Ranjana Magdalene R

Centre for Research & Evaluation | Bharathiar University

Bharathiar School of Management and Entrepreneur Development
Ph.D (Management Studies)
Dr. K Chitra

Research Supervisor External Examiner

Dr K. Chitra Dr. Christo V Selvan
SRCW St Joesph’s University

RANJANA MAGDALENE | 25 AUGUST 2025 1

A STUDY ON MULTI-GENERATIONAL DIVERSITY
AND IMPACT ON IT PROJECT PERFORMANCE

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Presentation Overview
Introduction
◦ Back ground , Statement of the problem , Need for the study , Objectives , Scope and Limitations
◦ Review of Literature
◦ Research Methodology
◦ Findings
◦ Recommendations
◦ Conclusions
◦ Scope of Future Research
◦ Publication Details

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Back ground- Overview of Indian IT Sector
IT sector - key global driver of growth in 21st century & Pillar of Growth

India – Fastest Growing IT Hub -US $282.6 billion, revenue in FY25 from outsourcing

Growth Drivers (NASSCOM, 2023)

◦ Application Modernization
◦ Cloud Migration
◦ Artificial Intelligence (AI)
◦ Platformization
◦ Cybersecurity

Competitive advantage through digital transformation & up skilling

Driving digitization across retail, energy, utilities, manufacturing

Top 5 Indian IT Market Capitalization
Companies Value ( USD )
Tata Consultancy $189.9 Bn
Services (TCS)
Infosys $96.9 Bn

HCL Technologies – $57.3 Bn

Wipro $34.5 Bn
LTIMindtree $22.3 Bn

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Back ground- Overview of Project Management in Indian IT Sector
•Project Management Evolution
•Shift from practice to critical skill in the digital era.
•Adopted not only by MNCs but also public and private institutions.
•Consistent high-quality delivery is challenging under rapid market shifts.
•Success depends on knowledge and adaptability of project teams.
•Challenges in Indian IT Projects
•Lack of strategic alignment with organizational vision.
•Workforce skill gaps and generational/gender dynamics.
•Age-diverse teams: older employees often reporting to younger managers.’
•Defining a Project (PMBOK, 2013)
•Temporary endeavor with a start/end date.
•Produces a unique product, service, or result.
•Operates under constraints: time, budget, scope, resources. PMI Project Management Framework
•Progressive elaboration: refined and developed as it evolves.
.

Functional Organization RANJANA MAGDALENE | 25 AUGUST 2025Matrix Organization

Projectized Organization 5
 Back ground- Overview of IT Workforce in India
• Workforce & Employability
• Workforce strength: 5.4M employees (+290k in FY23)
• Demand for digital skills: AI, ML, IoT, Cloud, AR/VR, Block chain
• Industry 4.0 & Workforce
• 260M jobs may be displaced due to automation
• New growth drivers: Cloud Migration, AI, Cybersecurity, Platformization
• Need for agile, project-based models
• Need for Strong Project Management Skills
• Workforce & Talent Management
• Need for digital expertise, innovation, and upskilling.
• Right skills must align with right roles to ensure on-time, on-budget delivery.
• HR must adapt to Industry 4.0 forces and agile project-based delivery models.
• Talent strategies must consider demographics, technology, and globalization.

• Current IT Landscape Challenges

• Legacy system dependence (high cost, low performance, data risks).
• Shortage of legacy coders.
• Barriers to modernization and integration.
• Key to Transformation
• Application modernization: redesigning apps, reengineering systems, upgrading
databases.
• Requires agile workforce capable of handling VUCA (Volatile, Uncertain, Complex,
Ambiguous) environments.
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 Background – Overview of Workforce Diversity
Cohort Timeline Prime Characteristics

Gen X 1965–80 Independent, tech-savvy, education-

Workforce Diversity focused
◦ Generational diversity growing in IT projects Gen Y 1981–96 Collaborative, risk-takers, less loyal,
authority-challengers
◦ 2030- 77% workforce = Gen X, Y, Z
Gen Z 1997+ Digital natives, ambitious, flexible, real-
time communicators
◦ India becoming largest global talent hub

•Team Dynamics & Generational Cohorts

•Multi-generational teams respond differently to change.
•One-size-fits-all management approach fails.
•PMs must understand generational behavior for effective decisions.
•PMI Leadership Insight
• Effective project managers blend team strengths.
• Understanding team behavior is essential for global project success.

