Assessing the Role and Effectiveness of Project Management Software in International IT Projects - Coursework Example

Contents Contents 3 INTRODUCTION 4 Scheduling: One of the important responsibilities is to plan a sequence of proceedings, and the complexity of thisjob can differ considerably depending on how the tool is employ. Some ordinary challenges comprise: 5 Providing information: Project planning software provides a lot of information to a variety of people. Its characteristics might include: 5 Critically analysis 6 Key issues and Trends 6 Desktop Project management software can be applied as a program that runs for every user. This characteristically provides the bulk receptive and graphically intense approach of interface. 7 Web-based 7 Collaborative: A collaborative system is planned to support multiple users transforming different parts of the plan at on one occasion, 9 Integrated: An integrated system unites project management or project planning, with a lot of other features of company existence. For case, projects be able to have infection tracking problems assigned to each project, the catalog of project customers turn out to be a customer association management module, and every person on the scheme plan has their possess task lists, chart, and messaging functionality associated with their scheme. 9 Non-specialized tools 9 MCT is a leading project development firm they have clamed the Microsoft planner have provided them such facilities that are not possible by by a team of people. 12 IRC 14 DotProject used in E-Rate project for metropolitan school district. 16 Macworld reviews OmniGraffle 4 Professional, 20 Literature review 23 Conclusion 27 References 29 INTRODUCTION Software development projects are usually composed of multiple tasks, each with estimated time for completion. Project development schedules are produced from the tasks collectively and maintained by the project manager. The tasks are assigned to individual developers with expected completion dates, who then regularly update the project manager with the progress of the tasks. The project manager is expected to consolidate the reports into the development schedule and track the progress of the project, determining areas of delays and risks to project completion. In theory, this process for project tracking works well (with competent project managers and developers); in reality, this process often ends up with different results, as the project schedules are often impacted by many different reasons. This cripples the project manager’s ability to accurately track the overall progress of the project, leading to more substantial issues such as incomplete features or further delay of projects. This paper provides briefly the Role and Effectiveness of Project Management Software in International IT Projects Companies are all the time looking for new tools to optimize the use of their resources and to remove the divisions which exist between administration, engineering and production on the shop floor. While many years of experience in component and assembly fabrication have provided engineers and machinists with extensive knowledge related to processes and machines, companies continue to struggle in the areas of automation, information management and computerized design and planning techniques. Project management software is an expression cover up a group of software, together with scheduling, cost managing and budget management, supply distribution, teamwork software, communication, excellence management and documentation or management systems, which are employed to arrangement with the difficulty of large projects. Scheduling: One of the important responsibilities is to plan a sequence of proceedings, and the complexity of this job can differ considerably depending on how the tool is employ. Some ordinary challenges comprise: Events which depend on one another in dissimilar ways or dependence Scheduling people to jobs on, and possessions necessary by, the a variety of tasks usually termed resource preparation Dealing with suspicions in the approximation of the period of each job arrange tasks to get together a variety of time limit Juggling numerous project concurrently to assemble a selection of supplies Providing information: Project planning software provides a lot of information to a variety of people. Its characteristics might include: Everyday jobs lists for people, and share plan for resources Impression information on how extended tasks will obtain to complete Early caution of any danger to the scheme In order on workload, for planning holidays confirmation Historical in order on how projects have improvement, and in particular, how actual and planned presentation are related Critically analysis Key issues and Trends In the 21st century, companies are undergoing a shift towards tying to get their competitive advantages to a dynamic ecosystem of business web with trading partners such as suppliers, distributors, agents, dealers, brokers, retailers, etc. Creating a collaborative network of trading partners to decrease costs, slash down business process cycle times and rationalize workflow is dangerous to business competitiveness and growth. A survey of 300 business leaders by Deloitte Consulting in 2002 showed that using collaborative trading networks could boost business efficiency by more than 70%. Many companies are beginning to understand the importance of e-business and incorporating planning and decision making tools in business, this collaboration and benefit from it, including increasing revenue, streamlining operational capabilities, and transforming their business networks fundamentally. Today, the new competitive environment is characterized by its demand for continual innovation in the productive systems of businesses, which allows their performance to be improved and their profits to increase constantly (Reicheld, 1993; Howard, 1995). In this innovation process, we highlight the key role of information technologies (IT) as a value producing variable because of the importance of information as a basic input for any economic activity (Grossman and Helpman, 1991; Doms et al., 1995; Barro and Sala i-Martı´ n, 1995; Aghion and Howitt, 1998). IT has become an essential tool for the correct development of corporate activity, significantly affecting the various productive systems and leading to the computerization of their basic functions (Korunka et al., 1997; Doherty and King, 1998). As a result, the diffusion of new IT has increased in the business world, giving rise to significant transformations of traditional business structures, while innovative systems of relations with trading partners (e-mail, electronic data interchange (EDI), customer relationship management (CRM) etc) have emerged simultaneously (Quelch and Klein, 1996). Nevertheless, some technological systems, although presented as an gorgeous business prospect, have not been extensively acknowledged by all companies and their application has witnessed serious disappointment (Shani and Sena, 1994). Prior studies have made efforts to properly define the factors that decide the acceptance of an information technology (Chau and Hu, 2002a). These technologies, in addition to facilitating the execution of essential business functions, coming sections of this paper presents new trends in project planning, how new projects are planed and how and which type of decisions are made regarding different situations. Desktop Project management software can be applied as a program that runs for every user. This characteristically provides the bulk receptive and graphically intense approach of interface. Desktop applications normally store their data in a file, even though a number of aptitude to work together with other users, or to lay up their data in a middle database. Even a file-based project map can be communal among users if its on a networked force, and no two people wish to admittance it at on one occasion. Web-based Project management application can be put into practice as a Web application, right of entry from side to side an intranet or extranet by means of a net browser. This has every one the normal compensation and disadvantages of web applications: Can be admission from any kind of workstation without installed software Ease of admission control Naturally multi-user Only one software edition and installation to uphold Typically slower to react than Project Management Software application Project information not obtainable when the user is not online. An amount of packages do permit the consumer to "go-offline" Personal: A private project organization function is one used at home, characteristically to run lifestyle or home scheme. There is generous overlap with single user systems, though individual project management software characteristically engage simpler interfaces. Single user: A single-user system is planned with the supposition that merely one person will ever necessitate correcting the project plan at on one occasion. This might be employ in little company, or ones where merely a small number of people are concerned in top-down project preparation. Project Management Software request generally fall into this group. Collaborative: A collaborative system is planned to support multiple users transforming different parts of the plan at on one occasion, Integrated: An integrated system unites project management or project planning, with a lot of other features of company existence. For case, projects be able to have infection tracking problems assigned to each project, the catalog of project customers turn out to be a customer association management module, and every person on the scheme plan has their possess task lists, chart, and messaging functionality associated with their scheme. Non-specialized tools While specialized software may be ordinary, and a great deal endorse by each vendor, there are a huge variety of additional software (and non-software) tools utilize to plan and schedule projects. Calendaring software can frequently handle preparation as with no trouble as devoted software Spreadsheets are extremely flexible, and can be second-hand to calculate things not predictable by the designers. Few project planning tools GanttProject KPlato OpenProj Open Workbench GanttProject KPlato OpenProj Open Workbench TaskJuggler Information about each one is available on the link given below: http://en.wikipedia.org/wiki/List_of_project_management_software These tools permit organizations to share information with the agents with whom they work together in the performance of their activity. They can be applied to carry out the principal organizational functions: CRM, financial accounting, budgetary management and after-sales service. However, in spite of their numerous advantages, they have not been developed as widely as might have been expected, which leads us to wonder about the factors that manipulate their acceptance. [image Source: sciencedirect.com] 1- Microsoft Project Microsoft Project 2007 is the product’s recent version and it is available as client standalone software or with an optional server product - Microsoft Project Server 2007 to consolidate data and combine with other server systems, such as a Microsoft SharePoint portal. Vendor independent integration features comprise exporting to plain text, HTML (web page) and XML, where XML schemata and documentation are offered. For programmers and more sophisticated automation or integration into other systems, a Software Development Kit (SDK) [Mic07c] with support for the client and the server version can be downloaded for free. An extraordinary note to talk about: there exists a connector for synchronizing Project with Microsoft’s development setting Visual Studio Team System. This