Utilization of Project Management Software in Qatari Government Organizations: A Field-Force Analysis

Utilization of Project Management Software in Qatari Government Organizations: A Field-Force Analysis

Salaheldin Ismail Salaheldin (Qatar University, Qatar), Khurram Sharif (Qatar University, Qatar) and Maysarah Al Alami (Ministry of Labor & Social Affairs, Qatar)
DOI: 10.4018/jhcitp.2010091101
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Abstract

This study aims to explore the critical driving and resisting forces that promote or inhibit the implementation and use of project management (PM) software in Qatari Government Organizations in an attempt to determine whether software-based PM methodologies are being effectively implemented in the public sector organizations or not. Research hypotheses were evaluated using ANOVA and Mann- Whitney test. Findings indicated that forces that promote or inhibit software based PM implementation are significantly affected by the managerial interest and nature of existing (traditional or contemporary) PM practices. More importantly our findings identified some driving forces that promote the implementation of software-based PM methodology (SPMM) in Qatari government organizations and also identified some roadblocks that prohibit such implementations. Finally managerial implications for the successful implementation of SPMM are provided and avenues for further research are suggested.
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Importance Of The Study

The study offers an added factor to be taken into consideration, particularly when examining the effect of the CSFs for IT PM implementation. The projects that were studied and analyzed as a part of this investigation were largely related to IT. Therefore the set of CSFs evaluated were associated with successful application of PM software to effectively handle IT projects within government organizations.

More importantly, this study offers a theoretical model that can be considered as a step forward in developing an integrated model toward investigating the relationship between enablers and inhibitors and the implementation of project management software. The government sector was chosen as focus of the study because in developing countries (such as Qatar) government takes overall initiative and responsibility for launching and consequently promoting IT ventures and projects. Furthermore the study contributes by comparing the CSFs for PM implementation in the government organizations of developed and developing countries. Finally, this research adds to the body of knowledge by providing new data and empirical insights into the relationship between the CSFs of software-based PM in the Qatari government organizations.

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