng & Wen, 2005; Ferreira, Serra, Costa, & Almeida, 2016; Ghapanchi, Wohlin, &

Aurum, 2014). Killen, Jugdev, Drouin, and Petit (2012) suggested that organizational

leaders should apply the resource-based theory to increase profitability over time.

A firm‘s resources include all assets, capabilities, organizational processes,

attributes, information, and knowledge (Barney, 1991; Killen et al., 2012). Ghapanchi et

al. (2014) noted that organizational leaders could use the firm‘s resources to develop and

execute strategies for improving its efficiency and effectiveness. According to Barney

(1991), the firm‘s resources include the (a) human capital resources, (b) organizational

capital resources, and the (c) physical capital resources. To achieve the firm‘s long-term

goals, organizational leaders should invest more in the human capital resources, and in

the organizational capital resources (Barney, 1991). Additionally, organizational leaders

that invest in their firm‘s intangible resources are more successful when it comes to

project planning, monitoring, and controlling (Barney, 1991; Killen et al., 2012).

Therefore, project managers can use the resource-based theory to improve project

planning, monitoring, and controlling.

Organizations formulate strategies to achieve long-term goals and sustain a

competitive advantage (Ghapanchi et al., 2014). The resource-based theory is an

approach project managers can apply to project management and project portfolio

management (Ferreira et al., 2016; Killen et al., 2012). Ferreira et al. (2016) noted that to

sustain their competitive advantage, organizations need capabilities they can use to create

value that rivals cannot copy. The alignment between strategy, project management, and

project portfolio management contributed to improving project performance (Ferreira et

al., 2016). Killen et al. (2012) suggested project managers should apply the resourcebased

theory to classify project management resources in terms of complexity and leverage.

Project managers can use tangible project management resources such as project

management methodologies, and intangible resources to effectively plan, implement,

monitor, and control project activities (Killen et al., 2012).

The success of IT projects generally depends on several factors project managers

should understand and manage (Ghapanchi et al., 2014; PMI, 2017). Ghapanchi et al.

(2014) conducted a quantitative study to examine the influence of project resources on the

defect-fixing process. Ghapanchi et al. (2014) targeted 427 open source projects. The

purpose of Ghapanchi et al.‘s research was to determine the open source projects that had

the potential to affect defect-fixing effectiveness. The findings of Ghapanchi et al. (2014)

showed that open-source projects that have a higher level of organizational

communication than others are more likely to benefit from competitive advantage

through effective defect-fixing. Therefore, project managers should understand the need

for valuable strategic resources to produce a competitive advantage for the firm.

The resource-based theory is a strategic management research that focuses on the

firm‘s internal and external environment (Barney, 1991). Project managers can use the

resource-based theory to evaluate project team performance (Ferreira et al., 2016; Killen

et al., 2012). Dzeng and Wen (2005) used the resource-based theory to assess project

teaming strategies in the construction industry. According to Dzeng and Wen (2005), the

application of the resource-based theory enables project managers to determine critical

resources required to implement construction projects. Additionally, project managers can

apply the resource-based theory to assess the capacity of external stakeholders including

contractors, and determine resource gaps (Dzeng & Wen, 2005; Killen et al., 2012). The

resource-based theory is an effective approach project managers can use to examine how

the firm‘s resources can increase competitive advantage. However, though the resource-

based theory is effective to evaluate project teaming strategies, there is no evidence of its

effectiveness for exploring the risk management strategies used by IT project managers to

improve project success rates. Therefore, I chose not to use the resource-based theory for

this study.

Information Technology Project Failure and Success

In the field of IT, there is a noticeable shift toward project failure (Aranyossy,

Blaskovics, & Horváth, 2018; Iijima, 2015). IT projects failure can be in various forms.

Deshaw (2017) noted more than 70% of IT projects fail because they did not meet three

essential criteria that involve (a) schedule, (b) budget, and (c) quality. Márta et al. (2018)

indicated an organization could measure project success by considering the effectiveness

criterion and stakeholders‘ satisfaction. However, the rate of IT project success remains

low (Standish Group, 2016).

The Standish Group (2016) conducted a quantitative survey to investigate the

causes of IT projects failure. The Standish Group used surveys as an instrument to target

IT executive managers from different industries. The targeted industries included various

sectors such as finance and insurance, manufacturing, wholesale trade, as well as public

organizations. The overall sample consisted of 365 companies that had 8,380 software

end-user programs under development. The Standish Group (2016) noted that 31.1% of

the software applications were canceled before completion, while 52.7% cost 18.9% over

the initial cost estimates. In addition to the quantitative study, the Standish Group

conducted four surveys and several interviews to extend the study to the qualitative

context. In their chaos report, the Standish Group (2016) stated in 2015, that while 29%

of projects were successful, 52% were challenged, and 19% failed. Especially, 70% of IT

projects in 2015 failed or were challenged (Deshaw, 2017; Standish Group, 2016).

According to Deshaw (2017) and the Standish Group Chaos Report (2016), IT projects

fail when there is no stakeholder involvement, top management support, and/or a lack of

clear communication of requirements. Additionally, requirements changes could lead to

cost growth and schedule interruptions (Deshaw, 2017; Iijima, 2015; Standish Group,

2016). In a like manner, the Standish Group reported that immature technology could

hamper IT projects success by leading to cost growth.

Stoica and Brouse (2013) noted that there is a very high rate of IT project failure

since its initiation stage. Iijima (2015) conducted a qualitative study to evaluate the

reasons why project managers generally fail to deliver IT projects successfully. According

to Iijima (2015), IT projects fail because of the (a) failure of designing the business as a

business case, (b) failure to initiate a relevant business case review and approval process,

strategy, and (e) failure to maintain the business case alive throughout project life cycle.

IT personnel generally possess the knowledge and technical skills of IT projects but fail

to write an IT business case (Iijima, 2015). IT personnel should consider involving other

departments of the organization in the writing of the IT project business case. In addition

to the failure to design the business case, IT personnel also fail to institute a relevant

business case review and approval process (Iijima, 2015). Iijima (2015) noted that

ineffective cost analysis constitutes another significant point of IT project failure. In other

words, the lack of transparency makes it difficult to ensure that the planning process

enables for proper and complete cost estimates.

Moreover, Iijima (2015) shared that risk is a key construct that influences IT

project success. The need for the development of an effective risk management strategy is

essential to increase the IT projects success rates (Deshaw, 2017; Hartono et al., 2014;

Márta et al., 2018; Pimchangthong & Boonjing, 2017). The life cycle of any project

includes the (a) initiation, (b) planning, (c) execution, (d) monitoring and control, and (e)

closure (PMI, 2017). The IT project manager must not treat the IT project business case

as a one-time assignment (Iijima, 2015; PMI, 2017). Therefore, project manages should

consider maintaining the business case throughout the project life cycle to improve IT

project success rates (Iijima, 2015).

Aranyossy et al. (2018) conducted a quantitative study to investigate the key

factors of project success and failure. Aranyossy et al. (2018) used a survey as an

instrument to target a population of 124 Hungarian IT professionals while considering

factors such as primary and secondary diversity, and major roles and responsibilities in

managing IT projects. Aranyossy et al. (2018) concluded the lack of stakeholder

engagement, executive support, and ineffective planning were the major factors of IT

project failure.

Stakeholder engagement includes the process of communicating and involving

stakeholders throughout the project lifecycle to respond to specific needs and

expectations (PMI, 2017). Hopkin (2018) noted an effective management of stakeholder

management can help the IT project manager to reduce resistance from stakeholders, and

therefore gain their support. Additionally, Aranyossy et al. (2018) noted communication

and change management skills are the two primary skills project managers need to

improve projects success rates. Because more than 70% of IT projects were unsuccessful

because of risks (Deshaw, 2017; Standish Group, 2016), IT project managers should

consider developing effective risk management strategies to improve IT projects success

rates.

Risk Management Strategies

The widespread occurrence of risk in projects encouraged organizations to take

proactive measures to effectively manage risk and its effects (El Yamami, Ahriz,

Mansouri, Qbadou, & Illousamen, 2017; Pimchangthong & Boonjing, 2017; PMI, 2017).

As the process of identifying, evaluating, and responding to risk across the project

lifecycle to meet project objectives (Pimchangthong & Boonjing, 2017; PMI, 2017), risk

management should be a major component of the project management process (Hillson &

Simon, 2012). El Yamami et al. (2017) and Júnior and Chaves (2015) noted effective

management of risk contributes to improving IT project success. Most researchers and

literature identified six risk management processes including (a) risk management

planning, (b) risk identification, (c) qualitative risk analysis, (d) quantitative risk analysis,

(e) risk response planning, and (f) risk monitoring (Brookfield, Fischbacher-Smith,

Mohd-Rahim, & Boussabaine, 2014; El Yamami et al., 2017; PMI, 2017). The IT project

manager can develop a project risk management framework by applying the six risk

management processes (Marchewka, 2014).

Plan risk management. The development of risk management planning enables

the IT project manager to not only formulate the objectives but also identify the ways and

means to implement risk tasks (Cagliano, Grimaldi, & Rafele, 2015). As the first step of

the risk management processes, risk planning begins with a strong commitment of a risk

culture from all the stakeholders involved in the project (El Yamami et al., 2017;

Marchewka, 2014; Schwalbe, 2015). According to Marchewka (2014), and Schwalbe

(2015), stakeholder engagement ensures the required resources provided will not only

help to plan adequately but also deal with the identified IT project risks. Furthermore,

stakeholders‘ involvement in the identification, analysis, and risk response to both

negative and positive risks is essential to develop an effective risk management strategy

(Javani & Rwelamila, 2016; PMI, 2017).

Risk identification. Risk identification involves the identification of all project

risks and sources of risks, as well as their documentation (El Yamami et al., 2017; Júnior

& Chaves, 2015; Marchewka, 2014; PMI, 2017; Schwalbe, 2015). By performing this

process, the IT project manager can document existing individual project risks and the

sources of overall project risk (Marchewka, 2014; PMI, 2017). Additionally, the risk

identification stage provides key data that the project team can utilize to appropriately

respond to the identified risks (PMI, 2017).

Júnior and Chaves (2015) conducted a qualitative study to explore the risk

management strategies used during the merger period of two telecommunication

companies in Brazil. In the process of identifying risks, the project manager can use

different techniques or tools including (a) expert judgment, (b) data collection techniques,

Júnior and Chaves (2015) used interviews as a technique to list thirteen exclusive risks

identified by the respondents in the merger period between two Brazilian

telecommunication companies. Júnior and Chaves (2015) noted the unsafe zone that

spread throughout, and the high rate of redundancies was among the most frequently

reported risks identified by the respondents.

Risk analysis. After the identification of the risks, the next step for the IT project

manager and his or her project team to perform an analysis of the risks. Risk analysis is

about appraising identified risk to decide on the probability of happening, influence, and

lapse of time (Brookfield et al., 2014; Javani & Rwelamila, 2016; Júnior & Chaves, 2015;

Marchewka, 2014; PMI, 2017; Schwalbe, 2015). Marchewka (2014) noted the project

manager should consider prioritizing risks during the risk analysis step before

formulating a risk strategy. By prioritizing risks, the project manager can determine

which risks require a response (PMI, 2017). To perform the analysis of risks, the project

manager can use either the qualitative risk analysis or the quantitative risk analysis

(Hopkin, 2018).

The project manager performs the qualitative risk analysis throughout the project

by assessing the priority of identified individual IT project risks, and using their

probability of happening (Cagliano et al., 2015; PMI, 2017; Schwalbe, 2015).

Marchewka (2014) stated that IT project managers and the project team members can use

qualitative risk analysis to conduct a subjective analysis of the risk. The IT project

manager can use several qualitative tools or techniques for analyzing risks. For example,

the IT project manager can use the Delphi Technique to decide how serious risk is by

looking at the probability of occurrence of the risk, and the consequences if the risk

occurs (Marchewka, 2014; Markmann, Darkow, & von der Gracht, 2013). Moreover, IT

project managers can assess the impact of risks regarding time, cost, and quality (PMI,

2017). IT project managers can use a variety of qualitative tools including the probability-

impact risk matrix, cause and effect diagram, decision trees, and risk categorization for

assessing IT project risks (Holzmann & Spiegler, 2011; Marchewka, 2014; Muriana &

Vizzini, 2017). For instance, IT project managers can use a probabilityimpact risk matrix

for defining the rating scales for likelihood and impact of a particular risk and identify

which risks the project team needs to develop a response for (Muriana & Vizzini, 2017).

Project managers generally rates the likelihood and impact of project risk on the scale of

(a) very low, (b) low, (c) moderate, (d) high, and (e) very high (Hopkin, 2018). Figure 1

depicts an example of the risk impact and probability matrix.