Future success depends on:

◦ Digital skilling & reskilling

◦ Inclusive, agile project management

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Statement of the Problem

Workplace Reality: Multiple generations now work together, making IT project management increasingly complex.
Project Failures: Many IT projects fail due to schedule delays, cost overruns, or mid-way abandonment.
Root Cause: Differing viewpoints, approaches to problem-solving, and scope interpretation among generational cohorts.
Impact: Losses for both customers and system integrators when projects are shelved.
Research Gap: Limited studies in India on how multigenerational diversity affects project performance.
Existing Research: Mostly observational; little empirical evidence on generational characteristics and expectations.
Focus Area: Cultural and gender diversity studied extensively, but age diversity has received little attention.
Study Aim: Analyze the influence of multigenerational teams on IT project outcomes across sizes and complexities.
Possible Outcomes: Generational mix may either enable success or contribute to failure.
Contribution: Provide recommendations to project managers for effective resource planning and successful delivery in
multigenerational project environments.

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Need & Significance of Study
Need
Significance

•Current Workforce Challenges:Need of a focused analysis of

multigenerational diversity •Implications for the IT Industry in India:
•Workforce Transition Challenge :Retirement of older employees and the need •Need for efficient multigenerational teams to meet economic challenges.
to replace with younger talent. •Emphasis on cost optimization and transformation projects.
•Need for Organizations to adopt effective strategies to recruit, mentor, and •Redesign workplaces by merging generational cohorts to boost efficiency.
retain younger generations (Jean M. Twenge, 2010). •Future Workforce Strategy:
•Importance of Studying Multigenerational Diversity •Shift to a “Skills First” approach to build digitally skilled talent.
•Need to understand generational characteristics, adaptability of skills, and •Transition from time-based delivery to outcome-based productivity models.
technology-based solution delivery. •Develop a resource onboarding model with the right generational mix for
•Need to review generational traits and the impact on project management effective project delivery.
processes.
•Need to explore different generations influence each stage of project
execution.

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 Objectives

1. To explore the perception of Project Managers regarding generation cohort’s adherence to work variables.

2. To explore the influence of multigenerational characteristics on project performance specifically in relation to Cost

Performance Index and Schedule Performance Index.

3. To explore the association between multigenerational cohorts and project outcomes based on size and complexity.

4. To develop a model to present the holistic relationship among multigenerational diversity and project performance.

5. To provide recommendations based on findings.

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Scope of Study

•Focus of Study: Impact of multigenerational diversity on IT project performance.

•Scope: Limited to the Indian IT industry.

•Target Groups: Examines perceptions of project managers on Gen X, Gen Y, and Gen Z workforce diversity.

•Sample Selection: Based on NASSCOM Report (2025).

•Top 5 IT Companies chosen (by market capitalization):

•Respondent Criteria: Project managers with 15+ years of IT project management experience.

•Project Context: Managers have overseen projects of different sizes and complexities.

•Key Measures:

•SPI (Schedule Performance Index)

•CPI (Cost Performance Index)

•Research Objective: Explore how multigenerational characteristics influence project performance

•and the relationship between project outcomes and generational cohort responses.

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Limitations of the Study

The research concentrates on the perceptions and responses of Project Managers in IT companies.

The responses of delivery managers, team members, and other stakeholders were not considered, as they were

beyond the scope of this study.

The study is limited to Earned Value Management (EVM) metrics, focusing only on:
 Cost Performance Index (CPI)

 Schedule Performance Index (SPI)

The sample size is constrained by:

 Availability of project managers

 Willingness to participate

 These constraints may impact the representativeness of the data.