might be interested for Software project managers. While a fully functional versioning system could not be made out, an elaborate functionality to compare two project files is implemented, that should be able to handle all issues that come up when synchronizing a project plan. Furthermore on the client side, links between different project plans can be established, though that feature did not work as expected during the tries that have been performed. Also, resource pools can be created, by keeping those in one project file and referring to them from other files. Together with the Server version, possibilities expand: The server can be used for centralized storage of global project plans with a simple locking (check-out and check-in) system. Through backups of the server back end, implicit versioning could be performed too, as there are tools to restore single projects from backups [Mic07e]. Furthermore it can act as centralization point for resources, documents, links between projects on the server, etc. With regards to data handling, it has to be mentioned, that Project Server supports the generation of a so called OLAP cube[Wik07b] to be stored in an backing Microsoft SQL Server and to be processed by its accompanying Analysis Services, to quote Microsoft3: Microsoft SQL Server 2005 Figure 1 Main Interface source[www.wikipedia.com] Effectiveness of a Microsoft project Software for international IT projects MCT Success Story: Patrick Birch Published: April 7, 2003 MCT is a leading project development firm they have clamed the Microsoft planner have provided them such facilities that are not possible by by a team of people. They have clamed that gain huge facilities from MS planner. 2- Planner Planner is lightweight, easy to use project management software which meets the basic requirements for completing a project successfully. The first version of Planner came into the market in 2003, the current version is v0.14.2. The development of Planner is continued by its developers. Further versions will offer new features corresponding to the demand of the user-base. Planner works with Linux, MS Windows, MacOS X and Free/Open BSD. XML files generated by MS Project can be imported into Planner. The used file format is plain XML which offers the possibility to re-use the data produced by Planner. This also gives the opportunity to check in the XML file at a versioning system. Another feature is the use of PostgreSQL or MySQL for storing projects. The license ensures full disclosure - the source code is available - so there is no limit for customization by the user. Planner does not provide any scripting functionality right now but the next release is expected to support mono 5. Collaboration is not supported. The resource handling of Planner works excellent. The import of resource data from Evolution’s LDAP back end eases the initial setup. For each resource a separate calendar is offered which makes the administration of working capacities easy especially in very dynamic environments (sunday=working day, freelancers). The resource view outlines the assigned tasks per project and displays available capacity. The resource view can handle both - human and non-human resources. Effectiveness of a Planner for international IT projects IRC In adding together IRC is a leading project development company of Germany they have clamed that planner have a great advantages from Planner. 3- Dot-project Dot-project is project management software that chooses server/client architecture. By being licensed as Open Software, it is available free of charge. Also, it is free to modify what makes it possible to adapt the software to personal needs. It is hosted at http://www.dotproject.net/. There is a demo version online allowing an evaluation without installation. Dot-project is implemented in PHP. So it can be installed on any system that provides a working Apache, MySQL and PHP (details are addressed in section Economical). It has a aesthetic, minimal and easy to use interface. It provides extensive user management, an email based trouble ticket system, client/company management, project listings, a hierarchical task list, a file repository, a contact list, a calendar, and a discussion forum and resource based permissions. Although missing many features of MS Project dot-project is a central, easy to learn, use and collaborate on product. Internationalization is well supported through community-created Language Packs, which are available in many languages for download. A drawback may be that Language Packs can only be selected site wide not per-user basis. Through the nature of being a web application, the use of keyboard shortcuts is rather difficult, what may hamper professional usage. Since every user in the system directly maps to a human resource, each users relevant information is displayed upon login, providing a nice way to enable daily use of the system and its continuous maintenance, resulting in an valuable companion on the way through a project, not only in the initial planning phase. Another big advantage is the ability to copy any current page’s URL. This can be seen as a convenience for a collaborative work, employee mails a link to employee B commenting: “Have a look at that!” Through the nicely designed work-flow learning the usage is really easy. Everything is arranged in a clear, visually appealing style and context-related functionality is presented as such so searching for a specific property-pane is not needed. Figure 2 Main Interface source[www.wikipedia.com] Effectiveness of a Planner for international IT projects  Dot-Project in planning of project of Transport and Logistics Industry Wording of project manager: After madly penetrating for an easy to use web-based project organization implement, I came crosswise dotProject at what time it was merely in its childhood phase of version 1.02 which was not working for our reason. However, when version 2 was free, huge developments to the software were complete which lead the choice to organize dotProject inside the companys IT department - complete up of 15 people of dissimilar specialty ; software engineering, business analyst, helpdesk, PC supports, computer operators and manager. Now, we rely on dotProject as a denote of organization agenda for a lot of concurrent projects happening at the similar time. We nervously await for new functionalities in the prospect releases of dotProject such as additional included timesheet management and extra flexible preparation. In précis, dotProject has a huge possible to be the option PM tool the length of with other larger/more luxurious solutions. Good work dotProject Team.     