The role of technology in the project manager performance model
Technology does help project managers perform better. But to what extent? This article examines a study and proposes a model--the project manager performance model (PMPM)--showing how technology can support a project manager's performance and what project managers should do to deliver successful projects. In doing so, it overviews the dynamics of managing projects in today's global marketplace and the challenges in using technology to practice knowledge management; it reviews the literature looking at how technology and knowledge management affect project team performance. It describes the responsibilities that shape the project manager's role. It also lists both the people-related factors that most affect project outcome and the key attributes and drivers of project success. It then reports the study results, explaining its ISM (interpretive structural modeling) approach and analyzing its data, discussing the purpose of planning projects and defining a project manager's roles and responsibilities.