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 Review of Literature
Period of study taken year TBD
◦ 2015-2025

Table with subheadings and number of Journals reviewed

Sl.No Topics No. Of Journals

1 Generational Diversity.
Generational Cohorts and Variables Influencing
2 Diversity.
3 Project Type.
4 Project Management.
5 Project Size.
6 Project Complexity.
7 Project Performance.
8 Earned Value Management.
Research gap

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 Research Methodology
Research Method: Descriptive research.
Reason for Selection:
To describe facts, characteristics, and relationships systematically.
Provides accurate and systematic portrayal of multi-generational characteristics and relationships
Captures multi-generational abilities and beliefs accurately.
Focus :
Project managers’ perceptions of multi-generational characteristics.
Impact on SPI (Schedule Performance Index) and CPI (Cost Performance Index) across projects of different sizes and complexities.
Population Frame :

•NASSCOM (2023) reports that the Indian IT industry has a workforce of 5.4 million employees.

•Mid-level managers make up 40% of the workforce, amounting to approximately 2.6 million individuals.

•The total number of project managers (n = 2.6 million) in the Indian IT workforce is considered the population for this research.

•The study specifically targets project managers from the top five IT companies in India, selected based on market capitalization .

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 Research Methodology – Sampling
• Sampling Design - Structured sampling design • Sample size Substitution
• Sampling Frame
• Project managers with 10+ years of experience in top 5 IT companies in
India.
• Sampling Size
• IT Workforce (NASSCOM, 2021): 5.4 million.
• Managerial-grade employees: 40% → 2.6 million project • Sample Size Calculation Outcome
managers (survey population).
• Calculated sample size: 384.33 (≈384).
• Questionnaires distributed: ~500 project managers.
◦ Sample size Calculation • Responses received: 425.
• Invalid responses excluded: 40.
◦ Formula: Cochran’s formula.
• Final valid responses analysed: 385.
◦ Z = Z-value corresponding to the desired confidence level (e.g., for a 95%
confidence level, Z=1.96) • Sampling Technique
◦ p = Estimated proportion of the population i.e 2.6 Mn • Purposive sampling used.
◦ e = Desired margin of error (4% margin) i.e 0.04
• Reason : Practical for large population surveys using
◦ Z = 1.96
questionnaires.
• Assumption: Homogeneity within the selected group.
• Data
RANJANA MAGDALENE | 25 AUGUST 2025 Collection Method: Structured questionnaire survey.
15
•.

Research Methodology – Sampling

• Study Period :
• Research Duration: 2018 – 2024.
•Pilot Study: Conducted with 50 project managers.
• Phases Covered: Objectives finalization, hypotheses development,
instrument development, secondary & primary data collection, and •Completion Time: 20–30 minutes per respondent.

analysis. •Findings: Instrument effective in generating authentic responses.

• Data Sources: Both primary and secondary.
•Conclusion: Instrument suitable for collecting required data.
• Secondary Data Collection: Nov 2018 – Jul 2021 (2 years).
• Primary Data Collection: Feb 2022 – Jan 2024 (2 years). •Reliability Testing: Data tested using Cronbach’s Alpha.
• DATA COLLECTION METHOD •Result: Reliability coefficient > 0.60 (acceptable per Malhotra, 2004).
• Data Sources: Both primary and secondary.
•Inference: Each variable has reasonable internal consistency.
• Secondary Data: Collected from journals, websites, newspapers, and other
published sources.
• Primary Data: Collected via a custom-designed, web-based, self-administered
questionnaire.
• Tool Used: Google Forms.
• Follow-up: Support provided through phone calls to project managers.
• Participant Briefing: Informed about survey purpose (impact of multigenerational
diversity on project performance).
• Confidentiality: Responses kept confidential and used only for academic research

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 Research Methodology – Research Instrument
Instrument: Structured questionnaire to assess IT project managers’ perceptions of generational cohort characteristics and their impact on
project performance.

Questionnaire Structure: 4 sections.

Section 1 – Project Profile Section 2 – Project Outcome Section 3 – Project Response Section 4 – Work Variables
Project type: COTS Assessment Assessment 35 variables: 22 individual, 13 group
implementation, upgrades, •Examines environmental factors Gathers feedback from each dimensions.
transformation, development. influencing performance (e.g., generational cohort. Evaluates perceptions of generational
Metrics: CPI, SPI, project size, cost reduction, new tech Covers factors across all PMBOK attributes and work values.
complexity. adoption). process groups: Initiation, Planning, Measures influence on project
Team profile: Distribution across •Based on 10 PMBOK (2023) Execution, Monitoring, Controlling, performance and overall program
generational cohorts, team size knowledge areas: scope, Closure. success.
(small/medium/large), complexity schedule, cost, quality,
(simple/complicated/complex). communication, resource, risk,
Manager profile: Age, number of procurement, stakeholder RELIABILITY AND VALIDITY OF THE INSTRUMENT
projects completed. management.
Dimensions Cronbach's Alpha N of Items
•Measured using a 5-point Likert
Project Outcome assessment .895 18
scale. Project Responses .895 18
Project Generational Variables .945 34

