How Digital Tools are Impacting Project Management in Berger Paint Bangladesh Ltd
Sutradhar, Suman (2025)
Sutradhar, Suman
2025
Julkaisun pysyvä osoite on
https://urn.fi/URN:NBN:fi:amk-2025060320013
https://urn.fi/URN:NBN:fi:amk-2025060320013
Tiivistelmä
In this research, we investigate how digital technology is shaping project management at Berger Paint Bangladesh Ltd (BPBL), an important industrial company in Bangladesh undergoing digital transition. During a period of swift technological development, BPBL now uses SAP ERP, Microsoft Project, Trello, and cloud-based solutions to boost its efficiency, teamwork, and how it arranges resources and reaches decisions in projects.
Both survey data and interview insights are part of the research approach. My study used the Technology Acceptance Model (TAM), the Project Management Body of Knowledge framework, and the Agile methodology to look at user adoption, how operations are aligned, and responsiveness.
Various outcomes suggest that digital technology has greatly improved all areas linked to project planning, communication, and task monitoring, and this has helped teams from different areas collaborate effectively. Even so, things like complex systems, difficult training, and differences in digital skills still exist. The paper suggests upgrading training, making systems easier to use, and offering agile tools to people besides those in IT. This work adds practical lessons and a case-based way of seeing how digital projects change in places like Bangladesh.
Both survey data and interview insights are part of the research approach. My study used the Technology Acceptance Model (TAM), the Project Management Body of Knowledge framework, and the Agile methodology to look at user adoption, how operations are aligned, and responsiveness.
Various outcomes suggest that digital technology has greatly improved all areas linked to project planning, communication, and task monitoring, and this has helped teams from different areas collaborate effectively. Even so, things like complex systems, difficult training, and differences in digital skills still exist. The paper suggests upgrading training, making systems easier to use, and offering agile tools to people besides those in IT. This work adds practical lessons and a case-based way of seeing how digital projects change in places like Bangladesh.