Abstract:
The existing framework of Project Management advises project managers to exercise
nine knowledge areas. These are management of the project’s Scope, Time, Cost,
Quality, HR, Communication, Procurement, Risk and Integration. It suggests
entertaining these nine knowledge areas in five processes that are initiating, planning,
executing, controlling and closing the project. The knowledge on HR Management
(HRM) declares fourteen functions that this study identified applicable to Project
Management. The literature stresses that managing all these knowledge areas
determines project’s outcome. The literature further indicates that nine knowledge
areas are not equal in priority and HRM is not given the needful precedence. The
study perceived that it is not pragmatic for a project manager to perform the nine
knowledge areas and all the applicable functions of HRM efficiently.
From Jan 2005 to Jan 2008, this study discovered that in the IT industry of Islamabad
– Rawalpindi, Pakistan, project managers were assigned neither all the nine
knowledge areas nor all the applicable functions of HRM. The study observed that
projects suffered where HRM was underestimated. Can the quality in practice of
HRM make or break projects? If yes, what minimum functions of HRM should be
assigned to a project manager to benefit projects? Further, how can the project
manager’s role for precise number of knowledge areas be defined? The study assumed
that precise and well-defined role of a project manager in terms of the nine knowledge
areas and HRM can make the existing framework for Project Management more
adoptable. For this purpose integrating the literature and the real practices in the
selected IT industry this study identified and selected five HRM functions as
independent variables (IVs) keeping project result as dependent variable (DV). The
IVs include selecting right person, assigning workload, setting timelines,
communication and monitoring performance. This study hypothesized that the result
of specific IT/Telecom project is correlated with and regressed by the quality in the
practice of the mentioned HRM functions.
ivUtilizing a valid and reliable instrument the study collected data for a stratified
sample of 70 heterogeneous IT/Telecom projects from the selected 24 IT/Telecom
organizations. Employing frequency & descriptive statistics, Pearson’s correlations,
regression and PLS regression the analyses were conducted. All the selected IVs were
found correlated with project result. Individually no IV regressed project result but
collectively they all regressed the DV. The study substantiated its hypotheses based
on results of regression and PLS regression. It inferred that good quality practice of
all the selected HR functions paves success for IT/Telecom project while their
substandard practice will lead project to suffering. The conclusion of the study is
applicable on the IT projects of large scope and team size with well-defined type
provided all the other knowledge areas for project management are exercised with
necessary equilibrium. Based on results this study declares that a project manager
should perform at least these five functions of HRM. The study designed templates to
help project managers performing these HR functions. The mentioned results and
findings from the IT industry about the knowledge areas enabled this study reshaping
the existing framework for Project Management. It contributes that project manager
better be set responsible only for the management of scope, time, cost, HR and
communication for projects while quality, risk and procurement for projects better be
managed
at
organization
level.
Project
manager
should
consider
HRM,
Communication and technology the driving tools for managing other knowledge
areas.