DotProject used in E-Rate project for metropolitan school district. Dot product also offers a lot of functionality for E-Rates 4- FastTrack Schedule 9 The Product Homepage describes FastTrack Schedule as "FastTrack Schedule is the most important accessible project management software for preparation, tracking, and visualizing project objectives. Ideal for together knowledgeable and first-time project directors, FastTrack timetable helps teams to efficiently and productively manage projects." [ To ensure compatibility with the seeming de facto standard in Project-Management-Software MS Project, FastTrack Schedule has the opportunity to export a project file to a MPX-file or to a Microsoft Project XML file. Furthermore the data can be exported to the standardized iCalendar format and a port to Mindjet’s MindManager is provided as well. Additionally FastTrack Schedule can export its project data to CSV files. FastTrack Schedule does not implement any versioning features, but it has synchronization capabilities. Again, these could not be tested, as the used version for this test is no "concurrent-user" version. A very interesting and useful feature (especially for larger companies) is a consolidation feature. This enables the program user to merge different projects to one large "master" project, so that the management can keep an eye on which employee is busy with which project at any time. Merging is very simple, you just have to add up FastTrack Schedule files (*.fts) to one global project file. Every time a (sub) project changes you just hit the Update button and the new data is integrated or updated in the master project. FastTrack Schedule’s documentation and help features are a bit poor; the help is not integrated into MacOS X, but instead the program offers a browser-based help feature. The search feature (which from experience is by far the most used one) is no interactive function but only offers a pre indexed list of keywords. Positive about the documentation is that there is a tutorial PDF-document together with loads of example projects. Figure 3 Main Interface source[www.wikipedia.com] Effectiveness of a FastTrack for international IT projects FastTrack Schedule Customer Success Stories FastTrack Schedule Powers G+A Electramedia  A Toronto-based web planning and growth firm depends and heavily utilize FastTrack Schedule to converse project schedules with clients. "Exceptional" Properties Call for Exceptional Project Manager The Armbruster Company, a project organization consulting company out of Glencoe, IL, uses FastTrack Schedule for the reinstatement and conservation of historic sites. Award-winners: TQS, Inc. and FastTrack Schedule 5- Omni Plan OmniPlan is a small, but smart Project-Management-Software that addresses users who do not have much experience in work with Project-Management-Software. Its main aim is to enable such a user to create a project plan without having to figure out, how Project-Management-Software works. The target customers are companies that do not want to spend too much time, money and effort in project management, but want to create neat plans for mid-size projects. The price and license model of The Omni Group is simple and effective. The basic price is $ 150 for one license and for every additional license you get a 5 % discount. The software can be used as a trial version which is limited to 20 tasks. One disadvantage of this software surely is an assumed small market share, as the software is bound to MacOS X 10.4.8 or later, which has by far not the market share MS Windows has. Resource management is clearly structured in OmniPlan. The resources can be one of the following: Staff, Material, and Equipment; the available resources can be combined into groups. Special features that might come in quite handy are: Integration of the system wide address book to include further information on a (human) resource, setting the relative usefulness (efficiency) of a resource (e.g. if you have two machines doing the same, but one does a certain task in only half the time), a cost-per-use field (e.g. to integrate travel costs for an external employee), attach a file to the resource (e.g. a picture of an employee or a data sheet of a certain machine). The documentation is well embedded into the program. It gives a short introduction to the interface, offers tutorials for the most important tasks and goes into detail for every function implemented. Additionally The Omni Group offers support via it’s Homepage 24 and a well looked after online forum 25. Furthermore the user has the opportunity to send feedback via email together with (possibly corrupt) project files. The beta version of OmniPlan 1.5 that was used for testing ran stable and fast during the whole test, although a few (detailed) features seemed to be premature. Figure 4 main interface source[www.wikipedia.com] Effectiveness of a Omni Planer for international IT projects Macworld reviews OmniGraffle 4 Professional, Macworld has admitted that OmniGraffle Professional 4.0 is the only best solution for their project handling and working. 