Date of Award

Spring 2009

Document Type


Degree Name

Doctor of Philosophy (PhD)


Engineering Management & Systems Engineering

Committee Director

Rafael Landaeta

Committee Member

Pilar Pazos

Committee Member

Vickie Parsons

Committee Member

Denise Trudeau


This research focuses on the intersections of Project Management, Information Technology (IT), and Emotional Intelligence. The Project Management Institute (PMI) created the Project Management Professional (PMP) certification, which is one of the most highly regarded and sought after professional certifications (Project Management Institute 2005, p. 15-18). This certification acknowledges the holder as a knowledgeable practitioner in Project Management. The purpose behind Project Management is to obtain requirements, sometimes fluid at best, and develop solutions that are traceable by schedule and cost controls. This approach allows a Project Manager to monitor and control the project through successful completion. However, the PMI also notes that the main aspects of the Project Manager's job are team leadership and communication. These aspects provide the art of Project Management. The Standish Group published an article noting that less than 20 percent of IT projects are successful. Some of this failure is due to the dynamic nature of IT projects. This research focuses on the question of whether or not an IT Project Manager's Emotional Intelligence influences the customer's perception of project success.

In this research, ninety-two IT projects were evaluated. The evaluation included project demographics and the use of the Emotional Quotient Inventory (EQ-i) to assess the IT Project Manager's Emotional Quotient and the five subscales (Intra-Personal, Inter-Personal, Stress Management, Adaptability, and General Mood). A separate customer satisfaction survey was sent to the projects' customers. A total of fifty-six complete datasets were used in this research.

The results showed no statistical correlation between the EQ-i scales Interpersonal, Intrapersonal, Stress Management, and Adaptability scores and the customer's perception of project success. A marginal negative statistical correlation, at the 0.1 level, was discovered between an IT Project Manager's Total EQ score and the customer's perception of project success. A strong negative statistical correlation, at the 0.01 level, was discovered between the EQ-i scale General Mood and the customer's perception of project success.

These findings are important to the practitioners of Project Management in the IT field because they help managers understand how customers' perceptions influence a project's success. Additional research opportunities are addressed in the final chapter.