@Research Article
<#LINE#>Optimizing Software Development Process through Effective Reviews: Method of Eliciting Defects at the origin using Checklists<#LINE#>Uma Sankar@S.S.*,R.@Jubi <#LINE#>1-5<#LINE#>1.ISCA-RJMS-2016-046.pdf<#LINE#>Research and Development Centre, Bharathiar University, Coimbatore, Tamilnadu, India@Mar Thoma Institute of Information Technology, Kollam, Kerala, India<#LINE#>1/5/2016<#LINE#>1/6/2016<#LINE#>Software development companies practice defect prevention and defect removal activities to minimize defects in their customer deliverables. Reviews are one of the best and easily adaptable techniques to find the defects in the work product. It facilitate the detection of defect at the time of origin and it in-turn reduce the turnaround time for attaining the work product quality. Reviews are considered as a preventive measure to avoid the injection of defects to subsequent phases of software development cycles and improve work product quality, however it increases Cost of Quality (CoQ), more precisely it increases appraisal/prevention cost. So, to make the review effective and perform it in minimum time is an essential aspect to execute the project within time and budget.  This study is an attempt to make the reviews effective by using checklists in reviews. The study revealed that, the use of checklists in reviews improves review quality and reduce turnaround time for the work product to attain the stability within budget and time.<#LINE#>Gregory Tassey (2002).@The Economic Impacts of Inadequate Infrastructure for Software Testing.@National Institute of Standards and Technology, http://www.nist.gov/director/planning/upload/report02-3.pdf, 4th Mar 2016.@Yes$Techno Park (2016).@IT companies and IT professionals in Technopark, Trivandrum.@http://www.technopark.org/, 4th Mar 2016.@No$Software testing concepts (2016).@Defect Removal Efficiency definition.@https://swtestingconcepts.wordpress .com/test-metrics/defect-removal-efficiency/, 23rd Mar 2016.@No$Uma Sekaran (2008).@Research Methods for Managers - A Skill-building Approach.@4/e, Wiley-India Edition, India, pp 293-294. ISBN 978-81-265-0928-7.@Yes$Adu Michael K. and Alese Boniface K. (2014).@Inadequate Requirements Engineering Process: A Key Factor for Poor Software Development in Developing Nations: A Case Study.@International Journal of Computer, Electrical, Automation, Control and Information Engineering, 8(9), 2014, http://waset.org/publications/9999244/inadequate-requirements-engineering-process-a-key-factor-for-poor-software-development-in-developing-nations-a-case-study.  23rd Mar 2016.@Yes$In four (2007).@The Configuration Management Benchmark Report.@Aberdeen Group,  www.innofour.com/download/INNOFOUR01453.pdf, 23rd Mar 2016.@No
@Review Paper
<#LINE#>The University Administrator as a Partner in Meeting the Complexities of the Current Trends in University Administration: Ghanaian Universities in Context<#LINE#>Iddirisu Andani@Mu-Azu*,Paul Alhassan@Nabila <#LINE#>6-11<#LINE#>2.ISCA-RJMS-2016-050.pdf<#LINE#>University Relations Section-University for Development Studies, Mangalore University, Konaje, India@University for Development Studies, Tamale, Ghana<#LINE#>19/5/2016<#LINE#>13/6/2016<#LINE#>The perception of the University Administrator’s job as incidental to the main business of universities has been receding gradually in Ghana since 1948. The administrator is now beginning to be accepted as an important stakeholder in dealing with the challenges that confront tertiary education. The death of funds for management and the massification phenomenon have clearly pointed to the usefulness of the skills that administrators now come with. In dealing with challenges such as advocacy on funding matters and workable systems, the institutional, memory of the administrator often come handy. This paper deals with the role of administrators in pursuing the objectives of universities as partners, examine the complexities in universities and current trends in university education in Ghana. Besides observations, the study relied on literature review (Desk study). The paper recommends full coupling of salaries and allowances of the administrators. The umbrella association for all professional groups GAUA should continue to fight for training opportunities to prepare the administrator for the emerging complexities.