A Comparative Analysis of Gender based Management Styles of Software Project Managers

Qureshi, Ahmed Ali; Afzal, Saima; Daud, Malik Imran; Saleem, Muhammad

doi:10.5120/12425-2260

Cited by 3 publications

(4 citation statements)

References 2 publications

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“…It has been reported that there is a significant difference in the perceptions of defect detection among practitioners. Qureshi et al (2013) conducted a study to find out more about the management style of male and female managers in the software industry by collecting data from 120 male and female employees serving software project managers in Pakistan. Findings showed that the respondents recommended males to be a software project manager.…”

Section: Expectations and Perceptions Of Project Managers In The Softmentioning

confidence: 99%

A Study of Project Management Processes for Sustainable and Successful Projects in Software Industry: Expectations vs Perceptions of Managers

Ahmad¹,

Bilal²,

Latif³

et al. 2021

JAFEE

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Project Management Processes (PMPs) are essential to avoid project failures due to the complexity and nature of projects in the software industry, particularly in emerging economies. The software industry is growing rapidly in Pakistan with an increasing number of local, regional and international clients. The project managers who are familiar with PMPs are therefore needed for the proper implementation of these processes, which will lead to sustainable and successful software projects. However, very limited studies have analyzed the expectations and perceptions of the project managers of these PMPs. In order to fill this gap, therefore, this study examined the role of PMPs in the sustainable development and success of software projects by documenting the expectations and perceptions of managers. A structured questionnaire is designed to collect data from 143 participants working in software houses. SPSS is used for the processing and analysis of data using selected statistical tools. The results show a clear difference in expectations and perceptions for PMPs, which means that project managers are of a less rational, sentimental and emotional nature. The findings of this study also show that the male segment is dominant in the software industry which may be due to of Pakistan’s specific social and cultural environment. There is however no significant difference between expectations and perceptions of both male and female project managers for PMPs. The findings of this study will help researchers, practitioners, academics and other stakeholders in the software industry.

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Section: Expectations and Perceptions Of Project Managers In The Softmentioning

confidence: 99%

A Study of Project Management Processes for Sustainable and Successful Projects in Software Industry: Expectations vs Perceptions of Managers

Ahmad¹,

Bilal²,

Latif³

et al. 2021

JAFEE

View full text Add to dashboard Cite

show abstract

“…It is the transmission of common understanding both in written and oral form and it is vital for effective performance. This skill is critical for success and is crucial for mangers who wants to achieve results through the effort of others (Qureshi et al, 2013). Effective communication criterion is found important from small teams to the most senior ones including the CEOs (Reilly et al, 2009;Wilkins et al, 2000;Kushal and Ahuja, 2009).…”

Section: Collaborative Problem Solving Skillsmentioning

confidence: 99%

“…This skill is related to ones' ability to firmly choose an option and motivating others too to reach a decision. Decision making skill of teams is influenced by the analytical skills of their individual team members (Qureshi et al, 2013). Industry also emphasizes that undergraduate students should develop various skills and personal characteristics such as leadership/interpersonal skills and oral communication, written communication and initiation and decision-making skills (Porter and McKibbin, 1988).…”

Section: Collaborative Problem Solving Skillsmentioning

confidence: 99%

How to form a software engineering capstone team?

Shaikh

2021

Heliyon

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This research paper answers the question that how shall the students of software engineering undergraduate courses form teams for the capstone projects that can be cohesive too. In this research, 128 criteria for team formation are proposed for building teams for self-managing software engineering capstone projects. A comparison is also conducted to ascertain the level of cohesion among those teams that were formed using the proposed criteria and those that were not formed using the proposed criteria. The criteria were identified through a combination of qualitative questionnaire survey targeted at the graduated students of the past batches of Computer Science degree program and through synthesizing the literature on engineering capstone project teams identified under the guidance of KSAO framework for software engineering students. To check the effectiveness of the criteria, 100 students were asked to form the teams using the proposed criteria and other 100 students formed the teams without the proposed criteria. Those students that had used the proposed criteria for building teams and those that had formed teams without using the proposed criteria were asked to fill the modified Group Environment Questionnaire to ascertain the level of cohesion among the team members. The results were analyzed qualitatively and through descriptive quantification. The results show that the level of cohesion in teams that were formed using the proposed team building criteria was higher. There was a need for team building criteria in the literature on software engineering capstone project teams that conforms to a conceptual, theoretical framework; this gap is now filled through this research. This paper may also serve as a literature review paper for some readers.