Figure 1: Probability and impact matrix. Project Management Institute. (2017). A guide to

the project management body of knowledge (6th ed.). Newtown Square, PA:

Project Management Institute. Reprinted with permission

IT project managers could use input from the project to assess the likelihood of

occurrence for each individual risk identified (Hopkin, 2018; PMI, 2017). The identified

risks that are within the red and yellow zones of the matrix will have a risk response

strategy that may involve both risk reduction and a contingency plan. Figure 2 illustrates

an example of definitions of probability and impacts against three project objectives. IT

project managers can use the scales to assess both positive and negative risks by

interpreting the impact definitions as threats for negative risks, and opportunities for

positive risks (Hopkinson, 2017). While threats could include project delay, additional

cost, and performance shortfall, opportunities would be regarding schedule or cost

reduction, and performance improvement (PMI, 2017).

Figure 2: Example of definition for probability and impact. Project Management

Institute. (2017). A guide to the project management body of knowledge (6th ed.).

Newtown Square, PA: Project Management Institute. Reprinted with permission

Quantitative risk analysis involves a mathematical assessment of individual

identified risks and their impacts on the IT project objectives (Javani & Rwelamila, 2016;

Kendrick, 2015; PMI, 2017; Schwalbe, 2015). Using the quantitative risk analysis

approach, the IT project manager can quantify each of the identified risks, and then

develop numerical data that may enhance the risk response strategy (PMI, 2017). During

the quantitative risk analysis process, the IT project manager uses the information on

individual project risks analyzed in the qualitative risk analysis process as having a

sufficiently high impact on the project (Kendrick, 2015; PMI, 2017). Hopkinson (2017)

noted the use of quantitative is more effective for mega or strategically important

projects. IT project managers can use the quantitative risk analysis to adequately assess

all the project risks by evaluating their aggregated effects on project objectives (Haimes,

2015; Kerzner & Kerzner, 2017; Muriana & Vizzini, 2017; PMI, 2017). Table 1 depicts a

comparison between the qualitative and quantitative approach.

Table 1:

Comparison of Qualitative and Quantitative Approaches.

Qualitative Risk Analysis

Quantitative Risk Analysis

Addresses individual risk

descriptively; Assesses

the discrete

probability of occurrence and

impact on objectives if

it does occurs;

Prioritize individual risks for

subsequent treatment; Adds

to risk register; Leads to

quantitative

risk analysis

Predicts likely project outcomes based on

combined effects of risk; Uses probability

distribution to characterize the risk‘s

probability and impact;

Uses project models such as schedule or

cost estimate;

Uses a quantitative method, requires

specialized tools;

Estimates likelihood of meeting targets and

contingency needed

to achieve desired level of comfort;

Identifies risks with greatest effect on

overall project risk

Note: Adapted from Practice Standard for Project Risk Management of the Project

Management Institute. Reprinted with permission.

During all the stages of risk management, the IT project manager can use the risk

breakdown structure (RBS) to visualize and strategize its approach towards project risks

management (Kerzner & Kerzner, 2017; PMI, 2017). IT project managers can use the

RBS to group individual project risks. Additionally, the IT project team can use the RBS to identify

the entire sources from which each risk may occur (Hopkinson, 2017; PMI, 2017). The project team

can use the RBS to find out the cluster of risks in a certain category and dependencies among risks

(Marchewka, 2014; PMI, 2017). The RBS is a powerful tool the IT project manager can use for

monitoring and evaluating the risk mitigation process throughout the project (Marchewka, 2014; PMI,

2017). Figure 3 illustrates a hierarchical representation of potential sources of risks.

Figure 3: Sample risk breakdown structure (RBS). Project Management Institute.

(2017). A guide to the project management body of knowledge (6th ed.). Newtown

Square, PA: Project Management Institute. Reprinted with permission

Risk responses planning. After assessing the risks, the IT project manager should

consider developing a risk response planning (Hopkinson, 2017; PMI, 2017). Risk

responses planning involves the development of options, selection of effective strategies,

and the implementation of action plans for dealing with the overall project risks (Javani &

Rwelamila, 2016; Kendrick, 2015; PMI, 2017). Javani and Rwelamila (2016) noted that

by developing a risk response planning, IT project managers could develop procedures to

reduce the defined risks and oversee such risks, and also identify potential new risks and

execute risk response plans. IT project managers can use an effective and appropriate risk

response to reduce individual negative risks, increase individual positive risks, and

decrease overall project risk exposure (Javani & Rwelamila, 2016; Kendrick, 2015;

Muriana & Vizzini, 2017; PMI, 2017).

IT project managers can use five alternative strategies to deal with project risks

(Hopkin, 2018; PMI, 2017). These strategies include (a) escalation, (b) avoidance, (c)

transfer, (d) mitigation, and (e) acceptance (Cagliano et al., 2015; Marchewka, 2014;

PMI, 2017; Talet, Mat-Zin, & Houari, 2014). The escalation strategic approach is suitable

when the project team and other major project stakeholders agree they do not have the

resources or competencies required to respond to the risk (PMI, 2017). Therefore, even if

a risk does not affect project objectives but could still impact another part of the

organization, the IT project manager should escalate it to the appropriate owner to ensure

its recognition, understanding, and management.

Risk avoidance is appropriate when the IT project team takes actions to remove

the negative risk or keep safe the project from its negative influence (Kendrick, 2015;

Kerzner & Kerzner, 2017; Marchwicka & Kuchta, 2017; Muriana & Vizzini, 2017; PMI,

2017). The avoidance strategy involves all the actions taken to remove the threat

completely (Kendrick, 2015; PMI, 2017; Schwalbe, 2015). In this situation, the IT project

manager should make an active approach to prevent the possibility of the threat occurring

(Marchewka, 2014). Kerzner and Kerzner (2017) noted project managers can avoid risks

by taking actions such as monitoring and evaluation, removing risky activities, reducing

system complexity, revising component parts quality requirements, switching to new

contractors, and integrating redundancies. However, the IT project manager can or should

not avoid all risk. Additionally, communication is critical to risk avoidance (Kerzner &

Kerzner, 2017; Marchewka, 2014; PMI, 2017).

One strategy the IT project manager can use is to shift or transfer the liability or

consequence of a stated risk to a third party. Risk transference could result in the form of

buying insurance against a specific risk or hire out an expert to manage a portion of the

project (Marchewka, 2014). Kerzner and Kerzner (2017) and the PMI (2017) noted that

transferring risk rarely helps to remove the risk, but creates an agreement for mitigation,

acceptance, or avoidance on another party. For instance, the IT project manager can

consider using fixed-priced contracts, the IT project manager to transfer the risk to the

contractor (Larson, Gray, Danlin, Honig, & Bacarini, 2014; PMI, 2017; Schwalbe, 2015).

In this situation, the contractor is aware that his or her company is liable for any risk that

occurs (Larson et al., 2014). Before making the decision to transfer the risk, the IT

project manager should determine which party can effectively manage the activities that

would generate risks (Larson et al., 2014; PMI, 2017).

The IT project manager can use a mitigation strategy to reduce the probability or

the impact of a threat if it does occur (Kerzner & Kerzner, 2017; Larson et al., 2014;

Marchewka, 2014; PMI, 2017; Schwalbe, 2015). Larson et al. (2014) noted that a project

team in charge of implementing a new system could test the new system on a smaller

separate project before implementation. The project team can test a new system to

discover several problems, and then propose a solution before implementation (Larson et

al., 2014). The IT project manager can use a mitigation strategy to mitigate the

probability of the risk occurrence.

IT project managers can use the risk acceptance strategy when acknowledging the

existence of a threat, but not taking any proactive action (Marchewka, 2014; PMI, 2017).

According to Larson et al. (2014), the project owner is liable for the risk because the

probability of occurrence is low. Risk acceptance strategy is useful for low-priority risks,

and the project team can also adopt it when the IT project manager has no other way to

address the threat (Larson et al., 2014; Marchewka, 2014; PMI, 2017). Risk acceptance

strategy can be either active or passive (Hopkin, 2018). An example of active acceptance

could be establishing a contingency reserve, including resources such as money, time, or

human capital to deal with the threat if it happens (Larson et al., 2014; Marchewka, 2014;

PMI, 2017). By adopting a passive acceptance, the project team does not take any active

action apart from the recurrent analysis of the risk to ensure that it does change

significantly (Larson et al., 2014; Marchewka, 2014).

Risk responses implementation. Implementation risk response involves the

overall steps of risk responses implementation (PMI, 2017). In liaison with the risk

champion, the project manager appoints the risk owner as the best person to manage an

identified risk (Hopkin, 2018; Kerzner & Kerzner, 2017; PMI, 2017). The risk owner is

responsible for securing, coordinating and deploying necessary resources to implement

planned risk response strategies and bring risks within the defined tolerance thresholds

(Kerzner & Kerzner, 2017; Larson et al., 2014). Successful implementation of risks

requires strong leadership, effective time management, and the use of tools and

techniques such as expert judgments, interpersonal and team management competencies,

and project management information system (Kerzner & Kerzner, 2017; PMI, 2017). The

risk owner can ensure successful implementation of a risk response strategy by select

competent team members, create a positive work environment, establish a high standard

of performance, and measure, monitor and report implementation progress (Larson et al.,

2014).

Risk monitoring. After identifying, qualifying, assessing, developing, and

implementing clear responses, the project team must continuously monitor the various

risk triggers to monitor all IT project risks. Risk monitoring is the process of monitoring

the identified risks, identifying and evaluating new risks, and assessing how effective the

risk process is (Hopkin, 2018; Larson et al., 2014; Marchewka, 2014; PMI, 2017). Larson

et al. (2014) and Schwalbe (2015) noted that IT project managers must monitor risks in

the same way he or she tracks the project progress. For the risk response control to be

effective, the project team should use tools such as data analysis, audits, and meetings

(PMI, 2017). The project team should ensure that risk evaluation and updating is part of

every status meeting and progress report system (Larson et al., 2014). The project team

must always be on alert to deal with new and unforeseen risks (PMI, 2017).

Telecommunication Industry

The telecommunication industry is a driving force of productivity across the

economy and societies. In addition to its significant contribution to the economic

activities of countries, the telecommunication industry has a positive effect with reference

to economic growth, poverty reduction, health education, healthcare delivery, and

education and training (Aker & Mbiti, 2010). Katz and Koutroumpis (2014) noted that

mobile infrastructures significantly influence the creation of market opportunities and

contribute to increasing employment and economic growth. The telecommunication

industry has rapidly evolved, and there is a lot to learn from this evolution.

Evolution of the telecommunication industry. Telecommunication networks

were primarily government-owned monopolies from their very inception. Stone (2015)

and Gómez-Barroso, Feijóo, Quiles-Casas, and Bohlin (2016) noted telecommunication

networks were natural monopolies like public utilities, where only one firm had the

control of the cable networks and the commutes that routed calls. Therefore, it was no

necessary to consider fixing more than one network of cables. Moreover, most

WestAfrican countries dealt with telecommunications policy as a national concern

managed by a ministry of post and communications (World Bank, 2007).

The impetus for reform of telecommunications arose from the poor performance

of domestic incumbent operators, and the need for national economic, social and security

interests (Aker & Mbiti, 2010; Jia, Durrani, & Chen, 2018; Katz & Koutroumpis, 2014;

Stone, 2015; World Bank, 2007). In Senegal for example, the member of parliament

voted the law that led to the privatization of Sonatel on February 22, 1995, taking away

the monopoly right and liberalizing the telecommunication market (Katz & Koutroumpis,

2014). In 2004, Sonatel lost its statutory monopoly, and since then Senegal‘s

telecommunication system has become one of the fastest growing and most competitive

in Africa (Katz & Koutroumpis, 2014; World Bank, 2007). Most agencies of regulations

in developing countries adopted a competitive strategy to mobile telephony, realizing that

the benefits to customers of this approach would be considerable and generate more

revenues (Katz & Koutroumpis, 2014; Stone, 2015). Figure 4 illustrates Africa mobile

revenue forecast from 2015 to 2021. The graph showed that total mobile revenue for

Africa from $55.55 billion in 2015 to $69.67 billion in 2021, capitalizing a compound

annual growth rate of 3.8%. Unlikely, the figure also showed that mobile voice revenue in

Africa would decline over the forecast period, from $43.2 billion in 2015 to $36.37

billion in 2021. However, mobile data revenue is expected to increase significantly, from

$6.40 billion in 2015 to $27.56 billion in 2021, hence a compound annual growth rate of

27.6%.

Figure 4: Africa mobile revenue forecast from 2015 to 2021. Source: Ovum, TMT

Intelligence. (2018, November). Africa market outlook: Digital services gather

momentum. Retrieved from https://ovum.informa.com. Reprinted with permission

Most governments in developing countries identified a revenue opportunity with

the possibility of auctioning to sell successive generations of mobile phone licenses at

very high prices (Stone, 2015; World Bank, 2007). In a like manner, the Senegalese

Agency for Telecommunication Regulations (ARTP) saw that huge consumer and

producer surpluses were appropriate via a license fee. The number of companies involved

in the telecommunication market rose sharply (Gómez-Barroso et al., 2016; Stone, 2015).

In Senegal, for instance, we assisted in the introduction of Tigo, the second telecom

operator in 1999, and then Expresso, the third operator in 2009.

