derhan/semantic-scholar-manajemen-proyek huggingface dataset:
Project Management in Engineering Education: Providing Generation Z With Transferable Skills
Authors: José Magano; C. Silva; C. Figueiredo; A. Vitória; Teresa Nogueira
Year: 2021

Expository approaches in project management education do not seem to be engaging engineering students. Although the students acquire remarkable theoretical knowledge throughout their coursework, they lack transferable competences, such as soft skills, which are scarcely attended in the teaching of project management. Generation Z’s characteristics differ from previous generations and should be considered in new project management education approaches and methods. This article reviews the project management competencies, Generation Z profile, and teaching methods trends reported in the literature. It presents a study involving 147 engineering students, through a self-report questionnaire, to explore their profile’s self-awareness and compare it with the literature. A correlational study links the Generation Z’s personality traits with project management soft skills. Findings reveal interesting personality characteristics of Generation Z engineering students for the project management field. However, this sample showed low recognition of their individualism, less personal relationships, and did not value their creative potential. There were also differences in Electronic, Electrical, and Computer Science engineering students, namely, lower emotional intelligence. Some highlighted traits have a significant effect on critical project management soft skills. Other soft skills were not supported in personality traits. This work suggests implications for re-think educational approaches to Generation Z engineering students.
Naḥal Ṭale
Authors: Martin David Pasternak
Year: 2018

In May 2017, a salvage excavation was conducted in Neighborhood 9 at
 ʻArʻara-in-the-Negev (Permit No. A-7996; map ref.
 203079-488/562379-959). The excavation, undertaken on behalf of the Israel
 Antiquities Authority and underwritten by Construction & Project
 Management Ltd. (CPM), was directed by M.D. Pasternak (field photography),
 with the assistance of H. Mamalya (area supervision and field photography),
 Y. Al-'Amor (administration), M. Kahan (surveying and drafting), V. Lifshits
 (aerial photography), N. Zak (plans), I. Lidsky-Reznikov (pottery drawing),
 M. Oron (flint items) and C. Amit (studio photography), as well as Y.
 Abadi-Reiss, S. Talis, G. Seriy and E. Aladjem.
Project-Based Learning across the MIS Curriculum: An Assessment on Team Building
Authors: M. Rob
Year: 2007

Project-based learning provides a cross-collaborative learning environment that enhances student learning through mutual interaction. It provides improved understanding of subject matters, helps develop communication and fosters teamwork, and provides opportunities to hone leadership skills. In our MIS program, we require students to work on group projects as part of several courses such as Systems Analysis and Design, IT Project Management, Web Development, e-Commerce, Data Warehousing, and Management Information Systems. This paper briefly describes how group projects are implemented in these courses, and particularly we report the effectiveness of group projects in students’ learning through an assessment performed in these courses. The purpose of this across-the-curriculum assessment is partly driven by the recent AACSB requirement of the assurance of learning standards in each of the curricular programs of business schools.
EFFECTIVITY IMPROVEMENT OF HYBRID PROJECT MANAGEMENT WATER-SCRUM-FALL WITH SIX SIGMA IMPLEMENTATION
Authors: Aria Setyoko; Teguh Rahardjo; Nur Fitriani Anita
Year: 2024

In software development projects there is continuous development aimed at increasing the efficiency and effectiveness of the team in providing software quality and customer satisfaction. The problem is that many projects are planned using a waterfall approach by clients, therefore some tools are needed to balance this situation. This research aims to evaluate the effectiveness of hybrid methodologies in software development by uncovering the use of a combination of Waterfall and Agile Scrum methodologies with the application of Six Sigma. This hybrid methodology was deemed suitable for combining the plan- and contract-based characteristics of Waterfall with the flexibility and rapid iteration of Agile Scrum. The use of Six Sigma is used to focus on change, assist in systematically identifying and correcting process problems, and process improvement. In research methods, sample teams run different methodologies on similar software projects. Hybrid project management is carried out by applying the Waterfall approach in planning and contracts. At the same time, each phase in Waterfall is iterated using Agile Scrum to ensure flexibility and adaptability. The research results found that this hybrid method can increase team efficiency, reduce development cycle time, detect higher defects in each sprint, increase the final quality of the software, and finally increase the Sigma Index with a team comparison of σ=3.22 and σ= 3.11 and higher compared to teams that only use Agile-Scrum. In conclusion, the integration of Waterfall, Agile Scrum, and Six Sigma can be an effective strategy to face the challenges of modern software development.
Selected Topics in Management and Modeling of Complex Systems: Editorial Introduction to Issue 15 of CSIMQ
Authors: P. Forbrig
Year: 2018

