IT Project Manager’s Influence Tactics To Form Critical Project Alignments

Abstract

Influence has long been recognized as an essential element of leadership and a critical determinant of a manager’s effectiveness. This research investigates an unexplored topic: IT project manager’s influence in forming business and stakeholder alignment and shaping consequent project success. We ask the following: what are the primary influence tactics and the related mechanism used by IT project managers to form critical project level alignments (stakeholder/business)? To answer this question, we conduct a qualitative inquiry by interviewing 33 experienced IT project managers. The inquiry aims to uncover influence tactics they use while creating stakeholder and business alignment. We use grounded theory and thematic analysis in the analysis of the data. Analysis reveals, IT project managers use different tactics as means to achieve the desired results and/or actualize benefit while engaging with business and stakeholders. Nonetheless, this behavior is harnessed on the leadership style which is dependent on personal traits and positional power. The IT Value Realization Model is a complex set of processes that requires a dynamic shift and myriad leadership styles depending on the project phase, stakeholders and benefits to be actualized. The role of the IT project manager is to be insightful to get things done through people while assessing the environment. To this end, we develop a theoretical model of IT project manager influence choice during project execution. It offers an explanatory account of the potential impact of project manager influence tactics which expands beyond existing empirical research on the topic.