Software Project Management and Its Tools in Practice in IT Industry of Pakistan

Jahan, M. S.; Riaz, Muhammad Mohsin; Arif, Khawaja Sarmad; Abbas, Muhammad

doi:10.1109/icomet.2019.8673535

Cited by 8 publications

(5 citation statements)

References 11 publications

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“…The context of this research is the Pakistani software and IT industries, Pakistan’s IT industry has expanded significantly in recent years, making it an important case study for our study. Many global companies have opened up business in Pakistan to take advantage of the country’s burgeoning software and IT industry, which boosts exports and creates jobs (Jahan et al , 2019). IT organizations are partnering and building networks to train their employees for a competitive market.…”

Section: Methodsmentioning

confidence: 99%

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Interlinking networking capabilities, knowledge worker productivity, and digital innovation: a critical nexus for sustainable performance in small and medium enterprises

Tariq,

Sumbal,

Dabic

et al. 2024

JKM

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Purpose As sustainable performance has a central role in the small and medium enterprises (SMEs) performance literature, this study aims to examine the influence of networking capabilities in enhancing sustainable performance through knowledge workers’ productivity and digital innovation. It also examines the sequential mediating role of knowledge workers’ productivity and digital innovation on networking capabilities and SMEs’ sustainable performance relationship. Design/methodology/approach Data were collected from 308 knowledge workers in the information technology sector and analyzed using the Hayes Process Macro bootstrapping method to test the proposed hypotheses. Findings Results indicate that knowledge workers’ productivity and digital innovation individually and sequentially mediate the relationship between networking capabilities and SME’s sustainable (economic and environmental) performance, surprisingly, they do not act as a mediator between networking capability and SME’s social performance. SMEs should prioritize investments in the professional development of their knowledge workers through training and skill enhancement programs. This investment equips knowledge workers with the tools to effectively use the knowledge and resources acquired through networking. Thus, knowledge workers may improve performance by using these resources to tackle challenges. Research limitations/implications Although this research focused on this specific context, it is prudent to acknowledge that additional factors may also exert influence on sustainable performance within SMEs, factors that managers may consider when making decisions. Methodologically, the cross-sectional design of this research poses a potential limitation, as it does not allow for the complete elimination of endogeneity concerns. However, it is worth noting that scholars have endorsed the use of cross-sectional data in cases where management researchers aim to expand beyond well-documented and longitudinal data sets. Practical implications This research offers practical recommendations for SMEs to improve their sustainable performance through networking. SMEs should seek partnerships with complementary knowledge to improve operations and for other performance-oriented benefits. Originality/value This study adds significantly to the literature on sustainable SME performance by studying the interdependent effects of networking capabilities. It also represents the individual and sequential mediation mechanism that links networking capabilities to SME success through knowledge worker productivity and digital innovation.

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Section: Methodsmentioning

confidence: 99%

“…Many global companies have opened up business in Pakistan to take advantage of the country's burgeoning software and IT industry, which boosts exports and creates jobs (Jahan et al, 2019). IT organizations are partnering and building networks to train their employees for a competitive market.…”

Section: Methodsmentioning

confidence: 99%

Interlinking networking capabilities, knowledge worker productivity, and digital innovation: a critical nexus for sustainable performance in small and medium enterprises

Tariq,

Sumbal,

Dabic

et al. 2024

JKM

View full text Add to dashboard Cite

show abstract

“…There is a continuous learning process occurring during the lifecycle of software development, therefore all knowledge from projects must be appropriately gathered and documented in an organized manner to help with upcoming projects. This concept is also portrayed in the Quality Improvement Paradigm (QIP) [11,9] where analysis and finding conclusions regarding the project's progress is done at each project level. Then, the results are further analyzed up another level and stored in what can be referred to as an experience database.…”

Section: Knowledge Management In Software Organizationsmentioning

confidence: 99%

Implementing Knowledge Management in an IT Startup: A Case Study

Ahmed

Salloum

Shaalan

2021

Lecture Notes in Networks and Systems

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Knowledge management (KM) comprises of managing, planning, deploying, collecting, storing, reusing, and distributing the knowledge in organizations in an organized planned way. Applying KM in an organization aims to allow for ensuring overall success as it is a method that simplifies the entire process of dealing with knowledge. Some organizations such as software development companies suffer from many issues that obstruct the KM process. This case study performed on an Egyptian IT startup aims to examine their business process and methodologies for dealing with knowledge. The results showed that they were wasn't utilizing the knowledge they had properly and suffered from a lack in KM in almost all aspects. All problems were examined and solutions to handle them were proposed to implement efficient KM.

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“…Project management success factors are aspects that significantly influence project success both in terms of conditions and characteristics [1]. In the digital era of transformation, the use of mobile technology, cloud, and monitoring tools support the success of project management to be completed on time and gain a competitive advantage [10], [12], [17].…”

Section: Project Management Success Factorsmentioning

confidence: 99%

The New Normal Strategy for Project Management in Directorate General of Customs and Excise

Pradipta

Pradnyana

Raharjo

2020

2020 3rd International Conference on Computer and Informatics Engineering (IC2IE)

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The Coronavirus Disease (COVID-19) pandemic in 2020 in Indonesia caused the Indonesian government to adopt New Normal as an adaptive step to mitigate the risk of the spread of COVID-19. The Directorate General of Customs and Excise (DGCE) as one of the government institutions participated in implementing the New Normal which affects the work patterns of employees, especially from project management. Based on interviews conducted, the implementation of the New Normal causes obstacles in project management in terms of time, cost, and performance. Therefore, top management wants to know what critical factors influence the success of a management project. This study conducted a Systematic Literature Review (SLR) and seven expert judgment to get an academic and practical view. From the results of the analysis, it is known that there are 22 critical success factors, five categories, and seven project management success criteria in DGCE with the New Normal condition.

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Software Project Management and Its Tools in Practice in IT Industry of Pakistan

Cited by 8 publications

References 11 publications

Interlinking networking capabilities, knowledge worker productivity, and digital innovation: a critical nexus for sustainable performance in small and medium enterprises

Interlinking networking capabilities, knowledge worker productivity, and digital innovation: a critical nexus for sustainable performance in small and medium enterprises

Implementing Knowledge Management in an IT Startup: A Case Study

The New Normal Strategy for Project Management in Directorate General of Customs and Excise

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