The 15th issue of CSIMQ presents articles discussing management and modeling aspects of informatics research. The provided models and their application help to understand the domains under discussion. The models range from socio-technical models over business process models to models of usable graphical interfaces. Readers might find a lot of interesting aspects in this broad spectrum of management and modeling research. The published articles support management and modeling of complex systems in different ways on different levels of abstraction. The research results reflected in the articles can help to fill knowledge gaps and facilitate decision making in project management, business process management, very complex domain analysis, and data-intensive cyber-physical systems engineering.
COST ANALYSIS ON THE CONSTRUCTION OF SPORTS FACILITIES IN KEDEWAN SUB-DISTRICT, BOJONEGORO DISTRICT WITH EVM (EARNED VALUE METHOD)
Authors: Sanda Praja Riduwan; Budi Witjaksana; H. T. Tjendani
Year: 2024

The implementation of construction work has the main targets in construction management, such as construction costs, quality of construction work and construction implementation time. Construction activities can be declared successful in their management if they produce work products with the quality criteria that have been determined, on time, and according to the agreed costs. Using EVM (Earned Value Method) in project management can be used to determine cost performance and implementation time during the project and the indicators used for analysis include: BCWP (Budget Cost of Work Performance), BCWS (Budget Cost of Work Schedule), ACWP (Actual Cost of Work Performance), SV (Schedule Variance), CV (Cost Variance), SPI (Schedule Performance Index), CPI (Cost Performance Index), EAS (Estimated At Schedule) and ETS (Estimated Temporary Schedule). By using this method in the Sports Facilities Construction Project, Kecamatan Kedewan, Kabupaten Bojonegoro, the ACWP (Actual Cost of Work Performed), BCWP (Budgeted Cost of Work Performed), and BCWS (Budgeted Cost of Scheduled) values were obtained. The CV value obtained <0 in weeks 1 to 7 indicates that the costs incurred were greater than the plan, but in weeks 8 to 15 the CV value >0 means that in that week the costs incurred were less than the plan. Meanwhile, meaning the project is experiencing a delay from plan. The estimated of the completion budget requirement obtained from the ETC (Estimate to Compile) value is Rp. 3,345,105,521.28, while the estimated final total project cost obtained from the EAC (Estimate at Complete) value is Rp. 5,680,868,593.22.
An Introduction to Research for Primary Dental Care Clinicians
Authors: K. eaton; L. Wiles; D. O'Malley
Year: 2012

INTRODUCTION
This paper, the ninth and final one in the series, will address the tenth and final stage of a research project suggested in the first paper. The ten suggested stages are: 1. The initial idea (asking a research question). 2. Searching the literature. 3. Refining the research question. 4. Planning the study. 5. Writing a protocol. 6. Obtaining ethical approval and funding. 7. Piloting the methodology and project management. 8. Collecting data. 9. Analysing the data. 10. Writing up and disseminating the results. The paper outlines the steps that authors should take when seeking to publish the results of research in peer-reviewed journals and how to disseminate results through presentations at scientific conferences. These steps represent the final stage in the research process.
A Cloud-KPIs Dashboard to Evaluate Agile Development Teams' Performance
Authors: Roberto Limón Ulloa; Richard de Jesus Gil Herrera
Year: 2024

In agile software development, the performance of human development teams is pivotal for project success, yet assessing their performance can be challenging, given the flexibility of agile project management. This article introduces predictive metrics for evaluating development teams, including indicators like delivery speed, code quality, internal collaboration, and problem-solving efficiency. It also discusses the tools and techniques available for measuring team performance, such as productivity tracking, code quality analysis, and feedback from users and customers. Real-world experiences with these metrics demonstrate their effectiveness in significantly enhancing human development teams' efficiency and effectiveness in managing agile software projects. By utilizing these metrics, development teams can pinpoint areas for improvement, adapt to changes, and enhance their capacity and skills to meet project objectives. In conclusion, this article underscores how predictive metrics contribute to the success of development teams in agile software projects within an ever-changing.
Application of the project approach in the organization's activities
Authors: Светлана Вячеславовна Штебнер; К.А. Чубрина
Year: 2020