6- Merlin Merlin is a Project-Management-Software especially designed for MacOS X. It integrates well into the MAC environment and uses many MAC specific system features such as integration in .Mac15 or support for AppleScript16. The vendor calls Merlin "Project Management with a bit of magic" Merlin can import and export a variety of standardized file formats. Besides the, for Project-Management- Software, familiar formats like iCalendar, CSV, or MS Project, Merlin supports a diversity of other formats that might come across less often, including the standardized XML derivate OPML17, XML itself and some picture formats (both vector- and pixel-based). Different mindmap formats are supported as well. Merlin has full support for the scripting engine that is integrated in MacOS X, named AppleScript. It helps the project planner to execute routine jobs in a comfortable and automated way. Resources in Merlin are divided into "Person", "Company", "Equipment" and "Material". Especially for "Person" resources it is useful to assign roles to the different employees, so that one can get a quick overview of the personnel. Standard and overtime rates are as understood as a cost-per-use field or the ability to edit the work time of every resource. A special facet is to enable a resource as a user in order to grant him access to password protected project files. Besides a well integrated program documentation, the vendor offers a (still growing) Q&A section on their web site. Of course ProjectWizards offer professional technical support in both German and English. Additionally there are forums in the form of GoogleGroups,s Figure 5 Main Interface source[www.wikipedia.com] Effectiveness of a Merlin for international IT projects NovaMind Together with Nova-Mind we have shaped a company chiefly for our mission management software Merlin. This partnerships meticulous characteristic is the faultless integration of the shaped mind maps from NovaMind in Merlin. just open a mind map in Merlin and you have by now created a project. Literature review Dimensions of Information systems (IS) success is classified into six categories: quality, use, user satisfaction, individual impact and organizational impact (Delone & McLean, 1992). These categories are valid for project management software systems success, too. According to their model, system quality and information quality jointly affect both use and user satisfaction. While use and user satisfaction have positive or negative impact on the other, use and user satisfaction are direct antecedents of individual impact. Lastly, this impact on individual performance eventually affects organizational performance. Furthermore, up to now, lots of studies have been conducted about critical success factors of Project Management Software systems to find out why these projects fail. Within these studies, the factors that are found to be critical are: Top management support (Al-Mashari, Al-Mudimigh, & Zairi, 2003), users training (Somers & Nelson, 2003), project communication (Gyampah & Salam, 2004), project management (Umble et al., 2003), integration of systems (Al-Mashari et al., 2003), cultural differences (Welti, 1999), user acceptance (Amoako-Gyampah, 1999), project management software package selection (Somers & Nelson, 2004), legacy systems (Umble et al., 2003), process reengineering activities (Yusuf, Gunasekaran, & Abthorpe, 2004) and customization of project management software(Al-Mashari et al., 2003; Somers & Nelson, 2004). Unless the organizational context and the information technology are made compatible, waiting for people to use new technologies will not be more than an expectation. There are often significant gaps between the functionality offered by Project Management Software systems and the one required by the adopting company (Sheu, Chae, & Yamg, 2004; Soh, Kien, & Tay-Yap, 2000). If firms adopt systems that do not meet their business strategies and attempt to configure these systems to meet their own needs, this tailoring greatly adds to the risks with project management software implementations. Regarding that organizational fit and adoption of project management software system is very important in implementation of modern large-scale Project Management Software rise systems (Yusuf et al., 2004). Hong and Kim (2002) proposed a model about that issue. With their model they claimed that organizational fit of Project Management Software systems and organizational resistance plays an important role on project management software implementation success. Kerimoglu and Basoglu (2006) extended this fit approach from a newer perspective. They suggested that fit between technology, organization and user avoid utilization problems. Alternatively Worley, Chatha, Weston, Aguirre, & Grabot (2005) listening carefully on the addition of the human reserve characteristics in business process, that is a main matter for the project management software adoption and optimization phases. As they suggested, managing the adoption of an project management software system by its users is a difficult challenge, which requires evolving both the system through interface adaptation and the people by defining clearly their role within consistent and optimized processes. On the other hand, Somers and Nelson (2003) also claimed that Project Management Software systems and organization may become compatible through integration mechanisms consisting of business driven implementation, project management and structure, organizational adaptation and package adaptation. Furthermore, the term “organizational memory mismatches” was described to define disparities between organizational memory contents, enterprise resource Planning systems and related contents like in other media such as individuals memories (Stijn and Wensley, 2003). Little attention was paid to these mismatches. However, these challenges are important cues