The modern mobile telecommunication industry (MTI). Mobile

telecommunication has transformed the way people communicate. While the first

generation (1G) of telecommunication realized the essential mobile voice using analog

access transmission, the second generation (2G) made known capacity and coverage

(Kumar, Liu, & Sengupta, 2010). The 2G enabled the improvement of the quality of the

existing voice services with the introduction of digital multiple access technologies such

as code-division multiple access (CDMA) and time division multiple access (TDMA)

(Sharma, 2013). Then followed the 3G, which focuses on data higher speeds to open the

gates for genuinely mobile broadband, which the 4G fully fulfilled (Kumar et al., 2010;

Sharma, 2013). The 4G provides customers with boundless of telecommunication

services, including leading mobile services, backed-up by mobile and fixed networks,

which are progressively packet-based, along with a support for low to high wireless

solutions and limitless data rates, aligned with service demands in multiuser environment

(Kumar et al., 2010; Sharma, 2013). According to Sharma (2013), the 5G should be a

revolutionary and smart technology that interconnects the globe. The 5G will be the latest

iteration of mobile telecommunication engineered to increase the speed and

responsiveness of wireless networks significantly. Figure 5 illustrates the evolution wave

of mobile telecommunication from 1G to 5G.

Figure 5: The evolution wave of mobile telecommunication. From ―The Innovation

Waves in Mobile Telecommunication Industry‖, by Jia et al. (2018), IEEE Engineering

Management Review, p. 66. Reprinted with permission.

Jia et al. (2018) used a system thinking approach to investigate the innovation

layers propelling the evolution of the telecommunication industry. According to Jia et al.

(2018), the telecommunication industry is not only a complex ecosystem but also a highly

competitive industry. Bohlin, Gruber, and Koutroumpis (2010) and Jia et al. (2018)

agreed that technological innovation is the primary driving force that influenced the

transition from a first generation (1G) to a fifth generation (5G) of mobile

telecommunication. Jia et al. (2018) explained the development of mobile

telecommunication from 1G to 5G with two factors that include the (a) evolution of the

network, and the (b) evolution of all the associated ecosystems levels.

Mobile adoption in West-Africa. Mobile adoption has been growing fast in most

West-African countries. According to GSMA Intelligence 2018 report, the 15 countries

members of the Economic Community of West African States (ECOWAS) registered 176

million subscribers by the end of 2017 (GSMA Intelligence, 2018). Several factors could

explain this rapid growth, including the extension of mobile networks to underprivileged

communities and the growing accessibility of services and device costs (GSMA

Intelligence, 2018; Nwanga, Onwuka, Aibinu, & Ubadike, 2015). According to GSMA

Intelligence (2018), between 2010 and 2017, the number of mobile subscribers in the

ECOWAS went up by two digits and reflected a compound annual growth rate (CAGR)

of just under 10% over that period. However, though annual subscriber growth went

down by single-digit rates, reaching 6% in 2017, the ECOWAS region is still one of the

rapidly growing markets in the world, with a forecast CAGR of 4.4% over the period to

2025 (GSMA Intelligence, 2018). Figure 6 illustrates an overview of the African fixed

and mobile market from 2013 to 2015.

Figure 6: Africa fixed and mobile market overview, 2013 to 2015 (year-on-year %

change). Source: Ovum, TMT Intelligence. (2018, November). Africa market outlook:

Digital services gather momentum. Retrieved from https://ovum.informa.com. Reprinted

with permission

Regarding size and subscribers, one can note the diversity of the mobile market in

Africa. While Nigeria dominates the West African market with more than one-half of

overall subscribers in 2017, Burkina Faso, Cote-d‘Ivoire, Ghana, Mali, and Senegal

account for less than a fifth of subscribers (GSMA Intelligence, 2018; World Bank, 2018).

With an overall subscriber penetration of 47% in 2017, ECOWAS benefits from the

highest penetration rate of all the regional economic communities (RECs) in SubSaharan

Africa. Then, followed the Southern African Development Community (SADC) with a

penetration rate of 44%, the East Africa Community (EAC) with 42%, and finally the

Economic Community of Central African States (ECCAS) with a penetration rate of 40%

(GSMA Intelligence, 2018; World Bank, 2018).

Transition to mobile broadband. While some countries including United States

of America, South Korea, China, and Japan are putting 5G to work (SDX Central, 2018),

the transition to mobile broadband is in progress in West Africa. According to GSMA

Intelligence (2018), the extension of 3G and 4G networks, as well as lower data rates and

the growing accessibility of smartphones contributed a lot to the shift to mobile

broadband in the West Africa region. Though 3G currently remains the dominant mobile

broadband technology in West Africa, 4G adoption is significantly growing up because of

network expansion and considerable accessibility of 4G devices (GSMA Intelligence,

2018; World Bank, 2018). According to Ovum, TMT Intelligence (2018), Africa had a

combined broadband development index (BDI) score of 232 at the end of 2015, with

Central and Southern Asia being the only region to evidence a lower score. Figure 8

illustrates the BDI ranking by global sub-region in 2015. With the extension of 3G and

4G networks and accessibility of smartphones, the take-up of mobile broadband grown

strongly in Africa. For instance, in the first quarter of 2018, there existed 29 long-term

live evolution (LTE) networks in nine countries across West Africa, six of which launched

in 2017, including Airtel Nigeria in February 2018, and Africell Gambia and

Sierratel Sierra Leone in January 2018 (World Bank, 2018).

Figure 7: Broadband Development Index ranking by global sub region in 2015. Source:

Ovum, TMT Intelligence. (2018, November). Africa market outlook: Digital services

gather momentum. Retrieved from https://ovum.informa.com. Reprinted with permission

Reprinted with permission

The economic and social contribution of the mobile telecommunication

industry (MTI). The mobile telecommunication industry has a significant social and

economic impact (Broadband Commission, 2016; Jia et al., 2018; Katz & Koutroumpis,

2014; Nwanga et al., 2015). The mobile industry contributed some USD 3.1 trillion to the

global gross domestic product (GDP) and some USD 431 billion in public funding and

employs 32 million people either directly or indirectly (Broadband Commission, 2016;

GSMA Intelligence, 2018). In West Africa as well, the mobile industry has a significant

economic and social impact. According to GSMA Intelligence (2018), and the World

Bank (2018), the mobile ecosystem generated a total value added of USD 14 billion in

West Africa, hence representing 2.5% of the GDP. Concerning public funding, the

mobile ecosystem also made a significant contribution with a tax contribution estimated

to USD 4 billion in 2017 (GSMA Intelligence, 2018). Additionally, the mobile industry

employed more than 200,000 people in 2017 in West Africa (GSMA Intelligence, 2018;

World Bank, 2018). Because more than 70% of IT projects were unsuccessful because of

the use of ineffective strategies to manage project risks (Deshaw, 2017),

telecommunication companies should consider developing effective risk management

strategies to improve project success rates.

Transition

Section 1 of the doctoral study included the background of the problem and an

emphasis on risk management strategies for IT project managers. Additionally, I covered

components such as the problem statement, purpose statement, and the conceptual

framework of the study. I thoroughly discussed information on the assumption,

limitations, and delimitations, as well as the significance of the study. In the literature

review, I explained how the use of the actor-network theory could enable IT project

managers‘ understanding of risk management strategies, and therefore contribute to

effectively improve project performance and quality. I provided detailed information on

IT project failure and success, as well as inputs on the risk management processes an IT

project manager can follow to manage project risks effectively. Finally, I ended the

section 1 with detailed information on the (a) evolution of the telecommunication

industry, (b) modern mobile telecommunication industry, (c) mobile adoption, (d)

transition to mobile broadband, and the (e) economic and social contribution of the

mobile telecommunication industry in West Africa.

In section 2 of this study, I outlined the role of the researcher and described key

components including the (a) participants, (b) research methods and design, (c) ethical

research, and (d) population and sampling. I also provided information about the choice

of the (a) data collection instruments, (b) data collection technique, (c) data organization

technique, and (d) data analysis. Finally, I described the methods I utilized for ensuring

this study‘s dependability, credibility, transferability, and confirmability.

Section 2: The Project

Purpose Statement

The purpose of this qualitative multiple case study was to explore the risk

management strategies used by IT project managers in the telecommunication industry

for improving project success rates. The targeted population was five IT project managers

from two telecommunication companies located in Senegal, West-Africa. The targeted

population was appropriate for the study because the participants had more than eight

years of managing IT projects with a high rate of success. The implications for positive

social change from the study‘s findings included the opportunity to use a modern and

innovative telecommunication broadband network to improve the quality of the life of

people in the sectors of education, health, and agriculture.

Role of the Researcher

Qualitative methodology is the appropriate method the researcher can use to

discover trends in thought and conduct a thorough analysis of the research topic (Yin,

2018). Patton (2015) shared that in qualitative research, the researcher is the data

collection instrument. I used interviews to gather data from five IT project managers of

two telecommunication companies located in Senegal. Saunders et al. (2015) and Yin

(2018) suggested the independent scholar should identify the data analysis process the

researcher plans to use for the qualitative analysis. After I collected data from the

participants, I used data analysis for interpreting and describing the emergent themes and

patterns within the data file. Mostafa and Koroush (2016) suggested the use of thematic

analysis for qualitative research. Using thematic analysis in this qualitative research, I

interpreted and concisely described the emergent themes and patterns in my data file.

Qualitative researchers can use thematic analysis to organize into a database the data

collected, and then divide it into subjects (Saunders et al., 2015).

Researchers should have familiarity with the researched topic (McDermid, Peters,

Daly, & Jackson, 2016). As an independent consultant with more than 10 years of

experience, I assisted client partners including telecommunication companies in (a) using

gap analysis for defining problems, (b) applying tools such as computer simulation or

bottleneck analysis for analyzing data and developing solutions, and (c) using project

management techniques for implementing strategic solutions. With my experience as an

independent consultant to telecommunication companies in West-Africa, I not only

developed a professional relationship with internal stakeholders but also deepened my

knowledge of various project management topics such as IT project risk management.

However, to avoid influencing the results of the research study, I did not involve any

participants with whom I had a personal or past professional relationship.

Researchers are responsible for establishing the ethics of the research design

(Saunders et al., 2015). To ensure an appropriate collection and analysis of data and

comply with the ethical principle, I followed the protocol determined by the Belmont

Report (National Commission for the Protection of Human Subjects of Biomedical and

Behavioral Research, 1979). Gabriele (2003) shared that the Belmont Report is essential

to human research ethics because it implies respect for the participants of the study,

beneficence, and justice. Fisher (2011) shared that researchers can use the Belmont

Report to minimize the risk associated to the research, maximize the potential benefits to research, and

achieve a reasonable balance between research risks and potential benefits. I followed the protocols of

the Belmont Report, and completed the training organized by the National Commission for the

Protection of Human Subjects.

As the research instrument, qualitative researchers should preserve transparency

throughout the research (Gabriele, 2003; Saunders et al., 2015). For ensuring the

transparency of this research study, I did not involve any participants with whom I had

any personal or professional relationships. Yin (2018) also noted that qualitative

researchers could improve the study quality by avoiding experimenter bias. Pannucci and

Wilkins (2010) and Saunders et al. (2015) indicated the occurrence of bias could be

during the planning, as well as the data collection, analysis, and reporting stages. To avoid

or minimize bias, I brought back the data to the participants to allow them to comment

and correct them for validation (see Appendix D), and also used techniques such as

triangulation.

Kvale (1996) noted the qualitative researcher could use different types of

questions such as (a) probe questions, and (b) targeted questions. The researcher can use a

probe question to employ direct questioning and establish a context for the study (Kvale,

1996; Patton, 2015). The qualitative researcher should use initial probe questions to

enhance credibility and build rapport with the participants (Saunders et al., 2015). In

addition to initial probe questions, the qualitative researcher can also use targeted

questions to build a climate of trust with participants and lead the interview and

discussions on the hermeneutic status (Briggs, 1986; Dick, 2006; Hermanowicz, 2002;

Kvale, 1996). The use of targeted questions enables the qualitative researcher to have the participants‘

responses to the searched topic (Saunders et al., 2015). The researcher can use targeted follow up

question to explore the participants‘ answer to obtain further depth and detail, to ask for clarifying

examples, and to explain concepts and theme (Rubin & Rubin, 2005). Yin (2018) noted the researcher

could use the interview protocol as a guide during the interview process. I used the interview protocol

(see Appendix D) as an instrument to improve the quality of the data collected from the participants.

Participants

Researchers could use the qualitative method to discover trends in thought and

opinions and deepen understanding of the problem (Yin, 2018). Sargeant (2012) shared

that qualitative research enables the researcher to contribute to the understanding of the

problem. The qualitative research approach for the selection of participant differs from

that of quantitative research (Sargeant, 2012). Qualitative researchers must select

participants who can appropriately respond to the research questions and further improve

the comprehension of the problem searched (Sargeant, 2012; Saunders et al., 2015; Yin,

2018). Napier, Keil, and Tan (2009) shared that IT project managers need strong project

management skills to improve the project success rates. Therefore, to understand the risk

management strategies telecommunication IT project managers use to improve IT project

success rate, I set some criteria on the selection of the participants. For instance, I

selected IT project managers who had more than eight years of successful experience in

managing IT project portfolios within the telecommunication industry. Another primary

criterion was that the participants needed to have experience using risk management

strategies to improve IT project performance and quality, and to have contributed to

increasing their project success rate.