В современных рыночных условиях залогом успешной деятельности любого предприятия или организации выступает грамотная организация проектной деятельности. Эффективность управления проектами определяется не только бюджетом проектов, их сроками и качеством, но и работой команды проекта, состоящей из высококвалифицированных кадров. Только правильное применение проектного подхода к деятельности организации может обеспечить высокий уровень ее функционирования и конкурентоспособности на рынке товаров и услуг. В статье на основе анализа существующих концепций проектного управления, были определены принципы проектной деятельности и проектного управления, выделены преимущества проектного подхода к деятельности организации. Эффективное управление проектами снижает риски проектов, позволяет оптимизировать время их выполнения, повышает качество выполнения и производительность труда предприятия, позволяет и дальше совершенствовать проектную деятельность организации.
 In modern market conditions, the key to the success of any enterprise or organization is a competent organization of project activities. The effectiveness of project management is determined not only by the budget of projects, their timing and quality, but also by the work of the project team, which consists of highly qualified personnel. Only the correct application of the project approach to the organization's activities can ensure a high level of its functioning and competitiveness in the market of goods and services. In the article, based on the analysis of existing concepts of project management, the principles of project activity and project management were defined, and the advantages of the project approach to the organization's activities were highlighted. Effective project management reduces project risks, allows you to optimize the time of their implementation, improves the quality of implementation and productivity of the enterprise, and allows you to further improve the organization's project activities.
A proposal of indicators for the development of Brazilian scientific research in the perception of specialists
Authors: Fábio Aquino da Silva; M. Meiriño; M. Méxas; Izabella Rampasso
Year: 2023

This study proposes indicators that guide the induction, contraction and monitoring of scientific research whose funding source is government resources. The bibliographic research methodology enabled the mapping of a set of variables through the application of questionnaires to specialists and the use of the Fuzzy Delphi technique in order to analyze the selected variables selected validated by the specialists. The results identified 34 important indicators that can guide the induction, contracting, monitoring and results of scientific research to reduce any discrepancies in the analysis of research projects financed by organizations and instances that promote scientific research. Such validated indicators can serve as important public policy indicators to optimize the use of research resources. It is possible to conclude that the proposal favors the development of a research project management flow as reflected in the systematic use of indicators.
Program management challenges of clinical studies: A qualitative critical assessment
Authors: G. Gupta; R. Mahor; N. Pawar; R. Gumashta; J. Gumashta
Year: 2023

Background: Organization, coordination, and discipline are required to complete any intricate operation, conducting a clinical experiment is no different. There are usually many moving components, from designing a plan, to conveying changes, to calculating risk, and excellent project management which are necessary to guarantee the study works successfully. Past evidence suggested that roadblock at any level hampers the progress of the clinical research. Understanding program management challenges hence becomes the key for timely and effective completion of clinical research. Methods: A cross-sectional qualitative enquiry involving stakeholders in clinical research program management. We used problem tree-based approach wherein we documented views of various stakeholders to understand the interaction, interdependence, and related interventional needs of bottlenecks for long-term research gains using modern management methods applicable in clinical settings. The best fit approach was also explored to augment maximum benefit in limited resource settings. Results: Non-alignment with state policy aims, a lack of effective coordination and communication among members, challenging logistic management, limited use of technology, a need for training, and an inefficient monitoring mechanism were among the major issues highlighted, and solutions were proposed. Conclusion: Study concludes that an Integrated Process-cum-Timeline-Based Management strategy with multisectoral emphasis is ideal for program management of clinical projects.
Automatic Creation of a Countermeasure Plan against Process Delay Based on Fast-Tracking
Authors: Rihito Yaegashi; D. Kinoshita; Yuichirou Hayashi; Keiichi Nakamura; Hiroaki Hashiura; S. Komiya
Year: 2006

Recently, some techniques for a very short-period software development which is called “Agile” have been proposed. In order to avoid risks, it has been considered as a taboo that the Post-work is started before the Pre-work is completed. However, we might have to break a taboo to recover a process delay. Therefore, this paper proposes a method to make a successful schedule plan automatically. The process delay can be recovered by breaking the taboo. This paper also proposes a method which is able to make a countermeasure plan automatically against a process delay by means of 'Fast-Tracking', and finally proves that our method is effective in a software project management by showing an example of the system.
Learning Information Systems Engineering and Its Management from Experience of a Tiny Project through University-Industry Collaboration
Authors: Yoshiaki Matsuzawa; H. Ohiwa
Year: 2007

