Interpretive structural modeling of factors influencing transition and transformation project management framework

This article examines the factors influencing the adoption of Transition and Transformation (T&T) Project Management among IT Firms. The study address two critical gaps, firstly the sequencing gap in organisational change during Disruptive Technology adoption and secondly, the VUCA-to-action gap that leads the discussion of transitioning from environmental diagnosis to the organisational response. Eight enablers for T&T project management adoption are identified from the extant literature and from data collected from 34 project managers or leaders. Detailed analysis of enablers helped develop the Interpretative Structural Modelling (ISM) framework and categorise those enablers using the “Matrice d’impacts Croises multiplication appliquee a un classment” (MICMAC) analysis. The study proposed the transformation-based framework for IT firms in developing economies. The research aligns SDG-8 refers to productivity and decent work, SDG-9 align strengthening innovation and infrastructure capabilities, and SDG 17 emphasized consistent collaboration and stakeholder coordination. The results of the study show that there are four different levels in the ISM model, where F1 (Project Success Factors) at the topmost level in the model signifies being highly dependent, while enablers Training & Education (F3), Disruptive Technology (F7) and VUCA Environment (F8) at the bottom signifies the key driving factors. This study establishes a contextual relationship between enablers. This study adds to the existing literature on driving factors for Transition and Transformation (T&T) Project Management among IT Firms in developing nations and proposes a model to overcome these enablers.