Hoskins and White (2013) and Saunders et al. (2015) shared that novice

researchers may have difficulty establishing rapport with participants unlike them and

encounter participants who are resistant to participate in the interview. Buchanan, Boddy,

and McCalman (2013) that noted researchers have been most successful where they have

a friend, relative, or student working in the organization. Because I am familiar with the

targeted organizations to have served as an external consultant, I gave a call to the target

companies‘ executives to collect the e-mail addresses of potential participants. I emailed

an invitation letter and the informed consent form to each of the participants to invite

them to participate in my research study without involving executives in the recruitment

process. My e-mail to the target audience involved (a) the purpose of my research study,

(b) a statement concerning confidentiality of the data the participants would provide (c) a

statement about the voluntary nature of the study, (d) the type of access required, and (e)

my contact information.

The researcher can use a variety of strategies to obtain physical access to

appropriate data (Buchanan et al., 2013; Yin, 2018). Saunders et al. (2015) noted one

good strategy the qualitative researcher could use is the use of existing contact for

developing new ones. Buchanan et al. (2013) also stated having an existing contact, such

as a manager constitutes an excellent opportunity to connect with potential participants in

the targeted company. I used existing contacts in the two targeted companies to gain

access to potential participants. After the participants showed an interest in participating

in my research, I engaged with them via telephone calls to build rapport. During my

initial phone call to each of the participants, I shared the purpose of my research study to

ensure alignment with my research question. I also gave assurances to the participants

concerning confidentiality.

Research Method and Design

Research Method

Researchers can use one of the three types of methods including qualitative,

quantitative and mixed methods approaches (Saunders et al., 2015; Yin, 2018). Using one

of the research methods, the researcher can collect, analyze, and interpret data (Yin,

2018). However, the researcher should select a research method based on the nature of the

research problem, and the researcher‘s experience (Gratton & Jones, 2009; Saunders et

al., 2015). For instance, Patton (2015) advised the use of the qualitative method to

analyze organizations to improve effectiveness. Sargeant (2012) explained quantitative

research mainly focuses on the impact of a phenomenon, while qualitative research

focuses on understanding a problem. The researcher can use a qualitative method to

explore and understand the meaning participants confer to a social or human problem

(Patton, 2015; Saunders et al., 2015; Yin, 2018). Considering the purpose of my study, as

well as my research question, I selected a qualitative method. Using the qualitative

approach, I appropriately explored the risk management strategies that

telecommunication IT project managers use to improve project performance and quality.

Sargeant (2012) and Yin (2018) noted researchers could use the qualitative

method to describe the data and the arising themes, hence facilitating the comprehension

of the phenomenon studied. Saunders et al. (2015) explained the researcher can use the

qualitative method to describe in details the feelings, views, and experiences of the

participants. Additionally, the qualitative researcher can appropriately provide an

interpretation and description of the emergent themes and patterns within his or her data

file (Patton, 2015; Sargeant, 2012; Saunders et al., 2015). Moreover, in the qualitative

method, the participants provide a thorough understanding of the research problem

(Patton, 2015). The qualitative method was the appropriate approach for this study

because it enabled me to have an in-depth understanding of the risk management

strategies IT project managers use to improve project success rates.

Researchers can use the quantitative method to compute sample size to obtain

enough power to ensure the effective attribution of the result of the phenomenon searched

(Sargeant, 2012). Saunders et al. (2015) explained quantitative research is the appropriate

approach for examining the relationship among variables. The researcher can use a

quantitative method to investigate the relationships between variables while primarily

aiming at analyzing and representing that relationship statistically through computation

analysis (Patton, 2015; Saunders et al., 2015). I did not select the quantitative method

because I did not examine the relationship between independent variables and IT project

performance.

Saunders et al. (2015) noted mixed method research is a research design with

philosophical assumptions as well as methods of inquiry. Stentz et al. (2012) explained

researchers could use a mixed method to analyze a phenomenon while combining both

quantitative and qualitative data. By combining both qualitative and quantitative research

and data, researchers can deepen their understanding and corroboration, while offsetting

the weaknesses inherent in pursuing each approach by itself. I did not choose a mixed

method approach because the nature of my study did not require a combination of both

qualitative and quantitative data.

Research Design

Saunders et al. (2015) described narrative research, phenomenology, ethnography,

and case studies as the types of qualitative research design. Narrative researchers situate

individual narrative in participants‘ experiences, their culture, and historical contexts

(Petty, Thomson, & Stew, 2012). The narrative research is appropriate for capturing the

detailed life experiences of the lives of a small number of individuals (Petty et al., 2012;

Saunders et al., 2015), but not for investigating a real-life phenomenon. Petty et al. (2012)

and Yin (2018) noted that a researcher could use a case study design to explore a new

phenomenon through detailed contextual analysis. Patton (2015) and Yin (2018) noted

researchers could use a case study to have a good understanding of the researched topic.

However, since my research study aimed at exploring the risk management strategies

used by IT project managers from two telecommunication companies located in Senegal,

I selected a multiple case study design.

The primary role of a researcher using a multiple case study design is to reinforce

the results by reproducing the patterns and therefore improve the reliability and validity

of the research findings (Yin, 2018). Additionally, by allowing replication in the

collection of data, a multiple case design can enable researchers to have a better

understanding of the problem explored (Anderson, Leahy, & DelValle, Sherman, &

Tansey, 2014; Yin, 2018). Stake (1995) noted that researchers can use a multiple case

design to have an in-depth understanding of the problem searched. I used a multiple case

study to get a deeper understanding of the researched topic and to explore the

participants‘ experience with the ability to collect and analyze data within the case

analysis.

Phenomenological researchers attempt to understand or explain an individual‘s

life experience (Saunders et al., 2015). The researcher can use phenomenological design

to avoid prejudices and predetermined assumptions about participants‘ experiences,

feelings, and response to a particular event (Saunders et al., 2015; Stake, 1995; Yin,

2018). Since I was not interested in gathering data on participants‘ life experiences or

understand their perception of the phenomenon, I chose not to select a phenomenological

research design.

The researcher can use the ethnographic research design to study large cultural

groups of participants interacting over time (Saunders et al., 2015; Yin, 2018). Stake

(1995) noted the ethnographic research design is appropriate when the researcher seeks to

understand a group‘s opinion and emotional behavior. Saunders et al. (2015) shared it is

appropriate to use the ethnographic research design when the researcher aims at

observing and interacting with the target participants in their real-life experience. Yin

(2018) suggested the use of the ethnographic design when the researcher seeks to

understand the culture of the participant‘s company. Because the purpose of my research

study did not aim at understanding the culture of the targeted telecommunication

companies, I chose not to select the ethnographic research design.

The narrative research design is an appropriate method the researcher could use to

investigate participants‘ real-life problems (Patton, 2015; Saunders et al., 2015; Yin,

2018). Using the narrative design, the researcher can focus on the participants‘ life-stories

rather than a theoretical abstraction (Patton, 2015). Because I was not interested in

capturing the detailed life experience of the lives of participants, I chose not to select the

narrative research design.

The qualitative researcher must reach data saturation to ensure research quality

(Bowen, 2008; Kerr, Nixon, & Wild, 2010). O‘Reilly and Parker (2012) noted data

saturation usually means that the researcher should collect data until there are fewer

surprises in the data and no more patterns that emerge from the data. Researchers could

use various methods to achieve data saturation (Saunders et al., 2015). Fusch and Ness

((2015) noted interviews are one method researchers could use to reach data saturation

when conducting qualitative research. During the study, the novice researcher can

research in a manner to reach data saturation (Gibbert & Ruigrok, 2010; Onwuegbuzie,

Leech, & Collins, 2010) by collecting rich and thick data (Dibley, 2011). For ensuring

data saturation, I collected data from interviews conducted with the participants of the

two targeted telecommunication firms.

Population and Sampling

The targeted populations for this research study are five IT project managers from

two telecommunication companies located in Senegal, West-Africa. I used purposeful

sampling for the selection of the sample population to conduct this study. Qualitative

researchers could use in-depth interviews, direct observation, and written documents to

collect and analyze data from participants (Patton, 2015; Saunders et al., 2015; Yin,

2018). Researchers are more successful when they have a friend, parent, or student

working in the organization (Buchanan et al., 2013; Saunders et al., 2015). I contacted via

e-mail executives from the two targeted companies, shared with them the purpose of this

research study, and obtained written permission to initiate contacts with different

potential participants. I sent via e-mail an invitation letter and the informed consent form

to each of the participants to invite them to participate in my research study without

involving executives in the recruitment process (see Appendix D).

Using qualitative research, researchers can target a specific group or type of

individual to provide an in-depth understanding of the problem searched (Yin, 2018). To

achieve this goal, the qualitative researcher could focus on criterion-based sampling

methods such to reach target group (Gentles, Charles, Ploeg, & McKibbon, 2015). I used

purposeful sampling to select the sample population of IT project managers. The rationale

and strength of purposeful sampling focus on the choice of information-rich cases for in-

depth study (Buchanan et al., 2013; Patton, 2015; Saunders et al., 2015). Using

purposeful sampling, I selected participants based on pre-selected criteria on this research

question. For instance, the participants had more than eight years of successful experience

in managing IT projects within the telecommunication industry. Additionally, the

participants have used risk management strategies to improve IT project success rates.

The purposeful sampling method is appropriate for identifying and selecting

individuals or groups of individuals with exceptional knowledge or experience of a

phenomenon of interest (Cresswell & Plano Clark, 2011; Patton, 2015; Saunders et al.,

2015). I selected the participants based on their experiences in successfully implementing

IT projects in the telecommunication industry. The participants had more than eight years

of IT project management and a success rate of 70%. I considered other criteria such as

the participants‘ ability to delivering the project on schedule and within budget. All the

selected participants met the above criteria, and volunteered to contribute to the research

study. The qualitative researcher should choose a sample size between 2 to 25 participants

(Gentles et al., 2015; Patton, 2015; Saunders et al., 2015; Yin, 2018). For this study, I

considered a sample population of five IT project managers from two telecommunication

companies located in Senegal.

In a qualitative research study, the sample size is typically small, whereas, in

quantitative research, the researcher uses a larger sample (Gentles et al., 2015; Patton,

2015; Saunders et al., 2015). Marshall (1996) noted random sampling is not appropriate

for a qualitative study. The study of a random sample can enable researchers to generalize

his or her findings to the population, but it is not the most effective technique to develop

an understanding of complex issues related to a problem (Marshall, 1996).

Therefore, I chose not to apply random sampling to this study.

The purposeful sampling method is appropriate for identifying and selecting

individuals or groups of individuals with exceptional knowledge or experience of a

phenomenon of interest (Cresswell & Plano Clark, 2011; Yin, 2018). Patton (2015)

suggested the use of purposeful sampling to focus on the particular characteristics of a

target population. The researchers can use purposeful sampling to appropriately answer

the research questions (Marshall, 1996; Patton, 2015; Saunders et al., 2015). Miles and

Huberman (1994) noted qualitative methods focus primarily on saturation. I continued

sampling the IT project managers that I considered for this study until there was no new

substantive information required even if I reached saturation with the data collected from

a specific number of participants. The participants shared their experiences in IT project

management, and mainly in the risk management strategies, they used for improving IT

project success rates. Researchers should not conduct the interviews in a noisy and

uncomfortable setting (Bernard, 1988; Castillo-Montoya, 2016; Saunders et al., 2015;

Yin, 2018). To ensure an appropriate record of the data and improve data accuracy and

validity, I made sure that the participants were in a quiet place before starting the

interviews (see Appendix D).

Ethical Research

Qualitative researchers emphasize their research study on exploring, evaluating,

and delineating people and their natural environment (Orb, Eisenhauer, & Wynaden,

2001; Saunders et al., 2015). During the collection and analysis of data, the qualitative

researcher has to deal with a variety of issues (Yin, 2018). Ethics appears to be one of the

challenges qualitative researchers face (Saunders et al., 2015). Sanjari, Bahramnezhad,

Khoshnava, Shoghi, and Cheraghi (2014) noted that ethical issues mostly occur during

the interaction between the researcher and the participants. I sent via e-mail an invitation

letter and the informed consent form to each of the participants to invite them to

participate in my research without involving executive in the recruitment process (see

Appendix D). After the participants replied to the e-mail with the words, ―I consent‖, I

started arranging an interview date and time directly with each of the participants.

Researchers should ensure that participants understand that their participation in

the study is voluntary, and without any compensation (Orb et al., 2001; Sanjari et al.,

2014; Saunders et al., 2015). I informed each of the participants that their contribution in

this study was voluntary, and without any incentives. MacNeil and Fernandez (2006)

suggested that the researcher should inform the participants of their right to withdraw at

any time from the study, and without any penalty. I informed the participants that they

had the right to withdraw before, or during the interview without providing any

justification via email or phone call.

