derhan/semantic-scholar-manajemen-proyek huggingface dataset:
Teaching Effectiveness and Efficiency in Project Management: A SIMPROJECT Approach
Authors: Gary Hackbarth
Year: 2009

SIMPROJECTTM is a useful simulation tool structured to follow the project lifecycle aiding students in understanding how projects are managed. In practice, students learn to conceptualize, plan, execute, and terminate projects during the entire project life cycle. In reality, students lack an appreciation of the importance of planning and how to evaluate project information. While, SIMPROJECTTM provides much of the information required to conceptualize the simulated project, a series of systematic exercises was developed to augment the planning needed to execute and finally terminate projects within the context of the simulation. This workshop provides a series of 7 pre-emptive exercises prior to starting a simulation and Excel worksheets helpful to students in understanding the effectiveness and efficiency measures needed to develop a successful project plan. Results suggest that students leave the course with a better understanding of the importance of planning, evaluating their plan, and monitoring their plan as SIMPROJECT is executed.
Examining Customer Focus in IT Project Management: Findings from Irish and Norwegian case studies
Authors: G. Lohan; Kieran Conboy; M. Lang
Year: 2011

While an acute, continuous focus on customer needs is often cited as a key ben - efit of agile approaches, very little research has examined the customer focus construct in an agile project environment, or looked at the implications or recommendations for project managers. We draw on contemporary theories on customer focus to develop a framework for understanding customer focus in an agile project management context. This framework is applied to cases in Ireland and Norway and the results suggest that while agile approaches appear to increase customer focus, this is by no means guaran- teed. In fact there may be significant challenges and problems for project managers to overcome. For example, new communication issues with customer proxies may impair understanding of customer needs and requirements. The project manager needs to con- sider the identity, location, perceived personality of the customer, and the team's prior experience with the customer, all of which this research shows can affect the customer focus of the agile team. From this research, a new, empirically validated agile develop- ment customer focus framework is presented, providing project managers with a set of factors to be considered in becoming a truly customer focused agile IT project team.
Las metodologías ágiles y su relación con la gestión eficiente de proyectos
Authors: Angela Maria Briceño Agurto
Year: 2024

Organizations are continually searching for new ways to manage their projects efficiently, in order to be more competitive in the market. For this reason, this paper aimed to determine the relationship between agile methodologies and project management efficiency. The methodology used is correlational and cross-sectional, with a non-experimental design. The sample consisted of 139 developers of information technology projects from banking entities. The data was collected through two surveys; one of them measured the agility of the projects and the second measured the effectiveness of project management. Each questionnaire had 20 items on a Likert-type scale. The resulting value was 0.858 for the Spearman’s Rho coefficient, which demonstrates that there is a relationship between the implementation of an agile methodology and efficient project management. The relationship between the dimensions of customer collaboration, functional deliverables, response to change, and individuals and interactions with efficient project management was also demonstrated. This allows us to conclude that properly implementing an agile method increases the probability of successfully completing a project. However, it is necessary to have a trained work team to carry out the implementation, in addition to having the necessary resources to support management; all of this will allow the organization to achieve the desired results.
Defense Industrial Base: Acquisition Program Case History
Authors: Robert Mortlock
Year: 2024

This Defense Industrial Base case history encourages critical analysis of a DoD project manager responding to typical management oversight questions regarding industrial base planning within defense acquisition. The analysis centers on the capability and capacity of the defense industrial base to develop and produce body armor for Warfighters. The case incorporates the perspectives from key stakeholders to include commercial industry companies, congressional committees, DoD senior leadership, and the program management/acquisition chain of command. Considerations include the balancing of limited resources against competing priorities, sustaining inventory for wartime readiness, managing the demand for increased capability, and balancing surge requirements with industry capacity. The case history reinforces critical thinking in uncertain environments, documents lessons learned for sound project management, and provides exposure to the complexities of public sector acquisition and manufacture of critical warfighting products.
Analysis of Full Lifecycle Cost Management of Construction Projects in the Construction Phase
Authors: Miaotao Ruan
Year: 2024

