A strategic assessment of the effects of project control systems on performance and outcomes. The case of ICT organisations

This paper investigates the type of controls needed in order to achieve a strategic and successful implementation of ICT projects. The use of instrumental and people-oriented control mechanisms was researched in order to assess the influence of each of those controls on the projects' outcomes. The role of the project controller was investigated as well. A phenomenological empirical approach based on primary data collected from a population of project managers was pursued. Purposive sampling was adopted. The results were analysed using the literature as a guiding prism of interpretation toward some focused areas of research, different hypotheses tested and accepted. This research found that the best combination for achieving optimal project control is to rely on both instrumental and people-oriented control mechanisms, specially adapted to each organisation's needs. Moreover, it concluded that the project controller is an important resource in the organisation and should play the role of a business advocate to the management. This research examined the use of new methods and the implementation of a new strategy in the field of project control as an extension to the conventional instrumental techniques.