Researcher should ensure that the ethical protection of the participants is adequate

(MacNeil & Fernandez, 2006; Orb et al., 2001). Saunders et al. (2015) recommended the

researcher should utilize his or her university‘s code of ethics to guide the design and

conduct his research. For the ethical protection of the participants, the researcher should

conduct research in compliance with his or her university IRB and the Belmont Report

protocols (Koro-Ljungberg, Gemignani, Brodeur, & Kmiec, 2007). Steele et al. (2016)

suggested researchers should get the permission from the participants‘ organization and

approval from the University IRB before collecting data from the participants. I started

collecting data from the participants after I obtained Walden University IRB approval and

permission from the targeted organizations. The approval number for this study is 09-

2019-0675733 and it expires on September 19, 2020. I complied with the Walden

University IRB and the Belmont Report protocols to ensure the ethical protection of all

the participants in this study. For example, I did not disclose any information about the

participant names and their company in the study. Instead, I used some codes such as

PMS1, PMS2, PMT3, PMT4 and PMT5 to name each participant and targeted

companies.

The ethical issues of confidentiality and anonymity also come to the fore during

the analysis and reporting of data (Orb et al., 2001; Saunders et al., 2015; Stake, 1995). I

committed to comply with Walden University IRB regulations by keeping for 5 years in

an encrypted external driver and keep the encrypted external driver in my safe-deposit

box. Upon request from the IRB faculty, I will share all the data about the research study.

I will delete all the data collected after a timeframe of 5 years.

Data Collection Instruments

Qualitative researchers could use methods such as individual interviews, focus

groups, observations, and actions research for gathering data (Bernard, 1988; Saunders et

al., 2015; Yin, 2018). As the primary data collection instrument, I used a semi structured

interview to collect data from the targeted participants (see Appendix E). The

semistructured interview is appropriate when the researcher will only have one

opportunity to interview a participant and when he or she will be forwarding several

interviews out into the field for collecting data (Given, 2008; Patton, 2015; Saunders et

al., 2015).

The qualitative researcher should utilize an interview framework protocol to (a)

verify alignment on the research question, (b) build a survey-based conversation, (c)

receive feedback on interview protocol, and (d) pilot the interview protocol

(CastilloMontoya, 2016). Patton (2015) and Rubin and Rubin (2005) stated that

researchers can use the interview protocol to understand participants‘ experiences,

describe those experiences and their meaning. I utilized the interview protocol before,

during, and after the data collection process to increase the quality of the data obtained

from the participants (see Appendix D).

Researchers could use some techniques such as member checking, and

triangulation to ensure the quality of data collected from participants (Birt, Scott, Cavers,

Campbell, & Walter, 2016; Saunders et al., 2015; Treharne & Riggs, 2014; Yin, 2018).

Birt et al. (2016) and Patton (2015) noted that member checking is a useful technique the

researcher could use to improve the accuracy of the data. Saunders et al. (2015) indicated

member checking is a good technique the researcher could use to enhance the accuracy,

credibility, validity, and transferability of the research study. I used member checking to

allow the participants to comment and correct the transcribed interview for validation

(see Appendix D).

Data Collection Technique

The qualitative researcher can use a variety of data collection techniques that

include (a) using several sources of evidence, (b) generating a case study database, (c)

keeping a source of evidence, and (d) being cautious when using data from electronic

sources (Saunders et al., 2015; Yin, 2018). The primary data collection technique I

applied for this qualitative research study was the semi structured interview (see

Appendix E). Semistructured interviews are in-depth interviews in which participants

must answer predefined open-ended questions (Jamshed, 2014). Given (2008) and Yin

(2018) noted the semistructured interview guide provides a clear set of instructions to the

researcher and reliable and comparable qualitative data. Doody and Noonan (2013)

believed that using semistructured interviews; researchers can effectively address the

research question during the interview, and thereby collect data.

Researchers could use the semistructured interview to allow the participants to

express their opinions in their terms (Jamshed, 2014; Kvale, 1996; Saunders et al., 2015;

Yin, 2018). For this study, I used semistructured interviews to ask different types of

questions to the participants while building rapport (see Appendix E). Kvale (1996) noted

researchers could use a probe question to employ direct questioning and establish a

context for the study. Saunders et al. (2015) also shared the qualitative researcher can use

initial probe questions to enhance his or her credibility and build rapport with the

participants. In addition to using probe questions, the researcher should use targeted

questions to have the participants‘ responses on the searched topic (Given, 2008; Kvale,

1996). Rubin and Rubin (2005) noted through semistructured interviews, the researcher

could formulate targeted follow-up questions to explore the respondent‘s response to (a)

obtaining more details and information (b) ask for elucidating examples, and (c) clarify

concepts and themes. I used semistructured interviews to improve the reliability and

validity of the data I collected from the participants through both taking notes and audio

recording.

Researchers can use semistructured interviews to gather high-quality data from the

participants (Gravlee, Maxwell, Jacobsohn, & Bernard, 2018; Saunders et al., 2015).

Duncan and Fiske (2015) and Yin (2018) stated researchers could use semistructured

interviews to build a good relationship with the participants and gain a more in-depth

insight into specific answers. Gibbs (2018) suggested researchers should use

semistructured interviews to improve the quality of the validity of participants‘ response.

I used semistructured interview to engage with the participants (see Appendix E) and

collect reliable and comparable data.

Qualitative researchers could use semistructured interviews to deal with

scheduling and costs constraints (Saunders et al., 2015; Yin, 2018). Kvale (1996) and

Oltmann (2016) believed the geographical distribution of participants is a significant

aspect of the interview context. In a semistructured interview, anonymity is not possible,

as the researcher identifies the participants (Kvale, 1996; Oltmann, 2016; Stake, 1995;

Yin, 2018). To protect the anonymity and confidentiality of the participants in this study, I

did not disclose any information about the participant names and their company. Instead, I

used some codes such as PMS1, PMS2, PMT3, PMT4 and PMT5 to name each of the

participants and their firm‘s name.

Researchers should ensure the accuracy of the data collected from participants

(Saunders et al., 2015; Yin, 2018). Birt et al. (2016) and Treharne and Riggs (2014)

suggested the use of member checking for exploring the credibility of the results. Patton

(2015) and Yin (2018) also indicated that the researcher should return the data to

participants to check for accuracy and resonance with their experience. I used member

checking to allow the participants to comment and correct the transcribed interview for

validation (see Appendix D).

Data Organization Technique

The qualitative researcher can use different techniques to organize the data

collected from the participants (Saunders et al., 2015). Gibbs (2018) and Yin (2018)

shared some data organization techniques include using written notes, audio recording,

and participant coding. Researchers can use of audio recording to keep accurate records

of interviews (Al-Yateem, 2012; Denzin, 2017; Krippendorff, 2018). Saunders et al.

(2015) indicated the researcher can use written notes to preserve data gathered during

interviews. I used written notes, audio recording, and participant coding for organizing

the data collected from the participants. I also asked for the participants‘ approval to

record the interview with an audio recording device (see Appendix D). I securely stored

the recorded data in an encrypted external driver and ensured that it is kept in my

safedeposit box for 5 years.

Researchers should organize data collected from participants by constructing a

database (Saunders et al., 2015; Yin, 2018). The organization of data enables the

researcher to improve the research quality (Gibbs, 2018). Saldaña (2015) and Gibbs

(2018) indicated researchers could use coding for organizing, examining, and analyzing

data in a structured way. After I collected the data from the participants, I reviewed the

whole data set and identified emerged themes. I listed the emerged themes and assigned

them numbers to entitle categories. Additionally, I created a coding table and classify the

data into themes.

Data Analysis

Qualitative researchers can use different data analysis process to apply to the

research study (Saunders et al., 2015). However, it is essential for the researcher to

identify the adequate data analysis technique (Saunders et al., 2015; Yin, 2018) and

effectively apply it to the analysis of the data collected. For instance, researchers could

use multiple data sources to develop a thorough understanding of the research study

(Patton, 2015; Yin, 2018). Denzin (2017) and Patton (2015) identified four types of

triangulation, including (a) method triangulation, (b) investigator triangulation, (c) theory

triangulation, and (d) data source triangulation. The researcher can use methodological

triangulation to collect more comprehensive data, improve validity, and enhance

understanding of the research problem (Denzin, 2017; Oliver-Hoyo, & Allen, 2006; Yin,

2018). I used semistructured interview and peer-reviewed articles as method triangulation

to collect data from IT project managers (see Appendix E).

The qualitative researcher can conduct data analysis through four steps, including

(a) data transcription, (b) data organization, (c) data coding, and (d) data validation

(Denzin, 2017; Marshall & Rossman, 2016; Saunders et al., 2015). Patton (2015) and Yin

(2018) noted researchers should transcribe interviews to determine the accuracy of the

data to analyze. Saunders et al. (2015) also indicated researchers should transcribe the

interview for organizing the data and archiving them for later use. After I collected the

data through audio recording and written notes (see Appendix D), I used NVivo to

transcribe the data.

Researchers can use different types of techniques to organize data (Patton, 2015).

Marshall and Rossman (2016) and Saunders et al. (2015) indicated the researcher should

use thematic analysis for organizing data. Using thematic, the researcher can organize

data into a database and divide them into themes (Mostafa & Koroush, 2016). Maguire

and Delahunt (2017) shared researchers could use thematic analysis to identify essential

patterns or themes within the qualitative data, and use these themes to address the

research problem and interview questions. I used thematic analysis to identify, interpret,

and appropriately describe the emergent themes within the transcribed data.

Researchers could use coding to organize, examine, and analyze data in a

structured way (Saldaña, 2015). Gibbs (2018) shared coding is an appropriate technique

the researcher could use to compress data into themes for a thorough data analysis

process. Saunders et al. (2015) indicated codes mostly stem from the data collected,

theories, interview questions, or the central research question. I reviewed the central

research question, interview questions, and the actor-network theory associated with this

research. Saldaña (2015) and Saunders et al. (2015) suggested the use of computer

software to analyze qualitative data. Zamawe (2015) noted qualitative researchers could

use NVivo to enhance the accuracy of data. I used NVivo for coding, mapping, and

finding out key themes or patterns in the data.

Reliability and Validity

Reliability and validity are essential to assess the quality of research (Abowitz &

Toole, 2010; Heale & Twycross, 2015; Morse, Barrett, Mayan, Olson, & Spiers, 2002).

Heale and Twycross (2015) and Saunders et al. (2015) shared reliability refers to the

replication and consistency of a measure. Miller (2008) described reliability as the

dependability, consistency, and repeatability of the project‘s data collection,

interpretation, and analysis. Davies and Dodd (2002) noted the validity of a qualitative

research study concerns the rigor and trustworthiness of the researcher in ensuring

research quality. Morse et al. (2002) noted that qualitative researchers could effectively

establish rigor through research credibility, dependability, conformability, and

transferability. Morse (2015) stated that dependability related to reliability, while validity

focuses on key constructs such as credibility, conformability, and transferability. In this

qualitative research study, I focused on the above four significant constructs for ensuring

research reliability and validity.

Reliability

Qualitative researchers should assess the reliability of the study findings by

evaluating the solvency of the research while considering the application and usefulness

of the methods and approaches used and the integrity of the conclusions (Noble & Smith,

2015). Saunders et al. (2015) and Noble and Smith (2015) noted qualitative researchers

should express rigor when conducting research. To establish the dependability of the

research study, researchers should address the dependability of the study (Anney, 2014;

Moon, Brewer, Januchowski-Hartley, Adams, & Blackman, 2016). Nowell, Norris,

White, and Moules (2017) noted that researchers should ensure the research process is

logical, traceable, and well documented. Researchers should offer the readers the

flexibility to examine the research process to appropriately judge the dependability of

research (Amankwaa, 2016; Connelly, 2016). Reliability requires researchers to be

consistent throughout the research study (Korstjens & Moser, 2018). To ensure the

dependability of this research, I described the research steps followed from the beginning

of the research project to the development and reporting of the results (see Appendix D).

Yin (2018) and Patton (2015) suggested the use of member checking to enhance the

accuracy of the data. Korstjens and Moser (2018) and Saunders et al. (2015) also noted

member checking enables the improvement of data accuracy, mainly because the

researcher and the participants look at the data with different perspectives. I used member

checking to allow the participants to comment and correct the transcribed interview for

validation (see Appendix D).

Validity

Qualitative researchers should ensure the rigor and trustworthiness of the study to

achieve research quality (Amankwaa, 2016; Connelly, 2016; Davies & Dodd, 2002).

Korstjens and Moser (2018) and Saunders et al. (2015) indicated researchers should

establish the validity of the research study by addressing the credibility, transferability,

and confirmability of the study. Guba and Lincoln (1994) noted credibility addresses the

fit between participants‘ views and the researcher‘s representation of them. Credibility

refers to confidence in the truth of the research results (Guba & Lincoln, 1994; Nowell et

al., 2017).

