Rajesh Mirani, Ph.D.
Associate Professor of Information Systems
Department of Information Systems and Decision Science
Office: Business Center 458
Phone: 410.837.5261
E-mail: rmirani@ubalt.edu
Personal Web Site:
http://home.ubalt.edu/rmirani/web/
Education:
- Ph.D., University of Pittsburgh
- Post Graduate Diploma in Management, Indian Institute of Management
- B.Tech., Indian Institute of Technology
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Bio
Rajesh Mirani is Associate Professor of information systems. His current research interests are oriented towards performance and public policy implications of infrastructural IT projects, including electronic health records in hospitals, and �steady state� IT investments in the federal government. His recent research publications have appeared in outlets such as ACM Transactions on Management Information Systems, International Journal of Information Management, Journal of Information Technology Case and Application Research, and Journal of Organizational Computing and Electronic Commerce.
Dr. Mirani served as Co-Chair of the UB-Towson MBA Redesign Committee in AY 2014-2015, and Chair of the Merrick School Mission Task Force in AY 2015-2016. He was President of the Merrick School of Business Faculty Senate in AYs 2015-16, 2016-17, 2017-18, and 2018-19, as well as before that in AYs 2007-08 and AY 2008-09. He currently serves on the Executive Committee of this Faculty Senate. -
Research Interests
1) Business-IT alignment.
2) Project performance in public sector IT initiatives.
3) Hospital adoption and outcomes of electronic health records (EHR).
4) IT offshoring governance and management. -
Teaching Interests
1) Information Technology for Business Transformation.
2) Management Information Systems. -
Recent Publications
Intellectual Contributions
Refereed Journal Articles
Mirani, R., & Harpalani, A. D. (2015). The Influence of EHR Implementation on Hospital Readmissions Rates and Mortality Scores: Preliminary FIndings. Journal of Healthcare Information Management. 29(2),
Conference Proceedings
Mirani, R. (2015). The Benefits of Tracking Organizational Outcomes for Long-Term Systems Operations/Maintenance Tasks. Northeast Decision Sciences Institute (NEDSI). 2015.
Presentations
Mirani, R. 2015 Northeast Decision Sciences Institute (NEDSI) Conference, "The Benefits of Tracking Organizational Outcomes for Long-Term Systems Operations/Maintenance Tasks," Decision Sciences Institute, Cambridge, MA. (2015).
Research in Progress
"A longitudinal Analysis of the Impact of Electronic Health Records on Hospital Readmissions Rates and Mortality Scores" (On-Going)
This is a planned Tier 3 submission."Keeping Software Operations/Maintenance Projects on Schedule: The Beneficial Effect of Tracked Organizational Outcomes" (On-Going)
The following is a planned Tier 3 submission:
There is a vast research literature on the usefulness of software metrics in systems development and maintenance. However, very few studies have focused on the benefits of tracking organizational outcomes/metrics. This study investigates whether periodically tracked organizational outcomes are beneficial to long-term systems operations/maintenance projects. A dataset of operations/maintenance projects was analyzed to test whether tracked organizational outcome metrics affect project timeline stability and timeline adherence. Control variables included pertained to project size, structure, and cost. A separate dataset of development projects was also included in all analysis as the control context. For systems operations/maintenance projects, both timeline stability and timeline adherence progressively improved with an increase in the number of tracked metrics and reached maximum inflection points beyond which they deteriorated. Such curvilinear relationships with embedded optimality were not exhibited in the control context of systems development projects. The implication is that periodically tracking organizational outcome metrics has a beneficial impact in keeping long-term systems operations/maintenance on schedule. Too few metrics yield sub-optimal benefits, while too many metrics negate positive outcomes. These findings represent tricky challenges for project managers and researchers, in determining the right mix of tracked benefits to extract optimal gains for specific project contexts.