The purpose of this article is to conduct an in-depth analysis of the comprehensive cost management of engineering construction projects during the construction phase, discussing its significance and application in project management. Through an introduction outlining the research background and objectives, the concept, role, as well as relevant theories and methods of comprehensive cost management throughout the project lifecycle are introduced. Subsequently, a detailed presentation of the main aspects of comprehensive cost management during the construction phase is provided, including the budgeting stage, contract stage, implementation stage, and closing stage. This is followed by an analysis of the key factors that influence comprehensive cost management, covering both internal and external factors. Finally, optimization and improvement strategies are suggested, along with a discussion of future research directions and development trends.
Proposed Business Strategy Improvement for Project Management Consulting Form (Study Case: PT ABC)
Authors: Joshua Matrox Tamimi
Year: 2024

PT ABC is a service company in the field of project management, established in 2005. It operates with three main businesses: project management training, project management applications, and consultancy services. Project management is a crucial element for executing projects effectively within a company. In various industries, there is a growing demand for knowledge and consultation on how to manage projects efficiently, leading to the emergence of companies specializing in project management consultancy, such as PT ABC, to address these challenges. This research aims to uncover the root problems of the company to identify implementable solutions. Several analyses are employed in this study, including General Environment Analysis, Industry Analysis, and Competitor Analysis for external insights. For internal analysis, resources analysis, value chain analysis, marketing mix, and STP analysis are utilized. The study then progresses to map SWOT analysis and TOWS analysis. From these analyses, weaknesses and strengths of the company are identified, guiding the formulation of appropriate strategies to compete in the market. The research reveals that PT ABC possesses several strengths that have enabled the company to endure over time. Noteworthy strengths include its reputation and a skilled human resource pool in project management, garnering attention in the project management industry. Additionally, the company has a competitive advantage through technological innovation in its application, setting it apart from competitors and providing potential added value when maximized. However, there are areas for improvement, such as refining the application products and establishing a dedicated marketing team to focus on promoting all of PT ABC’s products rather than just one.
Project and Organizational Antecedents of Effort Withholding in IT Project Teams
Authors: E. Baker; Charalambos L. Iacovou; H. J. Smith; Ronald L. Thompson
Year: 2011

When individuals assigned to Information Technology (IT) projects do not work as hard as they could, effort withholding occurs. Effort withholding is defined as the likelihood that an individual will give less than full effort on a job-related task. While an extensive body of work demonstrates that effort withholding is prevalent in all types of teamwork, little attention has been paid to an IT project context. In this study, we surveyed 473 IT project managers to address two questions: 1) what are key IT project and organizational factors that influence effort withholding, and 2) which project management approaches can suppress it? Our results indicate that the size of the team, the perceived importance of the project, the degree of uncertainty in the project requirements, and the degree of self-interest (organizational ethical climate) all contribute to effort withholding, while internal integration (project coordination) techniques suppress it.
A Distributed Software Project Management Framework
Authors: Kamal Uddin Sarker; R. Hasan; A. Deraman; Salman Mahmmod
Year: 2023

—The software industry is enjoying the permeable and trans-border flow of software markets and can access resources from all corners of the world. Software engineers gain international work experience through a distributed working environment. It involves participation from individuals with different cultures, languages, and geographic time zones to work on a single project. In addition to providing global opportunities for software experts and businessmen, it also introduces new project management challenges. Barriers exist in trust, communication, monitoring, languages, cultures, and time zones. Distance mode management faces more technical challenges due to stakeholders’ ambiguous understanding and various documentation. This study addresses an in-depth analysis of challenges and currently practicing methods. Moreover, a new virtual project management framework is proposed to minimize issues and maximize the virtual project management team’s throughput. The framework is compared with commonly used methodologies by experts who have experience in global software project management, and the analysis is performed using the analytical hierarchy process. The evaluation matrix has shown that the proposed model is adequate for distance project management with better score in virtual scope and virtual management). Its excellency is in standard documentation practice, change management, and improving re-usability practice that will enhance business goals and stakeholder’s satisfaction.
Practitioners’ Perspectives on Flexible Project Management
Authors: Afshin Jalali Sohi; M. Bosch-Rekveldt; M. Hertogh
Year: 2019