Researchers can use a variety of techniques to ensure the credibility of the

research (Leung, 2015; Saunders et al., 2015). Yin (2018) suggested the collection of data

from multiple sources for enhancing the quality of research. Guba and Lincoln (1994) and

Moon et al. (2016) also noted researchers could use techniques such as data and method

triangulation to address credibility. I used semistructured interview and peerreviewed

articles as method triangulation to address credibility (see Appendix E), and ensure the

validity of this study. Additionally, researchers can use member checking to address the

credibility of the research (Amankwaa, 2016; Saunders et al., 2015; Yin, 2018). I used

member checking by returning the findings to the participants to find out if the research

findings reflected their experiences (see Appendix D).

Researchers should ensure that the research results are transferable to other studies

(Amankwaa, 2016; Guba & Lincoln, 1994; Nowell et al., 2017). Colorafi and Evans

(2016) and Tobin and Begley (2004) defined transferability as the generalizability of the

inquiry. Researchers should provide adequate detailed data that the readers can analyze

and apply the data to other situations (Guba & Lincoln, 1994). Anney (2014) and Guba

and Lincoln (1994) noted researchers should address the transferability of the research

study to gather thick detailed data that will facilitate the applicability of the research

findings to other possible contexts. Patton (2015) and Yin (2018) suggested the use of

semistructured interviews to collect information-rich cases for in-depth study. Saunders et

al. (2015) also noted researchers should use semistructured interviews to provide a robust

description of the participants‘ experiences, context, actions, and their environment. I

used semistructured interviews (see Appendix E) to collect rich data from IT project

managers who had more than eight years of managing IT projects, and clarified all the

research processes, from data collection to the production of the research findings.

Researchers should address confirmability by demonstrating that the

interpretations and results originate from the data (Amankwaa, 2016; Guba & Lincoln,

1994; Tobin & Begley, 2004). Guba and Lincoln (1994) noted researchers should only

establish confirmability after achieving credibility, transferability, and dependability.

Researchers can establish confirmability using techniques such as audit trial, reflexive

journal and triangulation (Amankwaa, 2016; Guba & Lincoln, 1994; Nowell et al., 2017).

Gentles et al. (2015) and Saunders et al. (2015) indicated the researcher should confirm

the validity of the transcribed interview to establish confirmability. I used member

checking by returning the findings to the participants to find out if the research findings

reflect their experiences (see Appendix D).

Data saturation is a major construct to evidence the trustworthiness of qualitative

research (Morse, 2015; Saunders et al., 2015; Stake, 1995). Morse (2015) noted data

saturation influences the credibility of the researcher‘s study. Miles and Huberman (1994)

suggested the use of purposeful sampling to achieve data saturation. The researcher can

use purposeful sampling to identify and select participants with exceptional knowledge or

experience of a phenomenon of interest (Cresswell & Plano Clark, 2011; Yin, 2018). The

use of purposeful sample enables researchers to answer the research questions

appropriately, and improve the credibility of the study (Marshall, 1996; Patton, 2015;

Saunders et al., 2015). Though I reached data saturation with the coded interviews data

collected from the five participants I considered for this study, I continued to collect more

data until saturation was achieved.

Transition and Summary

The purpose of this qualitative multiple case study was to explore risk

management strategies used by IT project managers in the telecommunication industry

for improving project success rates. The topic is a significant business problem as more

than 70% of IT projects were unsuccessful because of the use of inappropriate strategies

to manage projects risks (Deshaw, 2017). The focus of this research study was to

contribute to improving IT project performance and success.

In section two, I provided an overview of the role of the researcher, participants

that I interviewed for my research, as well as the research method and design that I

selected for my study. Additionally, I provided detailed information about the population

and sampling approach, importance of ethical research, data collection instruments I used

in this research, as well as the data collection technique and data organization technique.

Moreover, I discussed data analysis and reliability, and validity. In section 3, I made a

presentation of my study‘s findings, discussed its application to professional practice, and

implication for social change. I also made recommendations for further studies and

shared my personal experience within the doctoral study process.

Section 3: Application to Professional Practice and Implications for Change

Introduction

The purpose of this qualitative multiple case study was to explore the risk

management strategies used by IT project managers in the telecommunication industry

for improving project success rates. Standish Group (2016) noted in 2015, that while 29%

of IT projects were successful, 52% were challenged, and 19% failed. In other words,

70% of IT projects in 2015 failed or were challenged (Standish Group, 2016). Stoica and

Brouse (2013) and Iijima (2015) also stated the failure rate for IT project management

has been high since its inception. IT project managers from the telecommunication field

could use the findings of this research to reduce IT project failure rate.

The actor-network theory was the groundwork of the conceptual framework. I

conducted semistructured interviews with five IT project managers of two

telecommunication companies located in Senegal for an effective understanding of the

topic. The participants answered 9 open-ended interview questions (see Appendix D).

The participants‘ responses to the interview questions enabled me to respond to the main

research question:

RQ: What risk management strategies do telecommunication IT project managers

use to improve project success rates?

The use of qualitative software NVivo contributed to improving the accuracy of

qualitative studies (Zamawe, 2015). After the review and transcription of the data

collected from the participants, I used NVivo 12 Plus for Windows to find out key

emerged themes in data. I identified four emerged themes representing the strategies IT

project managers in the telecommunication industry used to improve project success rate:

(a) project risk management culture, (b) project risk management framework, (c) project

risk communication and (d) project risk lessons learned.

Presentation of the Findings

The central research question for this multiple case study was as follows: RQ:

What risk management strategies do telecommunication IT project managers use

to improve project success rates?

I conducted semistructured interviews to collect data from five IT project managers from

two telecommunication companies located in Senegal. The analysis of the data enabled

me to identify four key themes that included (a) risk management culture, (b) risk

management framework, (c) risk communication, and (d) risk lessons learned.

The four emerged themes from the data analysis aligned with the risk management

strategies the participants used to improve IT project success rates. The use of the actor-

network theory enabled me to analyze the social aspects of project management while

focusing on risk management tools and techniques (see Pollack et al., 2013). I used the

actor-network theory as the conceptual framework to understand the context of the

research and the research question. Additionally, I used the actor-network theory as the

conceptual framework to identify the tools and techniques IT project managers use to

manage risks. Moreover, the four emerged themes aligned with the literature on IT project

risk management.

The risk management culture framework represents the importance of establishing

a risk culture that could drive the effective management of IT project risks. Without a

strong risk culture, risk management strategies cannot be effective. The second theme

represents the importance of using effective tools and techniques for (a) identifying risks,

(b) assessing risk impacts, and (c) defining adequate responses to risks. The third theme

constitutes the essential role of risk communication in the risk management process. The

fourth theme represents the importance of risk lessons learned from risk situations in IT

projects. All five participants offered the four major themes representing effective IT

project risk management strategies.

Theme 1: Risk Management Culture

I used of NViVo 12 Plus to identify, analyze and interpret key themes in the data

collected from the participants. The first theme that emerged from the data analysis was

risk management culture. Barkley (2004) and Hopkinson (2017) noted that to effectively

manage project risks, the organization should build a culture that supports the

management of project risks. The project manager should create a culture of risk to

increase project success (Hopkinson, 2017). Barkley (2004) stated the project manager

and project team members can develop an effective risk planning, identification,

assessment, and risk response strategy with a strong risk management culture.

In this study, I used codes such as PMS1, PMS2, PMT3, PMT4, and PMT5 to

name the participants and their companies. All five participants shared the essential role

of risk management culture in the successful management of IT project risks. For

instance, PMS1 stated the following:

Without a risk management culture, the risk management strategies cannot be

effective. Our organization‘s risk management culture supports the project team to

effectively address the key to implementing effective IT project risk management

strategies. Additionally, there is an alignment between the organization‘s risk

culture and risk management strategies, which facilitates the involvement of all

stakeholders where appropriate.

An effective risk management strategy is mostly the result of a successful risk

management culture (Barkley, 2004). Hopkinson (2017) and Barkley (2004) stated an

organization with a strong risk management culture has procedures in place that require

the project manager to and other project stakeholders to go through disciplined (a) risk

planning, (b) risk identification, (c) risk analysis, (d) risk responses planning, (e) risk

responses implementation and (f) risk monitoring. For instance, PMS2 stated the

following:

The development of a strong risk management culture can have positive impacts

on project risk management effectiveness. The management in our organization

continuously invests in a culture of risk management competencies including (a)

training in risk planning, (b) strong alignment between corporate planning and

risk management planning and (c) effective communication between stakeholders.

Risk culture is essential in the sense that it a critical impact on the effectiveness of

risk management (Hillson & Murray-Webster, 2017). Hopkinson (2017) noted numerous

benefits for the project manager to permanently consult with stakeholders when dealing

with risk management. PMT3 indicated:

The risk culture of our organization has influenced the effectiveness of risk

management policies, and helped project team to plan and implement risk

responses more appropriately. Additionally, our company‘s risk culture

contributed to create alignment between project team members and key

stakeholders, which influenced effective risk monitoring and control of former

projects.

Risk culture is essential throughout the project risk management cycle (Barkley,

2004). Hillson and Murray-Webster (2017) and Hopkinson (2017) pointed out that the

effective management of risks requires a strong organization‘s risk culture. PMT4

explained the following:

An alignment between our organization‘s culture and the risk management

strategies contributed to improving former projects‘ success. Our organization‘s

risk culture influences attitudes towards risk, hence shaping the way stakeholders

and project team collaborate in (a) risk management planning, (b) risk

identification, (c) risk assessment, (d) risk response planning and (e) risk

monitoring and control.

PMT5 also indicated, ―The effective risk management strategies are the result of a

longterm investment to build a strong risk culture. Our organization‘s risk culture

influenced

the strategies adopted to manage IT project risks.‖

The project manager should consider two important levels of risk management

including implicit risk management, and explicit risk management (Hillson, 2014).

Hillson and Murray-Webster (2017) and Hopkinson (2017) noted the implicit risk

management emphasizes on overall project risks through decisions made about the

structure, scope, and content. The explicit risk management is about the risk management

process to identify, assess, respond to, and control risks during the project lifecycle

(Hillson, 2014; Hillson & Murray-Webster, 2017; Hopkinson, 2017). PMT5 indicated:

The project team effectively managed former projects‘ implicit and explicit risks

because of strong risk culture. Building a strong risk culture enabled our

organization to improve the success rate of former projects we implemented.

Risk management culture was one of the emerged themes regarding the strategies

IT project managers in the telecommunication industry used to improve project success

rates. Hillson and Murray-Webster (2017) and Hopkinson (2017) noted that a strong risk

culture defines a successful risk management strategy. The topic of risk management

culture was a critical part of the discussion on effective risk management strategies for IT

project managers. The actor-network theory, which was the conceptual framework used

for this study focused on risk culture as an essential aspect of risk management strategies.

Organizations should consider developing a strong risk culture for IT project managers to

manage project risk effectively. An organization with a weak risk culture has a lower

chance of implementing its risk management strategy successfully, and therefore, a low

probability to improve project success rates.

Theme 2: Risk Management Framework

Of the four emerged themes, the risk management framework was the second

theme that I identified from the data analysis. All participants pointed out the risk

management framework as the overall approach the IT project manager and project team

members should use to manage project risks effectively. The five participants shared that

their organization‘s risk management framework provided them tools and techniques for

(a) identifying potential project risks, (b) defining risk response strategy to minimize the

impact of identified risks, and (c) monitoring and controlling those risks. Alhawari,

Karadsheh, Talet, and Mansour (2012) and Marchewka (2014) noted a risk management

framework provides useful tools that project stakeholders can use to better identify and

understand the number of risks that can influence an IT project. The PMI (2017) defined

the risk management process in six processes including (a) risk management plan, (b) risk

identification, (c) qualitative risk analysis (d) quantitative risk analysis, (e) risk response

planning and (f) risk monitoring and control. PMS1 and PMS2 referred to the Project

Management Body of Knowledge process as a risk management framework; however,

PMT3, PMT4 and PMT5 shared an in-house risk management framework that aligned

with the Project Management Body Knowledge.

PMT3, PMT4, and PMT5 shared that their organization used a risk management

framework that comprised (a) risk initiation, (b) risk identification, (c) risk prioritization,

(d) risk response planning, and (e) risk monitoring and control. PMT3 noted that at the

risk initiation stage, the project team meets with key stakeholders to discuss the project

objective and how the existing risk management framework will be used for managing

the project. PMS1 and PMS2 stated that their organization uses a risk management plan

that describes the approach to how risks will be used in the project. All participants

indicated they used tools and techniques such as (a) documentation reviews, (b)

brainstorming, (c) Delphi technique, (d) interviewing, (e) checklists and (f) diagramming

techniques for risk identification.

