HR-Project Team Alignment In IT: IIM-I Cracks Code

Indore (Madhya Pradesh): A study by IIM Indore has revealed that effective HR implementation in IT projects is driven not by rigid policies alone, but by continuous, strategic collaboration between HR and project managers. 

Success hinges on combining structured tools (like staffing forecasts and dashboards) with flexible interpersonal engagement (like cross-functional meetings and negotiations), the research co-authored by IIM Indore faculty member Prof Shrihari Suresh Sohani has revealed. 

The study shed light on how human resources (HR) and project teams could work together more effectively to drive success in information technology (IT) projects.

Published in the journal PLOS ONE, the research uncovered how strategic, ongoing collaboration between HR managers and project leads was critical to navigating the fast-paced, ever-evolving landscape of IT services.

Drawing on rich qualitative insights from project-based IT firms, the study revealed that successful HR implementation in projects was not simply a matter of top-down policies or planning tools. Instead, it was the result of continuous, coordinated actions between HR and project teams, who often operated under different mandates but must align for organizational success.

“We found that the most impactful HR strategies weren’t handed down in isolation—they were built through consistent, real-time engagement between HR and project functions,” said Sohani. “Especially in IT projects, where timelines shift and skill requirements evolve quickly, this kind of alignment is not optional—it’s essential”, he added. 

The research identified two key modes of strategizing that HR and project leaders must master:

• Procedurally embedded strategizing – This involves structured, rule-based planning using tools like quarterly forecasts, staffing dashboards and budget trackers. These systems help create clarity, consistency and accountability.

• Interactive and mutual strategizing – Equally vital is the need for interpersonal dialogue—cross-functional meetings, informal negotiations and one-on-one conversations that allow managers to respond to sudden changes in project needs or staffing gaps.

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The study emphasised that neither approach was sufficient on its own. “Rigid systems without interpersonal flexibility can become bottlenecks,” Prof. Sohani explained.

“Conversely, too much informality without structure risks chaos. Organizations must balance both.”

One of the study’s standout findings is the value of mutual accountability. By embedding transparency into staffing and HR workflows, such as tracking who raised a staffing request and how quickly it was addressed, companies can minimize internal friction and improve responsiveness.

Another major insight: shared organizational values like client centricity, project excellence and diversity help bridge the differing objectives of HR and project teams. When departments operate from a common value base, collaboration becomes smoother, even when priorities diverge.

For leaders in project-driven firms, especially in the high-churn IT sector, the implications are far-reaching. The study calls on managers to formally integrate HR and project functions, promote mutual visibility in decision-making and cultivate a shared culture, all while retaining flexibility to address the unpredictable demands of client work.

“This research offers a micro-level view of how cross-functional collaboration can make or break workforce planning,”  Sohani said. “Ultimately, successful HR implementation isn’t built on policy, it’s built on people working together, strategically and consistently”, he added. 

As IT firms face increasing pressure to be agile, retain top talent and align skills with client demands, IIM Indore’s latest research provides timely, actionable guidance for navigating the complex intersection of human capital and project execution.