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“…Pada dasarnya semua jenis manajemen pada setiap organisasi melalui proses yang sama tetapi mungkin dilakukan dengan cara yang berbeda tergantung pada struktur dan jenis organisasi, karakter orang yang bekerja di dalamnya, budaya, faktor situasional dan ketersediaan sumber daya (Qureshi et al, 2013). Proses manajemen tersebut oleh para ahli dibagi ke dalam beberapa fungsi dasar, yang kemudian dikenal dengan sebutan fungsi-fungsi manajemen.…”

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Analisis Penyelesaian Tindak Lanjut Hasil Pemeriksaan

Lusiana

Djamhuri

Prihatiningtias

2017

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Abstrak: Analisis Penyelesaian Tindak Lanjut Hasil Pemeriksaan. Penelitian ini bertujuan untuk menjelaskan proses penyelesaian Tindak Lanjut Hasil Pemeriksaan di Pemerintah Kabupaten Sanggau melalui pelaksanaan fungsi-fungsi manajemen (perencanaan, penggorganisasian, pengarahan, dan pengendalian) sebagai alat analisisnya, dan mengidentifikasi permasalahan yang menyebabkan belum optimalnya penyelesaian TLHP. Penelitian ini menggunakan pendekatan kualitatif dengan model studi kasus dan difokuskan pada Organisasi Perangkat Daerah (OPD) yang masih memiliki temuan yang belum tuntas. Informan yang dipilih, yaitu pimpinan OPD, salah satu pejabat teknis yang menangani TLHP dan salah satu pejabat Inspektorat daerah. Hasil penelitian menunjukkan terdapat kelemahan dalam proses penyelesaian TLHP yang menyebabkan penyelesaian TLHP belum optimal, yaitu belum tersedianya kebijakan khusus tentang TLHP; lambatnya respon pihak lain dalam proses koordinasi dan belum intensifnya koordinasi antara OPD dan lembaga pengawasan; pimpinan belum mampu memberikan motivasi; kurangnya komitmen pimpinan; kesulitan dalam melakukan proses evaluasi dan tidak dilaksanakan evaluasi secara berkala; belum optimalnya peran Majelis Pertimbangan TPTGR; dan kendala-kendala teknis yang dihadapi oleh OPD.Kata Kunci: TLHP, Fungsi Manajemen, Perencanaan, Pengorganisasian, Pengarahan, Pengendalian.Abstract: Analysis of Follow up Audit. This study aimed to explain the process of follow up audit in Sanggau local government by using management functions (planning, organizing, directing, and controlling) as the analysis instrument and identify problems that caused follow up audit was not optimal. This study used a qualitative approach with case study model and focused on OPD that still have unfinished findings. The selected informant is the Head of OPD; a technical official handling follows up audit and an Inspectorate official. The results of the study showed that there were some weaknesses in the process of follow up audit. For example, there was no specific policy about follow up audit, the slow responses of other parties in the process of coordination and the coordination between OPD and monitoring institution was not intensive; the leader was not able to give motivation, the low commitment of the leader, Difficulties in the evaluation process and the evaluation was not periodically, the role of TPTGR Assembly Consideration was not optimal, and the technical obstacles that was faced by OPD.

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A Comparative Analysis of Gender based Management Styles of Software Project Managers

Cited by 3 publications

References 2 publications

A Study of Project Management Processes for Sustainable and Successful Projects in Software Industry: Expectations vs Perceptions of Managers

A Study of Project Management Processes for Sustainable and Successful Projects in Software Industry: Expectations vs Perceptions of Managers

How to form a software engineering capstone team?

Analisis Penyelesaian Tindak Lanjut Hasil Pemeriksaan

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