to identify both challenges and opportunities for success. The cores of these studies intersect at one point which is Business Process Reengineering (BPR). The incompatibility of features with the organizations information needs and business processes is a crucial problem associated with implementing any packaged software (Janson & Subramanian, 1996; Lucas, Walton, & Ginzberg, 1988; Soh et al., 2000). This problem can only be solved by adapting the organization to the package through extensive BPR (Kremers and Van Dissel, (2000); Soh et al., 2000). BPR was described as “the basic rethinking and fundamental design of business processes to attain dramatic development in dangerous, modern measures of presentation such as price, quality, repair and speed” (Hammer & Champy, 1993). BPR has a range of activity. As well as improving the efficiency of an individual company success, BPR can be envisaged as a hierarchy of business reconfiguration, from local exploitation through internal integration and business process redesign to business network redesign and ultimately business scope redefinition (Venkatraman, 1991). However, achieving BPR is as hard as implementing an enterprise resource planning systems , but it is a must to realize optimization of enterprise resource Planning systems s. It is found out that many firms that have experienced success with project management software, have comprehensively reengineered their organizational processes and structures as a method for enternterprise Resource Planning rise-wide transformation (Mische & Bennis, 1996). Business Process Change (BPC) theory is stated to be beneficial to organizations while reengineering their processes (Kettinger, Guha, & Teng, 1995). BPC is an organizational initiative to design business processes to achieve significant improvement through changes in the relationships between management, information technology, organizational structure, and people. As well as BPR, customization is also an essential, lengthy, and costly aspect in the compatibility of enterprise resource Planning systems and the organizational processes (Yusuf et al., 2004). It became a major specialty of many vendors and consulting companies for the satisfaction of their customers. There are two broad approaches commonly used in the literature to study organizational behavior. One of them is the variance theory. In the variance theory approach the investigator attempts to identify characteristics of the organization, the environment or the factors that lead to organizational adoption of innovations (Dean, 1986. A common track within this theory is to develop stage models, which identify a set of stages or phases, relatively fixed in number and sequence through which organizations pass on their way to innovations. With the process theory, many theoretical models were proposed by researchers that trace the adoption at different phases. Up to now, adoption referred to the phase of giving the decision of implementing an Project Management Software systems. For example, adoption was described as one of the six stages of project management software implementation projects (Rajagopal, 2002). These stages are initiation, adoption, adaptation, acceptance, routinization and infusion, respectively. Here adoption phase comes after initiation and consists of choosing and deciding on the system, beginning implementation, making the system available for usage, beginning training activities, observing user resistance and using the system in individual units. In another study adoption, implementation and post-implementation were conceptualized as phases of innovation (Kumar et al., 2003). Conclusion PROJECT management software adoption was also described as a complex exercise in technology innovation and organizational change management (Markus & Tanis, 2000). Some researchers assume that operations of large entities can be rationalized by the use of best practices, and can be standardized by the use of similar processes throughout the Project Management Software rise. According to them, organizational adoption can be achieved that way (Aladwani, 2001; Huber, Alt, & Sterle, 2000; Taudes, Feurstein, & Mild, 2000). On the other hand, Waarts, Van Everdingen, and Van Hillegersberg (2002) investigated perceived innovation characteristics, organizations characteristics, internal environment characteristics, external environment characteristics and their effect on a companys adoption that implements an Project Management Software systems . Within this study, adopters are divided into two: early adopters of an innovation, late adopters of an innovation. Early adopters run a higher risk, since the new product has not yet proven its value within the market. Their findings revealed that both early and late adopters are affected by these four blocks of variables that are stated above. In addition to these, the importance of the group rather than the individual is found to be essential for the successful organizational adoption of Project Management Software rise systems. A model was constructed examining the antecedents and consequences of group cohesion in the context of project management software implementation by Wang, Yeng,Jiang, & Klein (2005). According to the model, willingness to participate and commitment to learning are proposed to influence group cohesion. The levels of group cohesion, in turn, contribute to project management software implementation success which will be measured as an project management softwares beneficial effect for the adopting organization. Figure 2 Common actors of a project management software project. [Source: sciencedirect.com] References Ajzen, I. (1985). From intentions to action: A theory of planned behavior. Action Control Cognition to Behavior (pp. 11-39). New York: Springer-Verlag. Aladwani, A. M. (2001). 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