| 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. Despite these critical qualities of a successful project manager, little research has explored the cultural, functional, and organizational differences of IT managers, and the effect of those factors on project success. 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 IT project success. Attribution, person-organization fit, resource-based, and resource dependency theories provided the framework for this study. Fifteen participants were found using purposeful sampling; snowball sampling was used to find 5 more participants. An open-ended, e-mail questionnaire was created and sent to participants to collect data. Data were coded to discern patterns during analysis using a modified version of van Kaam's technique with open and precode approaches. 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. |