Literature defines two main streams in project management: mechanistic and organic. Mechanistic reflects the traditional waterfall approach and organic reflects a more adaptive approach. The organic approach became known by the awareness of dynamic project environment and changing requirements. The organic approach is characterized by flexibility. Accordingly, scholars and practitioners tried to define flexibility and find ways to make project management more flexible. However, scientific literature about practitioners’ perspectives on making project management flexible is lacking. Therefore, this paper explores practitioners’ perspectives on project management flexibility by the use of Q-methodology. The scope of the paper was narrowed down to the front-end phase of infrastructure projects. Two types of organizations were targeted: client and consultancy organizations. Data were gathered from 43 respondents from six organizations (three client and three consultancy organizations) in The Netherlands. The results of the study reveal three distinct perspectives on flexibility for both organization types (client and consultant): flexibility by trust, flexibility by scope management, and flexibility by proactive management. These perspectives partly support defined flexibility categories in literature. Further research could focus on exploring the perspectives in different project phases, operationalizing the perspectives in practice, and team composition taking into account these perspectives.
Resource-constraint Multi-project Scheduling with Priorities and Uncertain Activity Durations
Authors: Zheng Zheng; Shumin Lin; Ze Guo; Yueni Zhu
Year: 2013

Abstract Resource-constraint multi-project scheduling is one of the most important topic in the field of project management. Most current works solve this problem based on an idea that multiple projects can be simply emerged into a super-project in a deterministic environment, regardless of the project priority and robustness of schedules. This paper discusses the RCMPSP with priority and formulates a discrete bi-objective decision model. A modified NSGA-II based algorithm is presented to solve the model. Furthermore, we design systematic experiments to investigate the interrelationship between robustness and its related project parameters, including order strength, resource constrainedness and uncertainty level. The results demonstrate the effectiveness of the solution algorithm and show that the three parameters indeed have evident impacts on the robustness and makespan of projects.
Enriching Traditional Software Engineering Curricula with Software Project Management Knowledge
Authors: A. Moreno; María Isabel Sánchez Segura; Fuensanta Medina-Domínguez; L. Peters; Jonathan Araujo
Year: 2016

Training existing and future software project managers presents a challenge to the academic community. Software project management is usually taught as part of software engineering bachelor or master programs which are generally based on SWEBOK. However, evidence shows that even when SWEBOK provides some software project management knowledge it is not enough to satisfy the software industry requirements. On the other hand, the Software Extension to the PMBOK Guide was recently published. The extension complements the original PMBOK with software specific contents, so it constitutes valuable referential information for software project managers. This paper describes a smooth transition to enrich our traditional software engineering curricula based on SWEBOK with specific software project management knowledge. To that end, we identify which software project management knowledge suggested by the Software Extension to the PMBOK provides special added value to the SWEBOK contents. The results can be useful for academia but also for software engineering practitioners that can identify training opportunities to complement their SWEBOK background.
Improving Project–Product Lifecycle Management with Model–Based Design Structure Matrix: A joint project management and systems engineering approach
Authors: Amira Sharon; O. Weck; D. Dori
Year: 2013

We investigate potential benefits of employing the Design Structure Matrix (DSM) in the context of Model–Based Systems Engineering (MBSE) for the purposes of analyzing and improving the design of a product–project ensemble. Focusing on process DSM, we present an algorithm for a bidirectional transformation framework between a product–project system model and its corresponding Model–Based DSM (MDSM). Using Object–Process Methodology (OPM) as the underlying modeling language, we examine and characterize useful and insightful relationships between the system model and its MDSM. An unmanned aerial vehicle case study demonstrates the semantics of and analogy between various types of relationships as they are reflected in both the OPM system model and the MDSM derived from it. We conclude with further research direction on showing how clustering of DSM processes can be reflected back as an improvement of the OPM model. © 2013 Wiley Periodicals, Inc. Syst Eng 16
Owner Dynamic Capabilities and Benefits Management in Public Information Systems Projects: A Qualitative Content Analysis
Authors: J. Cha; M. Newman; G. Winch
Year: 2015

In many IS change circumstances the importance of project management capabilities has been emphasised in classic analyses. However, most studies focus only on the project supplier's viewpoint, and there has still been a lack of research on how the project owner’s management capabilities can lead to effective benefits management for IS projects. The aim of paper is to examine the concept of owner dynamic capability, and how their post-implementation benefits can be realised within the context of IS project and its continuously changeable transformation. Qualitative content analysis was adopted to investigate 15 government reports covering 31 IS projects in the UK public sector. Based on the empirical data, the findings demonstrate the significance of project back-end capabilities as one type of owner dynamic capability in managing post-implementation benefits from IS.
Project management in plan-based and agile companies
Authors: Martina Ceschi; A. Sillitti; G. Succi; S. D. Panfilis
Year: 2005

