A Study of the Remote Working Efficiency in IT Project

Implementation during the COVID-19 Pandemic

KITTISAK UMAJI1, WORAPAT PAIREEKRENG2

1,2College of Innovative Technology and Engineering,

Dhurakij Pundit University,

Bangkok, THAILAND

Abstract: - Regarding the COVID-19 situation, the purpose of this study was to compare the efficiency and

outcomes of information technology (IT) project implementation in the office versus in a remote environment

with respect to factors such as productivity, effective teamwork, enjoyment of work, stress and pressure

management, and opinions on working styles. The focus was mainly on the role of team members in the

engineering mindset. Data was collected through a survey of IT project performance from team members. The

questionnaire, which was developed for this study, included 105 respondents and was divided into three parts:

1) general information, 2) project performance results, and 3) engineering mindset concept. Quantitative data

were analysed using descriptive statistics. The results of the study indicated that there are significant

differences in outcomes between project managers and other team members (such as developers, business

analysts, and quality assurance) in terms of the studied factors, Project managers who need to communicate and

collaborate with various team members may face challenges or limitations when working remotely. On the

other hand, other roles in the project team that can be completed independently and do not require frequent

communication with the rest of the team may find remote work more convenient and flexible. Importantly, the

survey results also demonstrated that a team member's engineering mindset is a critical factor in the success or

failure of projects. Those with a strong engineering mindset tend to implement and deliver projects effectively.

Therefore, IT projects are more likely to be successful when the team has a good engineering mindset.

Key-Words: -covid-19 ; project implementation; Information Technology; remote working; distance working;

engineering mindset

Received: June 23, 2022. Revised: December 8, 2022. Accepted: January 11, 2023. Published: February 2, 2023.

1 Introduction

COVID-19 has changed the world, and every

industry has been affected by the change.

Businesses need to change their strategies in order

to survive the impact, [1]. Even the Information

Technology (IT) industry, which is considered one

of the industries that drive the world, has been

greatly affected. From 2005 to 2020, the growth of

distance work reached 159%, [2], and the number of

remote jobs increased by 300% from 2014 to 2019,

[3]. That is why virtual or distance work is one of

the most popular topics in the era of the new

normal.

Although using technology is one of the most

effective solutions for surviving a crisis, the

implementation of IT projects has been affected and

has changed dramatically. It is a big challenge to run

and implement projects smoothly, having everyone

on the project team, including customers, connect

and work as if in a normal situation without any

repercussions. The project team needs to have

special skills, techniques, tools, and a mindset in

order to keep the project running smoothly.

From now on, the adoption of technology is key

to success in every project. Therefore, the

implementation of information technology projects

is very important.

The purpose of this study was to compare the

efficiency and outcomes of information technology

(IT) project implementation in the office versus in a

remote environment with respect to factors such as

productivity, effective teamwork, enjoyment of

work, stress and pressure management. The focus

was mainly on the role of team members (project

managers, developers, business analysts, and quality

assurance) in the engineering mindset.

1.1 Information Technology Project

An information technology project is a task that is

completed over a certain period of time using

technology. An information technology project

encompasses all aspects of the endeavor's strategy,

WSEAS TRANSACTIONS on BUSINESS and ECONOMICS

DOI: 10.37394/23207.2023.20.36

Kittisak Umaji, Worapat Paireekreng

E-ISSN: 2224-2899

400

Volume 20, 2023

design, implementation, project management, and

training, [4].

Tohidi, [5], conducted a study on the

implementation of information technology projects

and found that technology is fundamental to

organizational success factors that increase

competitiveness and efficiency, and productivity of

work. However, it also increases the challenge of

working for personnel in the organization. The

project management theory and practice offer

methods, tools, and techniques to support project

management. In the concept phase, Feasibility is

typically used to study the project, [6], the Cost

Benefit Analysis, [7], is used to assess the financial

analysis and economic effects of a project, [8], and

the Logical Framework, [9], is used to define the

project as precisely as possible and assess its

benefits.

Since information technology projects are a type

of project, activities related to their implementation

involve the use of various resources to create works

that are beneficial to the target group. These

activities must be independent and able to be

analysed, planned, and managed, including having

clear objectives. There is a definite period of time

for these activities, and operations must be within

the budget in order to achieve quality work that

meets the specified criteria, [10].