Once the risks are identified, the project team should analyze the risks to

determine their qualitative and quantitative impact on the project (Hopkin, 2018;

Marchewka, 2014; PMI, 2017). All participants indicated using qualitative and

quantitative tools and techniques to analyze identified risks. For instance, PMT3 noted:

The qualitative and quantitative risk analysis is an important stage in the risk

management strategy. We use qualitative tools such as risk probability and impacts, and

quantitative tools including interviewing and decision tree analysis to analyze project

risk. The use of the probability and impact tool helps us to assess the probability of each

risk occurring and assign a score.

PMT4 also shared the following:

During the project risk analysis stage, we use generally tools such as project

assumptions testing, and decision tree analysis. The project assumption testing

enabled the project team to evaluate all major assumptions on former projects,

and to establish that the assumption is accurate and that the probability assigned is

in the right estimation.

PMT5 indicated, ―To analyze project risks, we use tools including project assumption

testing, and risk probability and impacts. Using the risk and impact risk, project team

working on former projects rated potential risks based on their probability and impact.‖

PMS1 shared:

For the analysis of project risks, our project team uses tools that include risk

probability and impact, and decision tree analysis. For example, using the

probability and impact on former projects, we identified the risks with (a) low

impact –low probability, (b) low impact-high probability, (c) high impact-low

probability, and (d) high impact-high probability. Then, we focused our attention

on medium and high-priority risks.

PMS2 noted, ―During the analysis of risks, we use a combination of tools that include

risk probability and impact, data precision ranking, and sensitivity analysis and

interviewing.‖ Additionally, all five participants shared that for each risk, they worked

with stakeholders to develop a risk response documented in the risk register. To monitor

and control risks, PMS1 noted that the use of a project risk audit to determine how

effectively project risks are monitored and eliminated. PMS2 also shared the use of

project risk audits during the risk monitoring and controlling stage. For PMT3, the use of

periodic review helps the project team to monitor and control project risks more

effectively. PMT4 indicated using earned value analysis while PMT5 noted using project

risk response audit for monitoring and controlling risks. Moreover, all five participants

shared that they not only use the risk register as a key input to develop correct risk

response plans but also to control and monitor positive and negative risks.

Of the four themes that emerged from the data analysis, the risk management

framework represented one of the strategies IT project manager in the telecommunication

industry used to improve project success rates. Successful risk management strategies

largely depend on the risk management framework IT project managers use to identify

and understand potential risks to project success (PMI, 2017). The use of a risk

management framework showed that all the participants followed a process that

integrated five steps within their risk management strategies. Table 2 illustrates the risk

management process followed by all the five participants and their related frequency.

Table 2: Subthemes Representing Participants’ Risk Management Process With Related Frequency

Number of participants that

shared this perspective

Percentage of participants

that shared this perspective

Risk initiation/Risk

management plan

100%

Risk identification

100%

Risk analysis/Risk

prioritization

100%

Risk response planning

100%

Risk monitoring and control

100%

The risk management framework aligns with some steps of the actor network

including problematization, and interessement. Callon (1986) noted problematization as

the first step of the actor-network process that attempts to identify the problem. During

risk identification, the project manager meets with key stakeholders to identify the risks

inherent to the project (Hopkin, 2018; PMI, 2017). Interessement is the second step of the

actor-network process involving negotiations between actors regarding the roles they may

play within the network. The project managers engages with the project team members to

appoint them at different roles including risk champion, risk owner, and action owner

(Hillson, 2014). The risk management framework aligns with the problematization and

interessement components of the actor-network theory.

Theme 3: Risk Communication

Risk communication emerged as the third theme identified from the data analysis.

Kliem and Ludin (2019) and the PMI (2009) stated that project success depends largely

on communication throughout the risk management process. All participants indicated

they communicated risks before, during, and after a project to ensure that they met

stakeholders‘ needs and expectations. Using an effective risk communication plan, the

project manager can appropriately address the stakeholders‘ expectations on the project

risks, and also inform them on what risk information they will receive, when and how

they will receive it (Hillson & Murray-Webster, 2017; Hopkin, 2018; PMI, 2017).

Though all the participants indicated that they communicate risks to the

stakeholders during the four major phases of the risk management process that include (a)

risk identification, (b) risk analysis, (c) risk response planning, and (d) risk monitoring

and control, it is to note that they used different communication methods. For example,

PMS1 noted:

At the early stage of the risk management process, I conduct a risk workshop for

risk identification purposes. The workshop is generally restricted to key

stakeholders such as the project sponsor, customer and some members of the

upper management. During the workshop, I use a variety of techniques that

include interpersonal and team skills, brainstorming, and interviews to identify

risks. We record all the identified risks in the risk register which we share with all

key stakeholders.

PMS2 indicated:

The project stakeholders and I organize a risk identification workshop during

which we brainstorm to identify potential project risks. We also use other tools

such as the company‘s checklist. Once we identify the risks, they are captured in

the risk register. The risk register is shared with all key project stakeholders via

the company‘s cloud-based instant messaging platform.

PMT3, PMT4, and PMT5 also noted they used communication methods that include

weekly meetings, presentations, and emails to communicate risks to stakeholders. For

instance, PMT5 noted:

The project team has a plan to communicate risk to key stakeholders from the risk

identification to the risk monitoring and evaluation. During a kickoff meeting, the

project team conducts brainstorming sessions with key project stakeholders to

discuss the project objectives and the most significant risks related to the project.

Also, to capture the most significant risks, the project team uses the company‘s

checklists. Once risks are identified and recorded in the risk register, we use our

electronic data interchange system for stakeholders to access it.

PMT3 indicated:

During risk identification and assessment, I facilitate risk workshops and risk

reviews, at which project team members and key stakeholders actively participate.

Once the risks are identified and assessed, we document them in the risk register

and share it with project team members and key stakeholders. At regularly project

team meetings, scheduled progress reports and stakeholder reviews, I discuss all

the information about the project risks with project team members and key

stakeholders. Also, during the risk response planning phase, I conduct reviews

with upper-management, risk champion, and other key stakeholders involved in

the risk management process. Each appointed risk owner regularly reports

progress on responses to the risk champion via the risk register. The project team

updates the risk register with new information that we generate after each phase.

Then, a risk report is emailed to all key stakeholders.

PMT4 shared:

During the risk identification stage, I hold project team risk meetings with key

project stakeholders including project sponsor, risk champion and executive

management. I facilitate the risk meeting at which the risks are identified and

registered in a risk register.

PMT3, PMT4, and PMT5 also indicated the importance of using the risk register to

communicate the status of risks to project stakeholders. For example, PMT3 noted:

To provide a concise presentation to key stakeholders on the status of project risk,

I use a risk register with a dashboard. The use of the risk register with a dashboard

is effective to interact with all key project stakeholders regardless of their

location, and also to communicate them the risk status and progress.

PMT4 shared:

At the early stage of the project, I create a risk log also known as a risk register.

We use the risk log as an internal communication tool to provide stakeholders

with information about each risk and their nature, reference, and owner, as well as

mitigation measures.

PMT5 indicated, ―The risk register of the company‘s electronic data interchange system

makes it easy for the project stakeholders to access information about the risk status at

any point in time.‖

The project manager should develop an effective communication plan to involve

all stakeholders in the risk management process where appropriate (Hillson & Simon,

2012). All participants indicated that they involved and engaged key stakeholders in all

the phases of the risk management process using communication tools such as meetings,

interactive online platforms, team briefing, emailing, risk reports, presentations and

interviews. Moreover, the participants indicated that the use of the risk register

throughout the risk management process enabled alignment with key stakeholders.

The project manager needs to use appropriate tools and techniques to

communicate project risks to stakeholders (Hillson & Murray-Webster, 2017; PMI, 2017).

All participants indicated that one of their major roles as project managers consisted of

regularly reporting risk status to key stakeholders such as the project sponsor and steering

committee. The participants stated that their risk response strategies were successful

because of their alignment with the stakeholders‘ needs and expectations. For example,

PMT3 highlighted that:

As the project manager, I am accountable for the project and for delivering the

project‘s expected outcome. To ensure effective management of the project risk

strategies, I use the risk register to monitor and evaluate the efficiency and

effectiveness of the risk response strategy.

PMT5 also highlighted:

I appoint a risk champion whose one role is to analyze risk data and produce risk

reports. I also use the risk register to access the progress on risk report reported to

the risk champion by the risk owner. I addition, I use the risk register to evaluate

the effectiveness of the actions implemented by the risk action owner.

PMS1 indicated the importance of using the risk triggers for measuring the effectiveness

of the risk management strategy:

I use risk triggers and trigger dates in conjunction with the probability and impact

measurement (PIM) score. In case a risk elevates to a PIM score, the risk triggers

will show the impacted area and the trigger date will indicate when the risk action

owner has to start the planned risk response. Using the risk triggers that the risk

champion and I define in the risk response plan, we use risk metrics to determine

whether or not the risk response strategies are effective.

PMS2 highlighted:

I regularly use the risk register to review and update the status for each risk to

ensure risks are under control. The risk owner I appoint will close the risk with a

lesson learned if it is no longer considered a threat. Besides, I revise the

mitigation action or get approval from the committee review board to proceed

with the associated contingency plan, update and publish the current top risk list,

and prepare a risk status report for use in project reviews.

All participants indicated that by participating in risk workshops and review

meetings, the stakeholders were engaged and supportive of the risk management strategy

for the project.

The risk communication aligns with the concepts of enrolment and mobilization

of the actor-network step processes. Enrolment involves negotiations between actors

accepting the roles they were given and enroll in the network (Callon, 1986). During

negotiations, the project assigns different roles including risk champion, risk owner, and

action owner (Hillson, 2014). For instance, the action owner executes agreed actions to

support risk response strategies, and report progress on actions to the risk owner (Hillson

& Simon, 2012). Callon (1986) indicated mobilization happens as external to the network

move to support it. To gain the support of key stakeholders, the project manager uses

tools including the risk register to communicate project risk to stakeholders.

Theme 4: Risk Lessons Learned

Lessons learned are learning the project team and stakeholders gain from the

process of performing the project (Hopkin, 2018; PMI, 2017). Kwak and Stoddard (2004)

shared the use of lessons learned contributes to effective risk management. All the

participants indicated using lessons learned throughout all the processes of risk

management. PMT5 highlighted that the lesson learned constitutes a day-to-day process

in each risk management stage. PMT4 also indicated the importance of using lessons

learned throughout the risk management process. PMS1 noted that they documented

lessons learned in each risk management stage so that the project team and key

stakeholders can gain knowledge of what went wrong and what went right. PMS2 shared

that the use of lessons learned during each stage of the risk management process

contributes to effectively implement the risk response strategy. For example, PMS2

indicated, ―I bring the project team and key stakeholders together to discuss what went

wrong and what went right and what the impacts on the project were.‖ PMS1 highlighted:

For each step of the risk management strategies that the project team and I perform, we

invest time and energy to gain learning. After each risk management process, I facilitate

risk lessons learned sessions during which I identify comments and suggestions from

project team members and key stakeholders, then document them. Besides, I also use risk

lessons learned documents of similar projects performed by the organization

All the participants indicated that they also used documented risk lessons learned

on former projects to learn from past mistakes. For instance, PMT3 noted that, ―Using

lessons learned from previous projects, the project team and key stakeholders identified

that their organization had to deal with excessive expenses of risk management resources

because of the use of subjective qualitative measures to rank risks.‖ PMT4 also noted:

Documented risk lessons learned of former projects indicated that effective stakeholder

engagement and management contributed to the successful implementation of risk

management strategy. Therefore, at the end of each risk management process, I conduct a

risk lesson learned session. Before each session, the participants complete a survey, which

helps them to better interact and share inputs during the risk lessons learned session.

PMT5 indicated using the risk lessons learned as follow:

After each risk management process, I facilitate risk lessons learned workshops to

identify lessons learned. During the workshop, I ask the participants to share what

went right, what went wrong, and what we need to improve. After capturing the

participants‘ inputs and recommendations, I share the findings with key project

stakeholders.

PMS2 shared, ―The use of documented lessons learned from former projects indicated

that a documented risk management process does not mean that the process will be

followed by the project team.‖

The project team should conduct lessons learned project review just after project

closure and involve all the project team members and key stakeholders (Barkley, 2004).

All participants mentioned the importance of developing risk lessons learned report after

project closure. Kerzner and Kerzner (2017) noted project managers should document

lessons learned so that future project managers can learn from what went right and what

went wrong. All participants shared some good practices that they would expect to

reproduce for future projects. For example, PMS2 indicated the following good practice

they would like to reproduce:

We set up a focused risk management team with defined roles and responsibilities.

The risk management team‘s responsiveness to each other was effective. Also, the

communication within project team members and with stakeholders was effective.

We organized risk workshops and reviews, during which project team members

and key stakeholders worked together to identify and assess risks. We had

adequate resources available to appropriately respond to each identified risk.

PMS1 also highlighted the following as good practices they would like to reproduce for

future projects:

The project team had both technical and soft skills to assume roles and

responsibilities. The project team had an effective plan to engage with key

stakeholders during each risk management phase. The project manager regularly

reviewed the progress of risk response and their related actions with risk owners.

The project team regularly reported risk status to key project stakeholders with

recommendations.