We have developed a training course where both undergraduate students and engineers in industry collaboratively learn a construction of information systems through project-based learning. The project is composed of two to four students and a project manager from an IT company. They try to develop a tiny information system for real clients and users. Through this project, students develop communication skills to acquire the client's requirements. They are able to learn from several different companies' philosophies and engineering methodologies by observing multiple projects. Project managers from the IT industry can experience the difficulty of project management such as clarifying the project scope, balancing between delivery and quality, and problem- finding/solving in the project. Our experience showed that although projects are very small in scale, common problems that are similar to actual large-scale projects occurred, due to the students' lack of skills.
The Contingent Effects on Project Performance of Conducting Project Reviews and Deploying Project Management Offices
Authors: Li Liu; P. Yetton
Year: 2007

There is little empirical evidence on the benefits of deploying a project management office (PMO) and/or conducting project reviews. Drawing on the information processing view of organizations, goal setting and social cognitive theory, this study investigates the effects of those two organizational mechanisms on the project performance of organizations in the construction and information systems (IS) industries. The results show that the effects on project performance of deploying PMOs and conducting project reviews are contingent on task uncertainty. Construction organizations improve their project performance by conducting project reviews to provide performance feedback to the project teams, enabling them to make timely adjustments to their project management strategies. In contrast, IS services organizations improve their project performance by deploying PMOs to facilitate cross-project learning.
Study on Influencing Factors of the Elasticity of Safety Management System of Prefabricated Construction Project
Authors: Pengfei Zhang; Hui Sun; Xue-feng Liu; Ming Liu
Year: 2023

: Safety is the primary goal of construction project management and the key link to ensure the continuous progress of the project. Traditional safety management methods mainly emphasize the effective avoidance or reduction of risk factors by taking preventive measures, while the system elasticity theory can improve the adaptability of construction project safety management to external risk changes to a certain extent, and promote the improvement of site safety management level. This paper mainly analyzes the resiliency of assembly-type building safety management system from three dimensions, and proposes a series of safety management measures; provide ideas to promote the development of assembly-type building safety management in our country.
Requirements volatility in software architecture design: an exploratory case study
Authors: Sanja Aaramaa; Sandun Dasanayake; M. Oivo; Jouni Markkula; S. Saukkonen
Year: 2017

Requirements volatility is a major issue in software (SW) development, causing problems such as project delays and cost overruns. Even though there is a considerable amount of research related to requirement volatility, the majority of it is inclined toward project management aspects. The relationship between SW architecture design and requirements volatility has not been researched widely, even though changing requirements may for example lead to higher defect density during testing. An exploratory case study was conducted to study how requirements volatility affects SW architecture design. Fifteen semi-structured, thematic interviews were conducted in the case company, which provides the selection of software products for business customers and consumers. The research revealed the factors, such as requirements uncertainty and dynamic business environment, causing requirements volatility in the case company. The study identified the challenges that requirements volatility posed to SW architecture design, including scheduling and architectural technical debt. In addition, this study discusses means of mitigating the factors that cause requirements volatility and addressing the challenges posed by requirements volatility. SW architects are strongly influenced by requirement volatility. Thus understanding the factors causing requirements volatility as well as means to mitigate the challenges has high industrial relevance.
A Soft Systems Methodology Application to Promote the Multidimensional Model of e-Government Project Management in Indonesia’s Construction Services
Authors: Chomistriana Dewi; Mulyono T. Agus; Najid Najid
Year: 2023

The Integrated Construction Services Information System (ICSIS) project is one of the Indonesian government's initiatives to meet public demand for better construction business services. Despite being in operation for approximately 6 (six) years, ICSIS performs poorly. Fragmented business processes, noninteroperable systems, and unaccountable data all demonstrate poor performance in this regard. With all the best efforts, ICSIS only reaches 12% of the total target users. This paper discusses a problem-structuring approach to problem analysis and comprehension, as well as the critical factors to consider through stakeholder interaction. From various perspectives, the results of this structuring phase using literature study, comparative analysis and soft systems methodology indicate that multidimensional factors must be considered in order to achieve the expected ICSIS values. This technique assists decision makers in developing a multidimensional model in ICSIS project management with the goal of fostering more dependable and long-term e-government in the construction services.
The story of the green PM
Authors: Eman Deabil
Year: 2024

The book review introduces the concept of the Green PMO (Project Management Office), an initiative led by Eman Deabil to integrate sustainability into project management practices. It explores how the Green PMO was conceived, driven by global challenges like climate change and social inequalities, and developed into a collaborative book involving professionals from over 20 countries. The Green PMO provides practical frameworks, strategies, and case studies to help PMOs embed sustainability in their operations. By uniting project managers globally, it aims to drive meaningful, lasting change while fostering thought leadership and networking opportunities in sustainable project management.