Published: Nov 10, 2023
Converted to Gold OA:
DOI: 10.4018/IJITPM.333620
Volume 15
Open Access
Abida Ellahi, Yasir Javed, Mohammad Farooq Jan, Zaid Sultan
This study investigates the factors influencing project managers' work performance, including decision-making, analytical, technical, interpersonal, and communication skills, with emotional...
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This study investigates the factors influencing project managers' work performance, including decision-making, analytical, technical, interpersonal, and communication skills, with emotional intelligence as a potential moderator. Conducted within the Pakistani software industry, a comprehensive field survey using a well-designed questionnaire ensured reliable and valid data collection. The statistical findings confirm the positive impact of all five skill sets on project managers' work performance. Notably, emotional intelligence moderates the effects significantly for communication, interpersonal, and analytical skills. This research provides valuable insights into the critical attributes shaping project managers' effectiveness, offering a unique perspective by considering emotional intelligence as a potential enhancer or inhibitor of these skills' impact on work performance.
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MLA
Ellahi, Abida, et al. "Determining the Effect of Software Project Managers' Skills on Work Performance." IJITPM vol.15, no.1 2024: pp.1-20. http://doi.org/10.4018/IJITPM.333620
APA
Ellahi, A., Javed, Y., Jan, M. F., & Sultan, Z. (2024). Determining the Effect of Software Project Managers' Skills on Work Performance. International Journal of Information Technology Project Management (IJITPM), 15(1), 1-20. http://doi.org/10.4018/IJITPM.333620
Chicago
Ellahi, Abida, et al. "Determining the Effect of Software Project Managers' Skills on Work Performance," International Journal of Information Technology Project Management (IJITPM) 15, no.1: 1-20. http://doi.org/10.4018/IJITPM.333620
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Published: Dec 15, 2023
Converted to Gold OA:
DOI: 10.4018/IJITPM.334716
Volume 15
Open Access
Toby Chau, Helen Lv Zhang, Yuyue Gui, Man Fai Lau
Ecosystems are our planet's life-support systems that facilitate sustainable development. Within the marine ecosystem, oysters serve as a keystone species. Numerous oyster restoration projects have...
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Ecosystems are our planet's life-support systems that facilitate sustainable development. Within the marine ecosystem, oysters serve as a keystone species. Numerous oyster restoration projects have been launched with a crucial element involving precise assessment of oyster population sizes within specific reef areas. However, the current methods of tracking oyster populations are approximate and lack precision. To address this research gap, the authors developed an AI-empowered project for oyster detection. Specifically, they created a dataset of wild oysters, utilized Roboflow for image annotation, and employed image augmentation techniques to augment the training data. Then, they fine-tuned a YOLOv8 computer vision object detection model using their dataset. The results demonstrated a mean average precision (mAP) of 85.2 percent and an accuracy of 87.7 percent for oyster detection. This approach improved upon previous attempts to detect wild oysters, offering a more effective solution for population assessment, which is a fundamental step toward sustainable oyster restoration project management.
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MLA
Chau, Toby, et al. "AI-Powered Tracking for Sustainable Marine Ecosystem Resource Management Projects: A Case of Oyster Detection With Machine Learning." IJITPM vol.15, no.1 2024: pp.1-13. http://doi.org/10.4018/IJITPM.334716
APA
Chau, T., Zhang, H. L., Gui, Y., & Lau, M. F. (2024). AI-Powered Tracking for Sustainable Marine Ecosystem Resource Management Projects: A Case of Oyster Detection With Machine Learning. International Journal of Information Technology Project Management (IJITPM), 15(1), 1-13. http://doi.org/10.4018/IJITPM.334716
Chicago
Chau, Toby, et al. "AI-Powered Tracking for Sustainable Marine Ecosystem Resource Management Projects: A Case of Oyster Detection With Machine Learning," International Journal of Information Technology Project Management (IJITPM) 15, no.1: 1-13. http://doi.org/10.4018/IJITPM.334716
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Published: Dec 22, 2023
Converted to Gold OA:
DOI: 10.4018/IJITPM.335118
Volume 15
Open Access
Andrew J. Setterstrom, Jack T. Marchewka
Introducing technological change into an organization is a difficult undertaking, so it is not unexpected that firms struggle in their pursuit to achieve the desired level of quality for IT project...
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Introducing technological change into an organization is a difficult undertaking, so it is not unexpected that firms struggle in their pursuit to achieve the desired level of quality for IT project outcomes. The purpose of this research is to examine the Deming management method to determine if its theories about quality management can be applied to IT projects. Survey data was collected from 168 IT professionals and analyzed. The results provide strong empirical support for the application of the Deming management method to address this persistent problem. In particular, the results support all hypothesized relationships among the quality management concepts comprising the Deming model, while at the same time the Deming model provides strong predictive ability for both customer satisfaction with IT project deliverables and meeting project performance goals of budget, schedule, and system functionality.
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MLA
Setterstrom, Andrew J., and Jack T. Marchewka. "Improving IT Project Outcomes With the Deming Management Method: A Quality Management Approach." IJITPM vol.15, no.1 2024: pp.1-22. http://doi.org/10.4018/IJITPM.335118
APA
Setterstrom, A. J. & Marchewka, J. T. (2024). Improving IT Project Outcomes With the Deming Management Method: A Quality Management Approach. International Journal of Information Technology Project Management (IJITPM), 15(1), 1-22. http://doi.org/10.4018/IJITPM.335118
Chicago
Setterstrom, Andrew J., and Jack T. Marchewka. "Improving IT Project Outcomes With the Deming Management Method: A Quality Management Approach," International Journal of Information Technology Project Management (IJITPM) 15, no.1: 1-22. http://doi.org/10.4018/IJITPM.335118
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