سرکار دی تاہنگ
اکھاں تھکیاں تک تک راہ او خاناں
چھیتی آ ہن دیر نہ لا او خاناں
تسان ٹر گئے بہاراں رس گیاں
سسی ستی تے مہاراں کھس گیاں
تہاڈی یاد آئی اکھاں پس گیاں
بن ساون پیاس بجھا او خاناں
اکھاں تھکیاں تک تک راہ او خاناں
تہاڈے پیار سانوں مجبور ہے کیتا
توں ٹر گیا ساتھوں چپ چپیتا
کی دساں میرے نال جو بیتا
رہے اوکھا وقت نبھا او خاناں
اکھاں تھکیاں تک تک راہ او خاناں
The Figures of Speech(ملع عيدبلا )is a Significant branch of Arabic Rhetoric. It has two kinds; Literal Aesthetic, تانسحملا ةيظفللا)) Semantic Aesthetic, (تانسحملا ةيظفللا). Both kinds are having a pivotal role in the miracle of Qurān. The Great Scholar of Rhetoric Al-Zamakhshari has mentioned many of its types to analyze the Qurānic Verses rhetorically in his exegesis Al-Kashāf. The Great Scholar Abd Al-Qāhir Al-Jurjāni did not approach the upper mentioned kinds, not for the reason of non-interference in The Qurānic miracles but he was always eager to derive new ideas in this particular field. As it is known that many former scholars have approached all kinds of the Figures of Speech in a wide range and Abd Al-Q┐hir Al-Jurjāni was dominated by his creative nature. In this article, it has been discussed widely the academic ambivalence surrounding Abd Al-Q┐hir Al-Jurjāni's lack of interest in the Figures of Speech among three modern scholars: Dr. Muhammad Ahmad Al-ķwfi, Dr. Muhammad Shwq┘ Zaif, Dr. Muhammad Ab┴ Mosā.
The existing framework of Project Management advises project managers to exercise nine knowledge areas.
These are management of the project's Scope, Time, Cost, Quality, HR, Communication, Procurement, Risk and
Integration. It suggests entertaining these nine knowledge areas in five processes that are initiating, planning,
executing, controlling and closing the project. The knowledge on HR Management (HRM) declares fourteen
functions that this study identified applicable to Project Management. The literature stresses that managing
all these knowledge areas determines project's outcome. The literature further indicates that nine knowledge
areas are not equal in priority and HRM is not given the needful precedence. The study perceived that it is not
pragmatic for a project manager to perform the nine knowledge areas and all the applicable functions of HRM
efficiently.
From January 2005 to January 2008, this study discovered that in the IT industry of Islamabad — Rawalpindi,
Pakistan, project managers were assigned neither all the nine knowledge areas nor all the applicable functions
of HRM. The study observed that projects suffered where HRM was underestimated. Can the quality in practice
of HRM make or break projects? If yes, what minimum functions of HRM should be assigned to a project
manager to benefit projects? Further, how can the project manager's role for precise number of knowledge
areas be defined? The study assumed that precise and well-defined role of a project manager in terms of the
nine knowledge areas and HRM can make the existing framework for Project Management more adoptable.
For this purpose integrating the literature and the real practices in the selected IT industry this study
identified and selected five FIRM functions as independent variables (IVs) keeping project result as dependent
variable (DV). The IVs include selecting right person, assigning workload, setting timelines, communication
and monitoring performance.
This study hypothesized that the result of specific IT/Telecom project is correlated with and regressed by the
quality in the practice of the mentioned HRM functions. Utilizing a valid and reliable instrument the study
collected data for a stratified sample of 70 heterogeneous IT/Telecom projects from the selected 24
IT/Telecom organizations. Employing frequency & descriptive statistics, Pearson's correlations, regression
and PLS regression the analyses were conducted. All the selected IVs were found correlated with project result.
Individually no 1V regressed project result but collectively they all regressed the DV.
The study substantiated its hypotheses based on results of regression and PLS regression. It inferred that good
quality, practice of all the selected HR functions paves success for 1T/Telecom project while their substandard
practice will lead project to suffering. The conclusion of the study is applicable on the IT projects of large scope
and team size with well-defined type provided all the other knowledge areas for project management are
exercised with necessary equilibrium. Based on results this study declares that a project manager should
perform at least these five functions of HRM.
The study designed templates to help project managers performing these HR functions. The mentioned results
and findings from the IT industry about the knowledge areas enabled this study reshaping the existing
framework for Project Management. It contributes that project manager better be set responsible only for the
management of scope, time, cost, HR and communication for projects while quality, risk and procurement for
projects better be managed at organization level. Project manager should consider HRM, Communication and
technology the driving tools for managing other knowledge areas.