Information technology has many studies and articles written about technological advancements, software development, project management, and the successes or failures of projects; however, there are few studies about project management and its processes as they relate to organizational performance measurements. This research study explored project management techniques and processes, as well as project managers' perceptions about the impact of performance measurements on Project Management Institute's (PMI) nine knowledge areas. The research study continues to examine the knowledge areas, created by the PMI, described in the 2004 PMBOK ® (Project Management Body of Knowledge) guide, and 28 project managers' perception of what they perceived are the top five performance measures when it comes to the success of a project at its completion. Their many years of experience in the field of project management encompassing three key industries—academia, commercialism, and Department of Defense—afforded them the ability to make their selections. The knowledge areas were integrated management, scope management, time management, cost management, quality management, human resource management, communications management, procurement management, and risk management. Performance measurements were baseline by the Field Study Experts (FSEs) as customer satisfaction, within budget, schedule, according to scope, and requirement traceability when it comes to the completion of a project. The research method was a qualitative approach coupled with triangulation. There were three data collection sources: pilot study with 3 FSEs, semistructured interviews with 25 experienced project managers, and a survey questionnaire completed by the project managers. The project managers were all members of PMI, and 27 the 28 project managers possessed project management professional certification.
|Subjects||Management; Information science|
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