1.2 Defining Remote Work, Telework, Work

at Home, and Home-based Work

Working from home and distance working are not

new phenomena, but they have greatly increased

due to the Covid-19 pandemic. This alternative may

have a longer-term effect on some distinct aspects,

including how people organize their work and

where it is performed. It is important to clearly

understand the four different concepts of remote

work, telework, work at home, and home-based

work, and how they relate to each other. 1) Remote

work, [11], can be described as situations where

work is fully or partly carried out at an alternative

worksite other than the default place of work. 2)

Telework, [12], is a subcategory of the broader

concept of remote work and includes workers who

use information and communications technology or

landline telephones to carry out work remotely. 3)

Work at home, [13], refers to work that takes place

fully or partly within the worker's own residence,

with the home serving as the physical location for

all or some of the work. 4) Home-based workers,

[3], are defined in the resolution concerning

statistics on work relationships as "workers whose

main place of work is their own home”.

2 Literature Review

2.1 Advantages and Disadvantages of

Distance Working

A survey of the advantages and disadvantages of

working remotely in Latvia has been conducted,

[14]. The results of the study are as follows: 1)

Individual organization of working space -

37.47%;2) Opportunity to choose convenient

equipment - 16.90%; 3) Opportunity to choose

working place - 8.58%; 4) Opportunity to choose

working time - 7.88%; 5) Economy of travel time to

work - 6.21%; 6) Economy of travel expenses to

work - 5.53%; 7) Opportunity to organize working

process independently - 3.96%; 8) Opportunity to

work individually - 3.31%; 9) Opportunity to work

without permanent control - 3.17%; 10) Opportunity

to limit distractions caused by other employees -

2.59%; 11) Opportunity to spend more time on

relatives and hobbies - 2.24%; and 12) Opportunity

to do something parallel during working - 2.15%.

The disadvantages of working remotely can be

listed as follows: 1) Difficulty in organization of

working space - 37.61%; 2) Lack of equipment -

9.66%; 3) Weak Internet signal - 6.57%; 4) Irregular

work schedule - 6.32%; 5) Difficulty of performing

tasks via the Internet - 5.00%; 6) Disorganized

working negotiations via the Internet - 4.62%; 7)

Lack of access to working information - 4.17%; 8)

Lack of face-to-face communication with

management - 3.43%; 9) Lack of face-to-face

communication with other employees - 3.16%; 10)

Lack of control by management - 2.84%; 11)

Difficulty to get into working mode in the morning -

2.21%; 12) Difficulty to stop working in the evening

- 2.15%; 13) Lack of environment change - 2.03%;

14) Feeling of loneliness - 1.96%; 15) Presence of

distractions by family members, household issues,

etc. - 1.75%; 16) Difficulty to make yourself work -

1.56%; 17) Lack of balance between work and

personal life - 1.50%; 18) Lack of inspiring working

atmosphere - 1.28%; 19) Informational overload -

1.14%; and 20) Communicational overload - 1.06%.

According to the research about disadvantages of

distance working, it appears that it can be divided

into 2 groups which are 1) Relate or Impact to the

project from topics number 1 to 10 and 18, 19, 20. it

is 86.85% of total topics and 2) NOT Relate or

Impact the project from topics number 11 to 17

which is 13.15%. This clearly shows that project

management has a significant impact on project

outcomes.

WSEAS TRANSACTIONS on BUSINESS and ECONOMICS

DOI: 10.37394/23207.2023.20.36

Kittisak Umaji, Worapat Paireekreng

E-ISSN: 2224-2899

401

Volume 20, 2023

2.2 Engineering Mindset

Engineering Mindset Thinking, [15], is a way of

thinking that combines the problem-solving/design

process with the life skills that foster dealing with

others in a team. It provides the culture,

measurements, feedback, planning skills, tools, and

values of engineering. The engineering mindset is to

define problems and provide proper solutions,

design and develop innovative (adaptive) products,

and seek, think, and always be curious (Learning).

Mindset and Motivation are often tied to goal

orientation, [16].

Marnie Jamieson and John Donald, [17], studied

the relationship between engineering mindset skills

and skills in Leadership and Management, both

technical and non-technical, and found that people

with a high engineering mindset have an emphasis

on technical characteristics, communication, and

teamwork. It has the potential to progress to the

organizational and societal leadership development

levels more than the traditional engineering

approach.

Lottero and Lachapelle, [18], conducted a

comparative study of the engineering mindset of

fifth graders aged 10 to 11 in the United States.

