Diverse Talent: Enhancing Gender Participation in Project Management

Okoro, Teri

doi:10.1016/j.sbspro.2016.06.176

Cited by 3 publications

(4 citation statements)

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“…The main reason for this may be the seeking of success and high efficiency of the project in this area (Brown et al, 2007) and especially in raising employee competences (Ekrot et al, 2016; Saidoun, 2016) -as many as 37 articles deal with competence, with the main emphasis being placed on the role of leadership and managerial skills (Hyväri, 2016; Cooke-Davies, and Arzymanow, 2003) (15 articles). Several publications have focused on gender as an element affecting the way of management (Okoro, 2016;Bilgin et al, 2017;Legault, and Chasserio, 2012) and the importance of inter-cultural differences in building project teams (Lückmann, and Färber, 2016;Vlahov et al, 2016;Pheng, and Leong, 2000;Zwikael et al, 2005). It should be added, that the differences shown are considered as favourable and contributing factors to the way the project is conducted.…”

Section: Discussionmentioning

confidence: 99%

Achievements to date and existing research gaps in project management in the light of literature studies

Mindur¹,

Managemen²

2020

SPSUTOM

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The purpose of this article was to identify current development directions and potential research gaps in project management. Design/methodology/approach: The method of systematic review of articles published in the Elsevier-Science Direct database in the years 2000-2019 was used, where the search phrase was "project management" and the type of articles was "research articles". In order to answer the research questions posed, an additional method of analysis and criticism of the literature was used. Findings: The following conclusions were drawn from the analysis of the articles: a) almost a third of them concerned the practical application of PM issues in one clearly defined sector of the economy, with the most common reference being to the building sector and IS/IT, b) most articles were created in English-speaking countries (47%), c) the largest number of articles concerned the area of human resource (HR) management, including many subjects of qualifications and leadership, d) of the ten areas of knowledge specified in PMBoK, "HR" and "scheduling/time" were the most popular, followed by risk-related issues. Practical implications: The findings of this article would contribute to building a strong and coherent theory and identify best practices in project management. Originality/value: The most important achievement is the recognition of two areas of knowledge-lean management and game theory-where little research has been done so far, and whose solutions and methods could be successfully implemented inside PM.

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Section: Discussionmentioning

confidence: 99%

Achievements to date and existing research gaps in project management in the light of literature studies

Mindur¹,

Managemen²

2020

SPSUTOM

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“…Means for avoiding bias include selecting persons less prone to bias and distractions as estimators. As concluded in the Introduction, estimators with more relevant experience [70,64], more realistic track records on previous estimates, higher development skills and self-perceptions that are less than averagely optimistic [65] tend to produce more realistic estimates. Lederer and Prasad [88] also proposed that reviewing the estimation accuracy should be included in performance reviews to shun bad practices.…”

Section: Inaccuracies Arising From Human Biasmentioning

confidence: 98%

“…In addition, the selection of estimators affects estimation success. Estimators with more relevant experience [70,64], more realistic track records on previous estimates, higher development skills and self-perceptions that are less than averagely optimistic [65] tend to produce more realistic estimates.…”

Section: Estimation Biases and Distortionsmentioning

confidence: 99%

“…This can be seen from the table as with the above classification into technical and non-technical aspects, the share of technical perspectives decreased from 68% to 18% between the first and the last period, respectively. This shift of focus seems reasonable since organisational issues are reported to be even more important factors in project success than technical ones [21,47,64,91]. Top management support (TMS) has even been suggested as the most important factor affecting project success [89], which corresponds well with the largest share of the leadership perspective related papers.…”

Section: Software Cost Estimationmentioning

confidence: 99%

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Top management support in software cost estimation

Rahikkala¹,

Leppänen

Ruohonen

et al. 2015

International Journal of Managing Projects in Business

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Purpose – A cost estimate is considered to have a high impact on software project success. Because of this, different methodologies for creating an accurate estimate have been studied over decades. Many methodologies produce accurate results, when used properly. However, software projects still suffer from inaccurate estimates. The disparity may result from organisational hindrances. This paper focuses on top management support (TMS) for software cost estimation (SCE). The purpose of this paper is to identify current practices and attitudes of top management involvement in SCE, and to analyse the relationship between these two and project success. Design/methodology/approach – A list of 16 TMS practices for SCE has been developed. A survey was conducted to capture the frequency of use and the experienced importance of support practices. Data has been collected from 114 software professionals in Finland. Correlations between the frequency of use, attitudes and project success were analysed. Findings – Top management invests a significant amount of attention in SCE. The extent of use and experienced importance do not correlate strongly with each other or project success. Research limitations/implications – The results may lack generalisability. Researchers are encouraged to validate the results with further studies. Practical implications – Software professionals invite senior managers to participate in SCE. A list of practices for participating is provided. Originality/value – This paper suggests a list of 16 TMS practices for SCE. The paper also reports on the extent of use and experienced importance of practices, and the correlations between these two and project success.

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