Agile methods are a recent set of development techniques that apply a human-centered approach to software production. The agile approach aims to deliver high-quality products faster, producing satisfied customers. We conducted an empirical study to investigate whether agile methods change and improve project management practices in software companies. Survey results show that adopting agile methods appears to improve management of the development process and customer relationships. This article has given a first analysis of the advantages and disadvantages of adopting agile methods from a project management perspective.
The Prospect of drone applications
Authors: Lijun Yu
Year: 2023

As drones technology matures, it will be used in more and more applications in multiple fields. This paper focuses on the evaluation of the prospects for the application of drones. The evaluation is based on three criteria: the environment, engineering, and disaster management. Through analysis, this paper shows that drones have unique advantages in these three areas. Given the use of ground-based sensors for air and water quality testing, drones have a great positive effect on environmental management. It can also be used for large-scale engineering project management and disaster tracking with its HD video and numerous high-resolution aerial photos. However, drones need improved regulatory controls to address risks to safety, privacy, and security. Overall, this article describes the status of drone applications, which will become more popular with the enhancement of the regulatory environment.
Reimagining Power and Micro-politics in Project Organisations
Authors: J. Olaisen; Helene Jevnaker
Year: 2023

The empirically investigated problem of our paper is what impact do micropolitics and power have on project management in an organization? Informal power and micropolitics played a massive role in the projects, and personal and relational knowledge appeared in all projects to achieve the expected results. The project manager uses personal networks, personal relations, and mentor's network with cognitive, affective, and emotional influence as power and politics if needed to achieve expected results. Power and micropolitics were necessary skills and tools for a successful project manager. The findings relate to the manager's intentions. The informal power and micro-politics process are reused in every project because informal power and micropolitics are a part of project work. Power accumulation and wise handling are essential leadership tools for every manager. Employees work for managers who have power over those who do not. The former can get them what they want: visibility, upwards mobility, and resources. Micropolitics and power represent a unique competence (i.e., knowledge, experiences, and attitudes) and tool for handling any project. Power is significantly underrated as a tool to control and govern projects. Micropolitics is a part of that tool to get the decisions the project leader wants, maybe with future promises. A democratic and consensus-oriented decision process opens for power games and micropolitics rather than hedging them in more hierarchical organizations. A complex matrix organization involving employees in many projects is also open to micropolitics and power. Micropolitics and power might prolong and complicate decision-making processes in ordinary projects and improve processes in fast-track projects. Micropolitics and power both increase and reduce the effectiveness and efficiency of an organization. The higher complexity, the higher returns on using power and micro-politics to get the expected project results.
Peningkatan Efektivitas dan Efisiensi Sumber Daya dengan Melakukan Perencanaan Manajemen Proyek Menggunakan Metode CPM dan PERT di PT. Anugrah Damai Mandiri
Authors: Hani Ratika Dewi; Apid Hapid Maksum; Muhamad Taufiq Rachmat
Year: 2023

Kerugian dari penundaan proyek termasuk pembengkakan biaya dan berkurangnya kredibilitas perusahaan baik untuk penyedia layanan maupun pengguna. Penelitian ini bertujuan untuk membuat manajemen proyek yang efektif dan efisien untuk mengatasi terjadinya keterlambatan proyek serta menganalisis faktor-faktor yang menyebabkan terjadinya keterlambatan dalam menyelesaikan proyek dan mengukur probabilitas PT. Anugrah Damai Mandiri mampu menyelesaikan proyek serta membandingkan biaya yang dibutuhkan untuk menyelesaikan proyek secara normal dan secara crashing (dipercepat). Teknik CPM digunakan dalam penelitian ini agar dapat menganalisis jaringan dan jalur kritis dalam proyek. Distribusi peluang kemudian dianalisis dengan menggunakan teknik PERT berdasarkan tiga perkiraan pendekatan untuk setiap aktivitas, yaitu pendekatan waktu realistis, pesimis, dan optimis. Data yang diperoleh berdasarkan hasil observasi dari arsip perusahaan dan wawancara terhadap karyawan dan owner. Hasil penelitian menunjukan bahwa waktu optimal menyelesaikan proyek selama 17 hari, dan PT. Anugrah Damai Mandiri memiliki probabilitas 50% mampu menyelesaikan proyek tersebut. Keterlambatan proyek di PT. Anugrah Damai Mandiri dipengaruhi oleh beberapa faktor yaitu metode, lingkungan, material, dan sumber daya manusia.Kata Kunci: Penjadwalan Proyek, CPM, PERT, dan Manajemen Proyek.