Using a sample of 2,086 people, three-quarters of

students who received additional education in

engineering skills answered a questionnaire

demonstrating scores in Engineering Mindset that

are clearly higher and improved academic, social,

communication, and problem-solving skills. They

are also better able to cope with and learn from

failure than the average student group.

Cunningham, [19], examined the application of

engineering concepts to science teaching (STEM)

and found that students can apply engineering

thinking to better solve scientific and complex

problems, can analyse problems, and find ways to

find more relevant and meaningful answers. From

research related to Engineering Mindset, it is clear

that people with a good engineering mindset tend to

have better leadership, learning, adaptability,

problem-solving, and collaborative abilities.

2.3 Hypothesis and the Concept Framework

The hypothesis for this study was that if the

disadvantage of working remotely (86.85%) is

related to project factors, and human resources are

one of the most important aspects of project

implementation, then the engineering mindset of the

project team members/roles should have a direct

impact on project efficiency and results. However,

there may be various factors affecting work

efficiency in remote work, such as individual

factors, project factors, and other external factors.

To give a clearer picture of this study, the concept

framework diagram is summarized as follows.

Fig. 1 : The concept framework diagram

WSEAS TRANSACTIONS on BUSINESS and ECONOMICS

DOI: 10.37394/23207.2023.20.36

Kittisak Umaji, Worapat Paireekreng

E-ISSN: 2224-2899

402

Volume 20, 2023

3 Research Methodology

The survey instrument, a questionnaire developed

for this study, involves 105 total respondents using a

5-point Likert scale indicating the degree of

agreement where 1 is "Absolutely disagree", 3 is

"Not Sure", and 5 is "Absolutely agree". The

questions discussed within the questionnaire are

separated into 3 parts. The first part is a respondent's

profile, the second part is project experience and

results during distance working, and the third part is

related to the project manager's perception of the

engineering mindset.

The survey instrument in the engineering

mindset part was highly influenced by the work of

Dr. George D. Ricco, [20]. There are questions on

both the positive formulation and the negative

formulation in order to test the reliability of the

project team member's responses.

The samples for this survey were chosen from IT

professionals who work remotely, using the specific

purpose technique. The result analysis will use

descriptive statistics with the mean average method

to find the difference between the success and

failure of the project team in terms of the

engineering mindset. In addition, the standard

deviation (S.D.) will be used to demonstrate the

deviation of the result. From the list of questions

(Appendix), it can be categorized into 3 types of

mindsets [21], which are Adaptive, Growth, and

Learning, as described in Table 2. From these 3

types, to ensure the reliability of a group of

questions, Cronbach's alpha will be used to assess

the reliability and internal consistency of a set of

questions. The formula for Cronbach's alpha is:

Where: N is the number of items, c

 is the

average covariance between item-pairs and v

 is the

average variance

Table 1. Question categorization and Cronbach’s

alpha calculation result

Type of

Mindset

Definition

Question

Number

Cronbach’s

alpha

Adaptive

A mental attitude

of assessing the

facts and

circumstances of

the current

situation and/or

environment and

making the

appropriate

adjustments to

thrive in any

scenario.

1,2,3,11,

13,16

0.810

Growth

An approach to life

in which an

individual believes

that their talents,

intelligence, and

abilities can be

developed further.

4,5,7,

8,9,12

0.826

Learning

An attitude that

predisposes people

to open to new

experiences. There

is a belief that

abilities can be

developed by

learning and

intentionally

growing from

experience.

6,10,

14,15

0.758

Table 2. The Cronbach's alpha interpretation, [22].

Result

Interpretation

> 0.9

Excellent

> 0.8

Good

> 0.7

Acceptable

> 0.6

Questionable

> 0.5

Poor

< 0.5

Unacceptable

4 Research Results

Survey participants who are working on an

information technology project can have different

roles in the project, as follows:

Table 3. Role and Percentage

Role

Percentage

Developer

28.85%

Product/Business/System Analyst

22.12%

QA, Tester

17.31%

Project Manager

14.42%

Other (IT Support, Recruiter, Top

Management etc.)

17.30%

WSEAS TRANSACTIONS on BUSINESS and ECONOMICS

DOI: 10.37394/23207.2023.20.36

Kittisak Umaji, Worapat Paireekreng

E-ISSN: 2224-2899

403

Volume 20, 2023

Fig. 2: Participant Role and Percentage (Table 2)

The respondents' roles can be divided into two

main areas: Project Manager and Project Executor

(Developer, QA, Tester, Product Business, and

System Analyst). The survey found that the two

groups had clearly different results in terms of work

productivity, enjoyment of working, and stress and

pressure management.

