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Top1. Introduction
Project management practices are based on both tangible and intangible resources that encompass tools, techniques, an organization’s ability to adapt to changes in the environment, and knowledge-based practices to achieve group goals (Hassan et al., 2020). The project team needs resources to identify the requirements, create the work plan, establish the scope, and determine how the project team will implement it (Hadaya et al., 2012). The project team needs the organization control mechanism and appropriate communication to gather the right requirements (Yu et al., 2013). The strong human IT resources are able to communicate and work with business units more efficiently and integrate the IT business planning processes more effectively (Bharadwaj, 2000). Technology affects the system quality and completion, such as new technology, complexity or unreliable components (Mao et al., 2016). Consequently, in the IS project, the resource planning and managing that is dependent on a method of estimating the resources required for the completion of the different stages of the development process (Alvarez-Suescun, 2010; Huang et al., 2010).
There is resource management involved when the coordination strategy is launched during the early stages of the software development life cycle. At each stage, the planner allocates the limited resources to reduce or avoid the specific risks (Bryson, 2004; Yu et al, 2013). The project manager makes the project plan by using the resource allocation in the development process to deliver the technology system or service successfully. The manager should share goals in the project development process and thereby help the project team to increase its confidence in the resource allocation (Donaldson & Siegel, 2007).
Stakeholder research aims to identify the stakeholders in the organizations, and to ascertain the goals and responsibilities of their customers and providers when making plans (Rowley & Moldoveanu, 2003; Freeman, 2010). A stakeholder may be defined as anyone who cares or should care about the organization and who has a specific connection to the goal of an organization (Chan & Oppong, 2017). This includes every individual and group who has a direct or indirect relationship (staff, customers, and associated groups) with the decision-making process. The goals, power, and resources that the stakeholder owns are crucial factors in the group’s coordination and the organization’s operation (Parolia et al., 2011; Tang & Naumann, 2016). Rowley and Moldoveanu (2003), indicated the importance of cooperation with the different stakeholders and integrated their ideas into a common goal. Thus, the stakeholders’ common goals and resources importantly affect the group coordination and goal commitment (Güngör & Gözlü, 2017; Bigbee & Stevenson, 2019). It is then necessary to construct a methodology of understanding how the project team members coordination to formulate the resource management plans.
The recent literature recognizes that all the key participants should be considered when making the project plan to coordinate stakeholders as they allocate the project management resources. However, one important distinction is that common goals of the IS project are divergent, rendering the coordination with the internal and external members much less efficient than coordination with members in the same organization. Therefore, the study of resource management in the IS project team is important to the venders and clients who have different goals and interests.