(Result Values above .60 – Reliability is good)

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 Individual Dimensions Group Dimensions Constructs Source Number
Response to Leadership Willingness to accept Responsibility
of Items
Need for Motivation Response to Influence
Creativity in delivering work Importance to Networking
Individual Dimensions Gursoy et al., (2008), 11
Acceptance of Authority Acceptance for Mentoring
of Cohort Twenge et al., (2011)
Ability to Innovate Innovation Participation for Group Decision Making
Characteristics
Ability to Adapt Conflict Resolution
Focus on Results Cross Functional Communication
Openness to Learning Formal Communication Group Dimensions of Gursoy et al., (2008), 14
Leadership position Aspiration Informal Communication Cohort Characteristics Twenge et al., (2011)
Career growth Aspiration Value of Team Work
Achievement of Career goals Willingness for Team contribution Generational Cohorts Stueber, (2014) 3
Interest in Competency Upscaling /Training Rapid Growth Environment
Cohort Responses Van Der Walt S, (2010). 17
Expectation of Immediate Rewards Importance to Employee experience / engagement
Importance of Recognition - Earned Value Frailey, (1999), Salikuma, 2
Loyalty to Employer - Management (2016)
Importance to Performance Evaluation -
Weightage to Job Satisfaction - Project Outcomes Amjad Hussain 1,( 2021), 18
Organizational Commitment - Wuni, Shen, & Osei-Kyei,
Importance to Organizational Performance - (2021),
Adherence to Organizational Hierarchy -
Brand Value of Organization -
Market Opportunity of Organization - Project Size Sauer, (2007). 3

Project Complexity Morcov, (2020) 3

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 Research Methodology – Major Hypotheses

Objective 1 :To explore the influence of multigenerational characteristics on

project performance specifically in relation to Cost Performance Index and
Schedule Performance Index.

H1: Multigenerational Characteristics do not have an impact on the Cost

Performance Index

H2: Multigenerational Characteristics do not have an impact on the

Schedule Performance Index

Objective 2:To explore the association between multigenerational cohorts and

project outcomes based on size and complexity.

H3: There is no significant difference in the project outcomes of small,

medium and large projects based on multigenerational cohort responses.

H4: There is no significant difference in the project outcomes of simple,

complex and complicated based on multigenerational cohort responses.

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Findings
Demographic profile TBD

Objective Wise Findings

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Recommendations
TBD

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Conclusion
•IT projects in India drive organizational change and must adapt to evolving business needs.
•Diverse workforce brings both challenges and opportunities
•Generational differences (Gen X, Y, Z) can enhance innovation and performance if managed
effectively.
•Inclusive HR strategies, continuous learning, and reverse mentoring are key for workforce alignment.
•Project managers must handle dynamic changes in scope, cost, schedule, resources, risk, and
stakeholders.
•Gen X excels in teamwork and communication; Gen Y values loyalty and leadership; Gen Z focuses on
innovation and adaptability.
•Gen X and Z effectively manage disruptions, improving project cost performance.
•Smaller projects benefit from Gen Z’s adaptability; larger projects gain stability from Gen X and Y.
•Strategic use of generational strengths supports sustained growth and competitive advantage in IT
organizations.

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Scope of future research
•Extend study to multigenerational characteristics of future cohorts (Generation Alpha, Generation

Beta).

•Explore variables beyond individual and group dimensions, including underlying work attitudes and

values.

•Expand research into supporting IT domains (ITEs, BPOs) to reflect the broader software industry.

•Assess project performance in areas beyond cost and schedule management.

•Inclusion of factors like leadership styles, team competency, technology, market trends, and socio-

economic conditions in performance assessment.

•Conduct research at an international level, beyond the current focus on the Indian IT industry.

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Publication Details

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Thank You