Table 4. Result Percentage for each topic

Topic

Measur

ement

(%)

PO/BA/

SA (%)

Dev

(%)

Productivity

Less

Product

ivity

57.14

13.64

14.81

27.78

Not

sure

14.29

30.77

22.22

27.78

Product

ivity

28.57

63.64

62.96

44.44

Enjoyment

of Working

Less

Enjoy

9.09

18.52

16.67

Not

sure

28.57

30.77

14.81

22.22

Enjoy

21.43

63.64

66.67

61.11

Stress and

Pressure

Less

Stress

and

Pressur

21.43

50.00

55.56

50.00

Not

sure

35.71

18.19

14.82

22.22

Stress

and

Pressur

42.86

31.81

29.62

27.78

Fig. 3: Result Percentage for Productivity

Fig. 4: Result Percentage for Enjoyment of Working

Fig. 5: Result Percentage for Stress and Pressure

Table 4 shows the percentages of responses in

different categories for three topics: productivity,

enjoyment of working, and stress and pressure. For

each topic, the table presents the percentage of

responses that fall into three categories: 'Less', 'Not

sure', and 'More'. In addition, the graphs in Figures

3, 4, and 5 show the comparison among the

WSEAS TRANSACTIONS on BUSINESS and ECONOMICS

DOI: 10.37394/23207.2023.20.36

Kittisak Umaji, Worapat Paireekreng

E-ISSN: 2224-2899

404

Volume 20, 2023

categories to clarify the difference in percentage for

each role.

The results of the study on the engineering

mindset abilities have been summarized in Table 5

Table 5. Mean average and Standard Deviation

Topic

Group

Mean

The Engineering

Mindset and

Productivity

More Productive

Group

4.01

0.76

Less Productive

Group

3.85

0.68

Not Sure

3.74

0.72

The Engineering

Mindset and

Enjoyment of

working

More Enjoy

working Group

4.02

0.81

Less Enjoy

working Group

3.81

0.78

Not Sure

3.64

0.67

The Engineering

Mindset and

Stress/Pressure

Management

Good

management

3.97

0.73

Not Good

management

3.82

0.78

Not Sure

3.79

0.69

Table 5 presents the results of a study that has

been conducted on the relationship between the

engineering mindset and three factors: productivity,

enjoyment of working, and stress and pressure

management. The results show the mean and

standard deviation (SD) for each group being

compared within each of the three topics. There are

three groups for each topic: 'More', 'Less', and 'Not

Sure'.

The standard deviation (SD) is a measure of the

amount of variation or dispersion in a set of data. In

the table provided, the SD is given for each group in

relation to three topics: the engineering mindset and

productivity, the engineering mindset and

enjoyment of working, and the engineering mindset

and stress/pressure management.

For the engineering mindset and productivity, the

group with the highest mean score (4.01) and the

lowest SD (0.76) is the "More Productive Group."

This suggests that this group has a relatively high

level of agreement or consistency in their responses,

with a relatively small range of scores. In contrast,

the "Less Productive Group" and the "Not Sure"

group have lower mean scores (3.85 and 3.74,

respectively) and higher SDs (0.68 and 0.72,

respectively), indicating a greater degree of

variation or dispersion in their responses.

For the engineering mindset and enjoyment of

working, the group with the highest mean score

(4.02) and the lowest SD (0.81) is the "More Enjoy

Working Group." This suggests a high level of

agreement or consistency in their responses, with a

relatively small range of scores. The "Less Enjoy

Working Group" and the "Not Sure" group have

lower mean scores (3.81 and 3.64, respectively) and

higher SDs (0.78 and 0.67, respectively), indicating

a greater degree of variation or dispersion in their

responses.

For the engineering mindset and stress/pressure

management, the group with the highest mean score

(3.97) and the lowest SD (0.73) is the "Good

management" group. This suggests a high level of

agreement or consistency in their responses, with a

relatively small range of scores. The "Not Good

management" and "Not Sure" groups have lower

mean scores (3.82 and 3.79, respectively) and higher

SDs (0.78 and 0.69, respectively), indicating a

greater degree of variation or dispersion in their

responses.

