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Research Article

Presented By: Sehrish (02-298171-011)

MS (PM)-1(A)
Course Instructor: Sir Fasih ul Kareem Siddiqui
Course: Project Human Resource & Communication
Management (MSP-603)
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Published in : 2011

Authors: Imran Haider Naqvi (COMSATS LHR),

Syed Haider Ali Bokhari (COMSATS LHR),

Shazia Aziz (COMSATS LHR) &

Kashif-ur-Rehman (IQRA University ISB)

Publication Source: African Journal of Business Management\+=

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Scope, Time, Cost & Quality are quadruple constraints

HR Management, Communication are support functions

Data collected - 70 heterogeneous IT/Telecom projects from 24

different software houses of ISB-RWP

Techniques used - Frequency Distribution, Pearson Correlation and

Partial Least Square (PLS) Regression

Results - HR performance management is one of the tools for

ensuring project success
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Selected the samples of heterogenous IT projects from June 2005 to
April 2009.

Out of which, 30% suffered, due to inappropriate performance

management measures.

Functions of HR , communication, procurement and risk are only

support functions (PMI 2008).

Practices in IT industry also considers HR performance management

as a secondary or support function.

Whereas successful IT project indicates that HR function served

primary role in the project outcomes.

This conflict in literature and real applications demands an

empirical study.
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According to different studies, effective way to control a project is
to continuously monitor the progress of its work and then compare
it with the plan to correct the deviations.

Frequent performance monitoring is the key to effective

performance management of HR to ensure the desired outcome of
project.

Performance management is indeed broader in connotation and

applications than just performance monitoring.

Ultimate goal of monitoring performance is to identifying and

triggering the required corrective action and keeping project team
motivated.
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Study intends to test the correlation between performance
management and project outcome.

Study acknowledges that project outcome depends on various

parameters.

Performance Outcome of Project (DV)

Management of HR
(IV) 1.Accomplishments of
tasks in terms of:
1. Performance
Monitoring a. Scope
b. Time
a. Qualitative c. Cost
b. Frequent d. Other benefits
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Collected empirical data of IT projects.

Stratified sample size of 70 heterogenous projects

The study conducted analysis of data employing:

Frequency Distribution,
Pearson Correlation and
Partial Least Square (PLS) Regression

Relationship between Independent & dependent variables are

analyzed using validated instrument formulated on 5 points interval
scale.
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Frequency distribution
results indicate that
about 46 projects
remained successful
while 24 suffered in the
selected sample due to
the poor quality of HR
practices.
* Pearson correlation confirms that for 70 selected IT
projects Pearson correlation value is > 0.7 and P < 0.05
which shows strong relation between two variables.

* PLS Regression:
* Frequent performance monitoring (fpmv5) and
* Qualitative performance monitoring (qpmv5)
* These two constituted with the independent variable
Performance monitoring (pmiv5)
* Pmiv5 have PLS R square = 0.942, P < 0.05 ,
* Similarly result of Project (DV) have PLS R square 0.924,P
< 0.05 and Regressed Result of Project have PLS regression
0.843,P < 0.05.
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* Performance monitoring is a tool within the hands of project
manager.

* Project manager should utilize this tool due to its effects on

the project.

* If misused it could have a de-motivating effect on the team.

* Latest knowledge on HR management recommends 360 degree
performance management.

* More studies could be conducted on awareness of

performance monitoring techniques for managers.

* Further research can be done in the domain of HR functions to

exercise effective project management
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* Strong correlation between performance monitoring of HR and
project outcome.

* HR management function of performance management for

projects should not be considered as support function.

* HR management function performance monitoring should be

declared as one of the driving forces in the hands of a project
manager with which it makes or breaks the project outcome
utilizing his human resources.

* The impact of this inference strengthens the importance of having

an effective HR system in an organization and one of the primary
functions for effective project management.