<#LINE#>Republic of Ghana (1994).@National Council for Tertiary Education Act 454.@Republic of Ghana, Ghana.@Yes$Republic of Ghana (1993).@National Accreditation Board Law PNDCL 317.@National Accreditation Board, Ghana.@Yes$Barrow R.H. (1976).@The Romans, Mid Uessex@Penguin Books.@Yes$Katz R.L. (1974).@Skill of an Administrator.@Harvard Business Review, 52 (3), 90-102.@Yes$Kerr S. (1975).@On the Folly of Rewarding A While Hopping for B.@Hampton et al Organizational Behaviour and the Practice of Management, 5th Ed. 1986 Glenview, Scott, Foresman& Co.@No$Kerr C. (1973).@Administration in an Era of Change and Conflict.@Educational Records, Pp 38-46.@Yes$Chukwuemeka I.V. (1987).@The Naked Gods, Glasgow.@Haverhill Press.@Yes$Ahuja K.K. (1988).@Advance Personnel Management.@New Delhi, Kalyani Publishers.@Yes$Eaff P. (1997).@The Training of the University Administrator.@Unpublished paper.@No$Druncker P.F. (1966).@The Effective Executive.@London, Heinemann.@Yes$Copeland M.T. (1951).@Executive at Work.@Cambridge, Ma Harvard University Press.@Yes$Bogue E.G. (1985).@The Enemies of Leadership: Lessons for Leaders in Education.@Ph Delta Kappo, Education Foundation.@Yes$Leboefu M. (1989).@The Greatest Management Principle in the World.@Madison Avenue, New York, Berkley Books.@Yes$Mohammedbhai G. (2008).@The Effects of Massification on Higher Education in Africa.@Accra, Association of African Universities.@Yes$Republic of Ghana (1992).@The Polytechnics Law.@PNDCL 321.@No$Cuban L. (1984).@How Teaches Taught.@New York, Longman.@No$Chambers R. (1983).@Rural Development: Putting the last First.@New York, Longman Scientific and Technical.@No
@Mini Review Paper
<#LINE#>Rising Non-Performing Assets in India – An Outcome of Willful Default or a Genuine Business Failure?<#LINE#>Sagar@Anand <#LINE#>12-14<#LINE#>3.ISCA-RJMS-2016-051.pdf<#LINE#>Department of Management, Shri Jagdishprasad Jhabarmal Tibrewala University, Jhunjhunu, Rajasthan, India <#LINE#>10/6/2016<#LINE#>4/7/2016<#LINE#>In India, all the Public Sector Banks put together have registered a net loss of Rs. 18,000 Croes during the financial year 2015-2016 in spite of registering a whooping “Operating Profit” of Rs. 1.40 lacs Crores due to the provisioning for bad loans.  There have been cases where the borrowers are genuine and have really suffered losses due to economic slowdown and on account of the default by their debtors.  However, there are some corporate and individual borrowers who have resorted to the malpractice of siphoning of the money. Such, borrowers are allegedly doing it willfully, hence, called willful defaulters. In the cases where assets of the borrowers were over-valued and loans were granted in excess of the market value of their assets must be dealt with seriously.<#LINE#>Abhijit Lele (2016).@All you need to know about willful defaulters.@24 February, 2016, Business Standard, Mumbai.@No$Siddhartha (2016).@Banks wary of CBI, CVC oversight, Want government to help to avoid unnecessary scrutiny over collective decisions.@, 07 June, 2016, Times of India.@No$Jay Bhattarcharjee (2014).@Crony Capitalism Thrives, PSU Banks Robbed Blind.@7th December 2014, Indian Express.@No$Vivek Kaul (2015).@Public sector banks suffering from crony capitalism and political interference need rescuing.@20 Jan 2015, DNA, Mumbai.@No$Luigi Zingales (2016).@Rajan attacked for fight against crony capitalism.@13 June 2016, Times of India.@No