Overall, the results in the table suggest that the

group with the highest mean score and the lowest

SD generally has a higher level of agreement or

consistency in their responses, while groups with

lower mean scores and higher SDs have a greater

degree of variation or dispersion in their responses.

This information can be useful for understanding the

reliability and consistency of the data and for

identifying potential patterns or trends in the

responses.

Fig. 6: Mean - The Engineering Mindset and

Productivity

Fig. 7: Mean - The Engineering Mindset and

Enjoyment of working

WSEAS TRANSACTIONS on BUSINESS and ECONOMICS

DOI: 10.37394/23207.2023.20.36

Kittisak Umaji, Worapat Paireekreng

E-ISSN: 2224-2899

405

Volume 20, 2023

Fig. 8: Mean - The Engineering Mindset and

Stress/Pressure Management

Figures 6, 7 and 8 are graphs that are presenting

the results of a study that has been conducted on the

relationship between the engineering mindset and

three different factors: Productivity, Enjoyment of

Working, and Stress and Pressure management in

order to compare and clearly see the differences in

each factor

5 Discussion

The results of the survey, as summarized in Tables 4

and 5, clearly demonstrate that the roles of project

managers and project operators differ significantly

in many dimensions. This is directly related to the

way each role works. Project managers have to

work with various people in the project team, which

can present challenges or limitations when working

remotely. On the other hand, other roles in the

project team have a nature of work that allows them

to work independently and do not necessarily

require much contact with the rest of the team,

making remote work more convenient and flexible.

In addition to this, the engineering mindset was

another important factor examined in the survey.

The research also examined the mindset factors of

project team members in information technology

projects that may impact project outcomes, focusing

on the engineering mindset. According to the survey

results, an engineering mindset is directly correlated

with work efficiency. Respondents who received

high scores had a positive effect on remote work,

meaning they were suitable for and capable of

working well in a remote environment. This is

consistent with research by Cunningham, [19],

Marnie Jamieson and John Donald, [17], and

Lottero and Lachapelle, [18], which shows that

individuals with a strong engineering mindset have

a positive impact on activities. This group of

respondents is a valuable asset to the project and

organization, [23]. On the other hand, respondents

with low scores had a negative effect on remote

work, meaning they may be more suitable to work

in an office or face-to-face environment.

Moreover, another interesting thing is that

respondents answered: "Not sure". One possible

explanation for the relationship between having a

"Not sure" response and lower engineering mindset

scores is that those who are unsure may be less

confident in their decision-making abilities or may

feel that they need more guidance from their

supervisor. This lack of confidence or reliance on

others for guidance could indicate a need for

improvement in adaptive or learning skills. This

group of respondents could be a valuable sample to

consider in future studies on engineering mindset

development, as they may have specific areas of

improvement that can be targeted through training

or other interventions.

It is also possible that those who answered "Not

sure" may have less experience or knowledge in the

specific subject matter being addressed, leading to a

lower engineering mindset score. In this case, it may

be beneficial to consider providing additional

resources or support to help build their confidence

and knowledge base.

Overall, the relationship between having a "Not

sure" response and lower engineering mindset

scores warrants further investigation and

consideration in future studies on engineering

mindset development. Understanding the specific

needs and challenges faced by this group can help

inform more targeted and effective interventions for

improving engineering mindset and decision-

making abilities.

6 Conclusion

Remote or distance working is the new standard in

today's work environment, so it is important for

everyone to adapt and learn, especially in the

implementation of information technology projects.

However, the research's results show that remote

work has limitations and is not suitable for all roles

in the project. It can be seen that the roles of project

managers and operators (Developers, QA, BA, etc.)

are clearly different due to their different nature and

work styles. The project manager needs to be in

close contact with the team for the most efficient

work, so working in a remote manner is a limitation

and an obstacle to work. It is therefore imperative

for project managers to adapt and learn work

methods to meet the changing environment and

maintain the quality of work. While other roles in

WSEAS TRANSACTIONS on BUSINESS and ECONOMICS

DOI: 10.37394/23207.2023.20.36

Kittisak Umaji, Worapat Paireekreng

E-ISSN: 2224-2899

406

Volume 20, 2023

the project have a nature of working in their area of

responsibility or having little contact with others,

there are fewer problems and obstacles in remote

operations. Combined with other external factors

such as commuting, time management, or work-life

balance, it can lead to more time to focus on work,

making work efficient and leading to a desire to

continue working in the remote working model.

