Relationship Between Software Development Team Structure, Ambiguity, Volatility, and Project Failure

Relationship Between Software Development Team Structure, Ambiguity, Volatility, and Project Failure by Dominic Martinelli Saxton MS, Troy State University, 1999 BS, Tusculum College, 1995 Doctoral Study Submitted in Partial Fulfillment of the Requirements for the Degree of Doctor of Business Administration Walden University December 2018 Abstract Complex environments like the United States Air Force’s advanced weapon systems are highly reliant on externally developed software, which is often delivered late, over budget, and with fewer benefits than expected. Grounded in Galbraith’s organizational information processing theory, the purpose of this correlational study was to examine theComplex environments like the United States Air Force’s advanced weapon systems are highly reliant on externally developed software, which is often delivered late, over budget, and with fewer benefits than expected. Grounded in Galbraith’s organizational information processing theory, the purpose of this correlational study was to examine the relationship between software development team structure, ambiguity, volatility and software project failure. Participants included 23 members of the Armed Forces Communications and Electronics Association in the southeastern United States who completed 4 project management surveys. Results of multiple regression analysis indicated the model as a whole was able to predict software project failure, F(3,19) = 10.838, p < . 001, R 2 = 0.631. Software development team structure was the only statistically significant predictor, t = 2.762, p = . 012. Implications for positive social change include the potential for software development company owners and military leaders to understand the factors that influence software project success and to develop strategies to enhance software development team structure. Relationship Between Software Development Team Structure, Ambiguity, Volatility, and Project Failure by Dominic Martinelli Saxton MS, Troy State University, 1999 BS, Tusculum College, 1995 Doctoral Study Submitted in Partial Fulfillment of the Requirements for the Degree of Doctor of Business Administration Walden University December 2018 Dedication This study is dedicated to my loving wife, Faye, for her endurance, sacrifice, and support that has allowed me to complete a dream. Also, my children, Dominique and Dominic Jr., thank you for never complaining over the years about having to share my attention with my career and academic pursuits without their consent. I would also like to dedicate this work to my mother and father, Raymon and Mary, for their love and for giving me an unstoppable work ethic. I thank you and love you all. Acknowledgments I would like first to thank God for giving me the strength, perseverance, and resolution to take on and complete this endeavor. I would also like to acknowledge and thank all my instructors at Walden University who have encouraged and supported me throughout this program. Specifically, I thank Dr. Scott Burrus, chair, and Dr. Jaime Klein, committee member, for guiding me through the Walden process. I would also like to thank Dr. Reginald Taylor, university research reviewer, for his guidance and patience. To Dr. Zin Htway, thank you for providing me the statistical guidance, patience, and encouraging words needed when I was at a point of frustration and uncertainty. Thank you to my wife, Faye E. Saxton, for giving me the support and time to complete my study. Thank you to my daughter, Dominique, and my son, Dominic Jr., for secretly giving me the strength to continue when I was on the verge of quitting the program. Thank you to all my family and friends for being there throughout this process; without your guidance, patience, and support this process would not have been possible. I also appreciate the many others not mentioned by name for the contributions made in their respective ways. Thank you all.