Source: http://www.ijcjournal.org/index.php/InternationalJournalOfComputer/article/view/538
Workplace Factors That Shape IT Project Success | Nguyen | International Journal of Computer (IJC)
Workplace Factors That Shape IT Project Success
Abstract
Information technology (IT) project success depends on having a
project manager with effective decision-making, leadership, and project
management skills. Project success also depends on completing the
project in a given budget, time, and scope. However, there is a limited
understanding of the lived experiences of IT managers and the following
workplace factors: cultural, functional, and organizational differences.
The purpose of this phenomenological study was to understand these
lived experiences of 20 IT project managers or leaders at global
workplaces based in the United States. The research questions were
focused on the effect of these workplace factors on information
technology project success. In accordance with nonrandom purposeful
sampling strategies, a snowball technique was used to find more
participants. An open-ended, e-mail questionnaire was created and sent
to participants to collect data. The data were coded to discern themes
or patterns. According to study results, team members should acquire a
broader array of knowledge and experience; appreciate other cultures to
create a more trusted working environment, leverage technical expertise
and skills to foster team effectiveness, reduce project risks, gain and
diversify skill sets; achieve more tasks in shorter time frame, and
allow members to use creativity and talent. This study has implications
for positive social change because organizations that understand the
workplace factors may be able to improve project management strategies
and cost benefits leading to higher efficiency, profitability, and
productivity thus benefiting management, employees, and customers.
project manager with effective decision-making, leadership, and project
management skills. Project success also depends on completing the
project in a given budget, time, and scope. However, there is a limited
understanding of the lived experiences of IT managers and the following
workplace factors: cultural, functional, and organizational differences.
The purpose of this phenomenological study was to understand these
lived experiences of 20 IT project managers or leaders at global
workplaces based in the United States. The research questions were
focused on the effect of these workplace factors on information
technology project success. In accordance with nonrandom purposeful
sampling strategies, a snowball technique was used to find more
participants. An open-ended, e-mail questionnaire was created and sent
to participants to collect data. The data were coded to discern themes
or patterns. According to study results, team members should acquire a
broader array of knowledge and experience; appreciate other cultures to
create a more trusted working environment, leverage technical expertise
and skills to foster team effectiveness, reduce project risks, gain and
diversify skill sets; achieve more tasks in shorter time frame, and
allow members to use creativity and talent. This study has implications
for positive social change because organizations that understand the
workplace factors may be able to improve project management strategies
and cost benefits leading to higher efficiency, profitability, and
productivity thus benefiting management, employees, and customers.
Keywords
Leadership Effectiveness; Virtual Team, Workplace Factors.
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