In addition, the survey of an engineering

mindset, when analysed together with the efficiency

and results of remote work, found that a group of

people with higher Engineering Mindset scores were

more likely to be able to work on remote projects

more efficiently than those with lower scores on

average.

Overall, the results of this research study suggest

that remote working can be a successful and

effective model for many roles in information

technology projects. Many individuals in the study

reported that they enjoyed the benefits of remote

work, such as the ability to focus on work and

improve work-life balance, and expressed a desire to

continue working in this way.

However, it is important for organizations to

carefully consider the suitability of remote work for

each role in the project. The study found that project

managers may face challenges when working

remotely due to the need for close contact with the

team, and it may be necessary for them to adapt and

learn new work methods to overcome these

challenges. From the results clearly show that

project managers with high scores on the

engineering mindset have good results on projects.

This suggests that having a strong engineering

mindset is crucial for project managers working in a

remote environment to effectively manage the

project.

Therefore, it is important for organizations to

consider the engineering mindset of project

managers when deciding whether to implement a

remote working model for a particular project. By

doing so, management can help to ensure that

remote projects are well-managed and efficient, and

that team members are able to work effectively and

achieve positive outcomes.

Additionally, the implementation of information

technology projects in a remote environment

requires that all project members have a strong skill

set in order to adapt to changing situations and learn

and apply new things to increase efficiency. The

engineering mindset is an important skill that can

enhance the capabilities of project team members.

Consequently, the management can consider the

engineering mindset of team members as a factor

when deciding whether to implement a remote

working model for a project or use the engineering

mindset as a policy to determine whether team

members are allowed to work onsite or remotely in

a given project.

Hence, it is an interesting topic to explore the

most efficient techniques for building, improving,

and evaluating the engineering mindset of project

team members, which can also be applied to other

human resources to improve the success rate of

projects.

Apart from that, some other interesting factors

need to be investigated more closely and considered

in further studies, such as the educational level,

certificate, or previous work experience of team

members. In addition, there may be many factors in

the context of the project that affect the performance

and outcomes of project implementation, such as

team-specific skills, high-level management

support, technology, or the organization's policy.

These may be part of the considerations for further

research in the future.

References:

[1] Pearmunwai,S.,Sirinon,W., &Susena,W.

(2022).The Impacts of the COVID-19

Pandemic on the Inventory Management

Decisions of the E-Commerce Entrepreneurs

in Nakhon Ratchasima, Thailand. Asian

Administration and Management Review,

5(2), 66-76.

[2] World Economic Forum (2020). The Future

of Job: Report 2020 Retrieved from

http://www3.weforum.org/docs/WEF_Future_

of_Jobs_2020.pdf

[3] International Labour Organization (ILO)

(2020). An employers' guide on working from

home in response to the outbreak of COVID-

19. Geneva: International Labour Office

[4] Joseph (2022, May 23). What Is Information

Technology Project? Retrieved from

https://theconnectedset.tv/what-is-

information-technology-project

[5] Tohidi, H. (2011). Human Resources

Management main role in Information

Technology project management. Procedia

Computer Science, 3, 925-929.

[6] Haponava, T., & Al‐Jibouri, S. (2009).

Identifying key performance indicators for use

in control of pre‐project stage process in

construction. International Journal of

Prod10ctivity and Performance Management.

[7] Campbell, H. F., & Brown, R. P.

(2003). Benefit-cost analysis: financial and

WSEAS TRANSACTIONS on BUSINESS and ECONOMICS

DOI: 10.37394/23207.2023.20.36

Kittisak Umaji, Worapat Paireekreng

E-ISSN: 2224-2899

407

Volume 20, 2023

economic appraisal using spreadsheets.

Cambridge University Press.

[8] Main, M. A. (2002). Project economics and

decision analysis, deterministic

model. Pennwell Corporation, 1.

[9] Jensen, G. (2010). The logical framework

approach. Bond for International

Development, 4.

[10] Akampurira (2013), Project Planning and

Management: An Aspect of Development

Hamburge: Anchor Academic Publishing.

[11] Diab-Bahman, R., & Al-Enzi, A. (2020). The

impact of COVID-19 pandemic on

conventional work settings. International

Journal of Sociology and Social Policy.

