Date of Conferral
Doctor of Business Administration (D.B.A.)
Information technology (IT) projects are often inadequately resourced with human talent. Researchers found that 70% of all IT projects worldwide fail. The purpose of this qualitative multiple-case study was to explore the strategies used for the successful management of the human resource planning of IT projects. Using purposeful sampling, 5 IT project managers and 5 IT directors from organizations located in the northeastern region of United States were selected for this study. The resource-based theory provided the conceptual framework. Data were collected using semistructured interviews conducted face-to-face and by telephone. For this study, data triangulation included project documents to strengthen the findings obtained from the 2 groups of participants. Categorization of findings involved the assessment of human capacity for the skills of the project, forecasting of project requirements, availability of resources, and securing project members. Four thematic categories emerged from the data analysis: common strategies employed for success, strategies employed in reaching success, strategies or factors identifying key barriers, and strategies that work best in managing. The implications of this study for positive social change include enhancing the social evolution of the organization by increasing the ability to hire more employees, reducing the unemployment rate, and benefiting society. The results of this study may provide benefits directly stimulating economic progress.