Industrial Management & Data Systems

Information technology (IT) functions of all sizes and in all industries face many new challenges in today’s rapidly changing environment. Multiple and flexible ways of working require organizational structures to be flexible as well. Projects are a flexible and efficient way of working, whether the goal is to design, install, reengineer or reorganize technology initiatives. However, IT projects are often driven by aggressive deadlines and periods of frequent change (Murch, 2000). Projects are temporary organizational structures and unique, goal-oriented work systems where technical, procedural, organizational, and human elements are integrated. To get the job done, resources must be identified and allocated, and activities must be properly organized and structured in accordance with business and technical requirements. The project management approach to solving IT problems and opportunities involves stakeholders such as CEOs, clients, IT managers, project managers, end-users and consultants (Ko et al., 2005). Each role and responsibility of these stakeholders many different shapes and sizes. In this paper, we are studying two types: internal IT and IT outsourcing projects. Internal IT projects are performed within the IT department. Both the project manager and the staff are members of the department (Gottschalk and Karlsen, 2002). The results of this type of project are typically used within the IT department or the user organization. Examples of internal IT projects include feasibility studies, development projects, design projects, implementation projects, upgrade projects, migration projects and support services projects. IT outsourcing is typically organized as a project. The project is concerned with turning over all or parts of an IT activity to an outside vendor. The user organization (client) transfers property decision rights over IT functions to an external (vendor) organization (Koh et al., 2004). The project is a process, whereby, an organization decided to contract-out or sell the firm’s IT assets, people and/or activities to a third party supplier, who in exchange provides and manages these assets and services (Kern and Willcocks, 2002). This paper investigates project management roles in internal IT projects versus IT outsourcing projects. We are studying how project managers in these two groups of projects perceive their leadership roles, and discuss the implications of the differences between them. The following research question is addressed: RQ1. What leadership roles are emphasized in internal IT projects versus IT outsourcing projects? This IT management research is important because the contingent approach to leadership roles implies that the significance of each role is dependent on the situation. The paper discusses a very important and interesting aspect of leadership roles and types with IT projects. Management roles A manager’s job is complicated and demanding. Managers must undertake several types of