[12] Ruiller, C., Van Der Heijden, B., Chedotel, F.,

& Dumas, M. (2018). “You have got a

friend”: The value of perceived proximity for

teleworking success in dispersed teams. Team

Performance Management: An International

Journal.

[13] Milenin, M.V. (2020). Distance work changes

strategy of HR management. Vestnik of the

Plekhanov Russian University of Economics,

17(4), 92-102

[14] Lentjushenkova, O., &Simenenko, O. (2021).

Advantages and Disadvantages of Distance

Working. In International Conference at Brno

University of Technology, Faculty of

Business and Management.

[15] Project Academy (2018). What is Engineering

Mind-set thinking? Retrieved from

http://www.projectacademy.org/Documents/E

ngineering-Mind-set-summary-11.pdf

[16] Caluori,N.(2014). Mindset and motivation.

Center for Teaching Excellence. Retrieved

from

https://www.westpoint.edu/sites/default/files/i

nline-

images/centers_research/center_for_teching_e

xcellence/PDFs/mtp_project_papers/Caluori_

14.pdf

[17] Jamieson, M., & Donald, J. (2020). Building

the engineering mindset: Developing

leadership and management competencies in

the engineering curriculum. Proceedings of

the Canadian Engineering Education

Association (CEEA).

[18] Lottero‐Perdue, P. S., &Lachapelle, C. P.

(2020). Engineering mindsets and learning

outcomes in elementary school. Journal of

Engineering Education, 109(4), 640-664.

[19] Cunningham, C. M. (2017). Engineering in

elementary STEM education: Curriculum

design, instruction, learning, and assessment.

Teachers College Press.

[20] Ricco, G. D., Girtz, S., & Silliman, S. E.

(2017, June). Exploring Engineering Mindset.

In 2017 ASEE Annual Conference &

Exposition.

[21] Umaji, K., &Paireekreng, W. (2021, August).

A Study of Project Manager Skills for

Enterprise Data Platform Project. In 2021 2nd

International Conference on Big Data

Analytics and Practices (IBDAP) (pp. 84-89).

IEEE

[22] Gliem, J. A., &Gliem, R. R. (2003).

Calculating, interpreting, and reporting

Cronbach’s alpha reliability coefficient for

Likert-type scales. Midwest Research-to-

Practice Conference in Adult, Continuing, and

Community Education.

[23] Pearnpitak, K. (2018). Creative talent

management in the 21st Century. PSAKU

International Journal of Interdisciplinary

Research, 7(2).

WSEAS TRANSACTIONS on BUSINESS and ECONOMICS

DOI: 10.37394/23207.2023.20.36

Kittisak Umaji, Worapat Paireekreng

E-ISSN: 2224-2899

408

Volume 20, 2023

Contribution of Individual Authors to the

Creation of a Scientific Article (Ghostwriting

Policy)

The authors equally contributed in the present

research, at all stages from the formulation of the

problem to the final findings and solution.

Sources of Funding for Research Presented in a

Scientific Article or Scientific Article Itself

No funding was received for conducting this study.

Conflict of Interest

The authors have no conflicts of interest to declare

that are relevant to the content of this article.

Creative Commons Attribution License 4.0

(Attribution 4.0 International, CC BY 4.0)

This article is published under the terms of the

Creative Commons Attribution License 4.0

https://creativecommons.org/licenses/by/4.0/deed.en

_US

Appendix

The questions on the survey related to the project team member's mindset

No.

Positive (P) or Negative (N)

Question

You have a certain amount of intelligence, and you really can't do much to change it

Your intelligence is something about you that you can't change very much.

No matter who you are, you can significantly change your intelligence level

To be honest, you can't really change how intelligent you are

You can always substantially change how intelligent you are

You can learn new things, but you can't really change your basic intelligence

No matter how much intelligence you have, you can always change it quite a bit

You can change even your basic intelligence level considerably

You have a certain amount of talent, and you can't really do much to change it

Your talent in an area is something about you that you can't change very much

No matter who you are, you can significantly change your level of talent

To be honest, you can't really change how much talent you have

You can always substantially change how much talent you have

You can learn new things, but you can't really change your basic

level of talent

No matter how much talent you have, you can always change it quite a bit

You can change even your basic level of talent considerably

WSEAS TRANSACTIONS on BUSINESS and ECONOMICS

DOI: 10.37394/23207.2023.20.36

Kittisak Umaji, Worapat Paireekreng

E-ISSN: 2224-2899

409

Volume 20, 2023