PMT3 indicated the following good practices they would like to use as a benchmark for

future projects:

The project team enforced the strong participation of key stakeholders in the risk

management process. During the past projects we managed, there was effective

communication between project team members to deal with risks; also, the project

team members appropriately communicated risks to key stakeholders.

PMT4 highlighted:

We had contingency plans in place to mitigate risks that occurred. The project

team regularly communicated the risk status to key project stakeholders and

senior management. The project team used the risk register to report progress on a

risk response strategy.

PMT5 indicated, ―The project team effectively communicated with key stakeholders.

Also, the risk champion ensured not only the quality of risk data but also effectively

analyzed data and produced risk reports.‖

In addressing lessons learned reports, the project manager should also focus on

things that they should improve for future projects (Kerzner & Kerzner, 2017; PMI,

2017). All participants indicated things that went wrong during the risk management

process. For example, PMT3 shared:

The stakeholders did not receive proper training on how to use the new risk

communicate the risk status and progress to the stakeholders. Therefore, we had

to use alternative strategies such as emailing and reports.

PMT4 noted, ―The project team was ineffective in the document numbering system,

which created conflicts with some key stakeholders.‖ PMS1 noted, ―The project team

did not effectively manage time during meetings with key stakeholders; therefore, they

had to spend more time than scheduled working on risk identification and assessment.‖

PMS2 indicated:

Some project team members including risk owners did not receive effective

coaching and mentoring on aspects of risk management such as the development

of risk responses in the form of risk actions, and the monitoring of progress on risk

responses.

All participants shared they used documented lessons learned from former projects, and

documented lessons learned report after closing projects.

Risk lessons learned focus on how the project team manages each stage of the risk

management process (Kerzner & Kerzner, 2017). The project manager could use

documented lessons learned to increase the effectiveness of the risk management strategy

(Kwak & Stoddard, 2004). All participants indicated the importance of using documented

lessons learned from former projects to avoid reproducing the same mistakes.

Additionally, the participants shared the importance of documenting lessons learned

report after project closure to allow future project managers to gain knowledge from what

went right and what went wrong. The actor-network theory, which was the conceptual

framework used for this study highlighted risk lessons learned as a critical driver of risk

management strategies. The project manager should document risk lessons learned

throughout the risk management process to manage project risk effectively. Additionally,

the project manager should document a risk lessons learned report at the closing phase of

the project so that future project managers can learn from went wrong and what went

right.

Applications to Professional Practice

The purpose of this qualitative multiple case study was to explore risk

management strategies used by IT project managers in the telecommunication industry

for improving project success rates. The findings and recommendations from this

research study may contribute to business practices and therefore help IT project

managers manage project risks more effectively. Effective risk management contributes

to improving IT project performance and success (Didagra, 2013; Hamza et al., 2012).

Deshaw (2017) shared in 2017, that more than 70% of IT projects were unsuccessful

because of ineffective risk management strategies. Therefore, if IT project managers use

effective risk management strategies, it may contribute to improving project success rates.

The population consisted of five IT project managers from two telecommunication

companies located in Senegal, West-Africa. The population had more than eight years of

managing IT projects with a high rate of success. All five participants in the study shared

their experience in managing IT project risks successfully in the telecommunication

industry. Four main themes that included (a) risk management culture, (b) risk

management framework, (c) risk communication, and (d) risk lessons learned constituted

the effective strategies IT project managers should use to improve project success rates.

The four themes that emerged from this study contributed to professional practice

in many ways. For instance, the findings showed that strong risk culture is indispensable

for the effective management of IT project risks. The second theme, risk management

framework addressed the importance of using appropriate tools and techniques for (a)

identifying risks, (b) assessing risk impacts and (c) defining adequate risk responses. The

third theme, risk communication addressed the importance of developing and

implementing a communication plan that involves all the project stakeholders in the risk

management process where appropriate. The final theme, risk lessons learned focused not

only on the importance of documenting risk lessons learned throughout the risk

management process but also on the necessity of documenting lessons learned report after

project closure. Using the above findings as a benchmark, IT project managers can

develop effective risk management strategies, and therefore improve the success rate of

future projects. Using the findings from this study, IT project managers could

successfully develop a 5G broadband network, which will allow their organizations to

compete more effectively, and sustain growth.

Implications for Social Change

The implications for positive social change from this study‘s findings may include

the opportunity to use modern and innovative telecommunication broadband network to

enhance the quality of the life of the populations in the sectors of education, health, and

agriculture. By applying the findings and recommendations of this study, IT project

managers may (a) build risk management into their organization‘s culture, (b) develop

and implement an effective risk management framework, (c) communicate risk more

effectively and (d) integrate risk management lessons learned appropriately throughout

the risk management processes and after project closing phase.

Researchers should act as change agents by promoting positive social change

(Wittmayer & Schapke, 2014). By applying the findings and recommendations of this

study, IT project managers within the telecommunication industry may improve projects‘

success rates, which could, in turn, enable economic growth with a direct impact on

poverty. Additionally, the improvement of IT project success rates in the

telecommunication industry could enable strengthening employee information exchange

in West-Africa, increase the conduct of job interviews remotely and make eLearning

programs available for all.

The improvement of IT project success rates in the telecommunication industry

can help create a connection between rural healthcare providers and their patients to

services in remote areas through the use of telehealth. Therefore, patients in rural areas

could receive care remotely and avoid long travel times. The improvement of IT project

success rates in the telecommunication industry could enhance the quality of the life of

the populations in the sector of agriculture. Moreover, IT project managers could consider

using the findings from this study to successfully implement projects, which could, in

turn, enable the e-Transformation of the economy by opening up opportunities in energy

and water supply management, transportation, financial services, and telemedicine.

Vishakha and Vandana (2019) noted the effective use of information communication and

technologies could not only improve the performance of farmers at work but also help

them perform work more effectively in a shorter time. IT project managers within the

telecommunication industry should consider using the findings and recommendations

from this study to apply effective risk management strategies for improving project

success rates, which in turn could potentially impact the lives of populations.

Recommendations for Action

The findings from this study include risk management strategies IT project

managers from the telecommunication industry use to improve project success rates. The

four themes that emerged from the data analysis included (a) risk management culture,

(b) risk management framework, (c) risk communication, and (d) risk lessons learned.

According to the Standish Group (2016), in 2015, 70% of IT projects failed or were

challenged. Due to the low success rate of IT projects, the use of the four themes resulting

from this study may benefit IT project managers.

The first recommendation I formulate is for executives from organizations to

consider building and sustaining a risk management culture. Barkley (2004) shared

organizations can build a risk management culture by (a) establishing a vision of

riskbased decisions, (b) integrating risk in strategic planning, and (c) training employees

to see risk. Therefore, I recommend that executive management consider integrating the

risk vision into the corporate strategy. Moreover, executive management should use their

leadership to further risk management, and provide training programs for (a) risk

identification, (b) risk assessment and (c) risk planning. The second recommendation is

for the IT project manager to use and implement a risk management framework that

relates to how the risk management activities are structured and performed. I recommend

that IT project managers consider using a risk management framework that includes the

(a) strategic planning to manage project risks, (b) tools and techniques to perform each

risk process, (c) roles and responsibilities of project team members at each stage of the

risk process, and (d) funds needed to perform each risk activity, as well as their timing.

A third recommendation is for IT project managers to consider using appropriate

tools and techniques to involve their team members, and regularly communicate project

risks to key stakeholders. The project managers should share accurate project risk data at

the right time with key stakeholders (Hopkin, 2018). The PMI (2017) suggested the use

of the risk register at each phase of the risk management process to communicate on the

risk status and progress. To effectively communicate risks, I recommend the use of

reporting tools such a risk register with a dashboard. A fourth recommendation is for IT

project managers to document risk lessons learned during each phase of the risk

management process, and risk lessons learned reports after the closing stage of the

project. Kerzner and Kerzner (2017) and the PMI (2017) noted the project team should

use risk lessons learned during each phase of the risk management process. Kwak and

Stoddard (2004) also shared project managers can use documented risk lessons learned

from past projects to increase the effectiveness of the risk management strategy. Project

managers should consider using lessons learned from previous projects to avoid

reproducing similar mistakes. Additionally, I recommend to IT project managers to

document risk lessons learned after each phase of the risk management process to allow

future IT project managers to gain knowledge of what went right and what went wrong.

I plan to share the findings of this study with the participants and their

organizations. Because Walden University will publish my study in the ProQuest

database, other scholars interested in researching topics in risk management strategies

might benefit from my findings. As an adjunct instructor and member of the PMI, I plan

on sharing my study‘s findings during conferences that I will participate in, or training in

the field of risk management that I will conduct.

Recommendations for Further Research

I formulated several recommendations for further research. The recommendations

would consider some components of research that include the (a) methodology, (b)

industry, (c) geographical location, and (d) conceptual framework. Future researchers

may consider other methods such as the quantitative or mixed-method to examine the risk

management strategies IT project managers use to improve project success rates. For

instance, future researchers could conduct a quantitative study to examine the impact of

risk on project performance or success rates. Future researchers should consider the

transferability of the findings from this study to other industries such as banking, health,

and education, and expand the study to different geographic locations. Additionally, I

recommend future researchers to apply other theories than the conceptual framework used

for this study.

The fact that I considered five IT project managers for this study, and restricted

the research to two telecommunication companies located in Dakar, Senegal, constituted

some limitations for this study. To avoid raising issues on the generalization of the

findings, future researchers should focus on a larger sample and not restrict the study to

one location. Moreover, I recommend future researchers to consider using other theories

including the stakeholder theory or a mix of the actor-network theory and stakeholder

theory to appropriately explain and understand the risk management strategies used by IT

project managers.

Reflections

I would like to share several reflections on my experience within the DBA

Doctoral Study process. Pursuing a doctorate in business administration enabled me to

acquire new competencies in the field of project, program and portfolio management, and

particularly in research methodology. The feedback I received from instructors was very

helpful in the sense that it helped me to identify my weaknesses in writing academic

documents and find a path for improvements. For example, using the feedback from the

URR‘s proposal evaluation, I improved my work and obtained approval. The feedback

from my doctoral chair and committee member was very constructive and helpful.

Interacting with other students on the discussion thread was a good experience as it

enabled me to learn from other students‘ research topics, and therefore gain new

knowledge. Additionally, the interaction with other students in the discussion thread

enabled me to improve my ability to express ideas with clarity and to network with peers

from other cultures, countries or even continents.

The use of the literature review was helpful and instructive as it enabled me to

gain knowledge in IT project risk management strategies and project success. The

doctoral journey was very rich and it contributed to improving my research skills and

ability. Before starting with Section 2 of this doctoral study, I was wondering on how to

avoid participants‘ bias during data collection. The different conversations I had with my

chair, as well as the literature review on qualitative research, provided me tools on how to

avoid participants‘ bias during data collection. Pannucci and Wilkins (2010) noted that

bias can occur at any phase of the research, including data collection and data analysis.

To avoid participants‘ bias, I used opened ending questions, which allowed me to better

access the participants‘ true experience on the topic. Patton (2015) suggested the use of

member checking to improve the accuracy of the data collected from participants. I also

used member checking to allow the participants to comment and correct the transcribed

interview for validation. I used the doctoral journey to improve my skill in research, and

to gain exceptional competencies in project management.

Conclusion

The purpose of this qualitative multiple case study was to explore risk

management strategies used by IT project managers in the telecommunication industry

for improving project success rates. The research method used to collect data from the

five participants was a semistructured interview. The participants were located in Dakar,

Senegal, and they had more than 8 years of IT project management with a risk

management success rate of 70%.

Member checking is a good technique the qualitative researcher could use to

enhance the quality of the data collected (Saunders et al., 2015; Yin, 2018). Therefore, I

used member checking for ensuring both data validity and saturation. The four emerged

themes from the data analysis aligned with the risk management strategies described in

the literature. I used the actor-network theory as the conceptual framework to understand

well the context of the research, as well as the research question.

The strategies IT project managers within the telecommunication industry use to

use improve project success rate included (a) risk management culture, (b) risk

management framework, (c) risk communication and (d) risk lessons learned.

Organizations should consider investing in building a risk management culture by

integrating the risk vision into their corporate strategy. Additionally, to sustain the risk

management culture, executive management should use leadership to further risk

management, and provide training programs in each aspect of the risk management

process. The risk management framework is crucial for the effective management of

project risks. IT project managers should consider developing and implementing a risk

management framework that includes a (a) strategic plan to manage risk, (b) tools and

techniques for managing each risk process, the (c) roles and responsibilities of project

team members at each phase of the risk management process, and the (d) required funds

and timeframe for managing each risk activity.

Project managers should utilize the appropriate tools and techniques to

communicate project risks to key stakeholders. To increase the effectiveness of risk

management strategies, IT project managers should consider using documented risk

lessons learned from past projects. Additionally, IT project managers should consider

documenting risk lessons learned after closing each phase of the risk management process

so that future project managers could gain more knowledge on what was successful or

not. The findings of this study could potentially contribute to business practice and in

some ways to positively influence social change.

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