My vision of a better India

India is a rich country in which poor people live, a big country which does not realise its own potential. India must build on its strengths and achieve its potential to become an economic superpower with a good and just society. A number of attitudinal and structural factors, such as lack of national pride, politics based on caste and other identities, a hierarchic and corruption-ridden feudal society and the tendency to reward failure and weakness rather than success and achievement are the major hurdles that are stopping us from achieving our true potential. On the other hand, our strengths in democratically managing a multi-ethnic, multi-cultural country and our capacity to master technology are also notable. Steps and hopeful developments that show the way forward to solve our national problems and realise the vision of a better India are suggested.     

International projects proposal analysis: Risk assessment using radial maps

International projects are very attractive to companies seeking to expand their business horizons, and collaborative networks of international partners have created new work environments that differ from the conventional business structures of the past. This study provides scholarly research into the risks that inherently affect an international project's success and provides insight into the effective measures that project managers may employ to assist in analyzing and mitigating these multinational risks during the bid and proposal process. A new method of radial risk mapping assists management in graphing their risk findings to aid in their proposal analysis. These graphical representations provide firms seeking international markets with a method for selecting those projects with the least risk, thereby increasing their chances of success and maximum profit.     

The role of technology in the project manager performance model

Technology assumes importance in the context of project management due to greater challenges in today's technology‐enabled work environment, where technology tools are routinely used for collaboration, communication, and deployment of project management practices. It is becoming common practice for even co‐located project teams to use the electronic medium for these purposes. Notwithstanding the importance of technology, research has shown that it is difficult to associate the use of technology with business performance and the absence of such relation can be extrapolated to project performance as well. However, technology can play a major role in supporting project managers in managing projects effectively and efficiently. Several studies have addressed the importance and leadership style of project managers. However, specific roles and responsibilities of a project manager toward the project team is an area that needs further study. In this research effort, using the literature review, important people‐related factors of project performance are identified. Then structured personal interviews were used to gather data for understanding relations among these factors in order to develop a project manager performance model. The model was developed employing the interpretive structural modeling (ISM) methodology. The model was used to determine the role of the project manager in managing the project team and improving the project performance. Results show that both leadership and management roles are important. This study helped to analyze underlying interactions among these factors and, consequently, understand the supportive function of technology to the project manager in improving project performance.     

Managing global projects: A structured approach for better performance

The purpose of this research effort is to develop a model for improving the performance of global projects using the underlying relations among the important enablers and barriers of global project performance. A number of factors are identified in the study, using a literature review to develop the model. A survey was used to determine the impact of these factors on global project performance. The model suggests different management practices for global projects versus traditional, co‐located projects. Different from the outcomes of traditional projects, research results suggest that leadership and establishing trust is a first step in the initial stages of the global project.     

From Every Direction—How Personality Traits and Dimensions of Project Managers Can Conceptually Affect Project Success

Based on extensive literature review, this theoretical paper adds to the “soft skill” research stream by enlarging the scope of personality dimensions and their subsequent effects on project success and, second, considers dimensions heretofore not explored within the project management body of knowledge. We posit that a project manager's extent of communication apprehension, degree of innovativeness, level of self‐monitoring, conflict management style, degree of change orientation and Myers‐Briggs (MBTI) personality type can affect project outcomes. Additionally, we conjecture that organizational dynamics such as structure, incentive systems, and organizational project management maturity can moderate the relationship between these personality dimensions and project success.     

Long-term effects of crop residues and fertility management on carbon sequestration and agronomic productivity of groundnut–finger millet rotation on an Alfisol in southern India

The data from long-term management and cropping systems experiments are needed to assess changes in soil quality, organic carbon pool, and agronomic sustainability. Thus, a 13-year-old soil fertility management experiment was used to assess the impact of crop residues carbon (C) inputs on SOC stock in a rainfed groundnut (Arachis hypogeae L.)–fingermillet (Eleusine coracana (L.) Gaertn) rotation in semiarid alfisol. The application of farmyard manure (FYM) alone or in a combination with chemical fertilizers contributed to higher amounts of C inputs and subsequently to build up a higher SOC pool. Application of 10?Mg?ha^?1 of FYM and a recommended dose of chemical fertilizer (25:21.8:20.7 and 50:21.8:20.7?kg?N, P, K ha^?1 for groundnut and fingermillet, respectively) increased soil SOC pool by 41.2% to 73.0?Mg?ha^?1 with an increase of 9.3?Mg?ha^?1 over 13 years. Both SOC pool and rates of its sequestration were positively correlated with cumulative C input and sustainable yield index. A minimal input of 1.62?Mg?C?ha^?1?yr^?1 is needed to maintain SOC pool at the antecedent level. Balanced application of NPK fertilizers is needed to reduce and reverse the depletion of SOC pool.