derhan/semantic-scholar-manajemen-proyek huggingface dataset:
Analysis of Interactions and Effectiveness in Managing ESI Projects in Croatian Higher Education: Insights from Empirical Research
Authors: F. Urem; N. Pintarić; Darko Jurekovic
Year: 2024

This paper explores the management and implementation of higher education infrastructure projects funded by European Structural and Investment (ESI) Funds in Croatia for the period between 2014 and 2020. Focusing on projects under the Operational Programme Competitiveness and Cohesion, particularly those enhancing student accommodation, it analyzes the allocation of 10.731 billion EUR from various ESI funds, including the European Regional Development Fund (ERDF). The study describes the institutional framework involving the Managing Authority (MA) and the Central Finance and Contracting Agency (CFCA) as the Implementation Authority (IA). It examines their roles in ensuring transparent, efficient, and adaptable project management. Feedback from project users, mainly universities and polytechnics, was gathered through a structured questionnaire. The survey assessed their perceptions of CFCA’s effectiveness in communication, support, and response to project changes. Obtained results suggest a generally positive view of CFCA’s role, especially in providing support and impacting project quality. However, the need to improve response timeliness and project adaptability was also highlighted.
Cost Estimation and Project Completion Time with Earned Value Analysis Approach on Waru-Buduran Frontage Road Project In Sidoarjo
Authors: Suparno Suparno; H. T. Tjendani; Budi Witjaksana
Year: 2025

The construction project of the Frontage Road Waru-Buduran in Sidoarjo has faced significant delays, highlighting the critical challenges in maintaining project efficiency. This study aims to analyze the cost and schedule estimates for the remaining work, as well as the total project completion using the Earned Value Analysis (EVA) method. The analysis results reveal a progress deviation of -9.911% by week 14 out of the total planned 21 weeks, indicating substantial schedule delays. Final completion estimates indicate a delay of 16.5 days and cost efficiency of IDR 1,246,797,954.06 (3.8%), demonstrating effective cost management despite schedule setbacks. EVA has proven effective in integrating cost and schedule performance indicators, such as Schedule Performance Index (SPI) and Cost Performance Index (CPI), to provide a comprehensive evaluation of project health. The findings emphasize the importance of early identification of deviations through EVA to implement corrective strategies, such as resource reallocation, schedule adjustments, and improved stakeholder coordination. The application of EVA enables project managers to predict potential risks, mitigate delays, and optimize resource utilization to achieve project objectives. This study provides valuable insights for project management practices, offering practical guidelines for addressing the complexities of construction projects. By utilizing EVA, project managers can ensure better decision-making, improve time and cost efficiency, and minimize conflicts arising from deviations in project execution. The findings serve as a reference for adopting EVA as a standard method in construction management to enhance overall project performance and ensure timely completion within budgetary constraints.
We're not in Kansas Anymore, Toto: Mapping the Strange Landscape of Complexity Theory, and Its Relationship to Project Management
Authors: T. Cooke‐Davies; S. Cicmil; L. Crawford; K. Richardson
Year: 2007

Both practitioners and researchers in the field of project management have referred to problems caused by complexity or problems of particular significance to complex projects. In different scientific disciplines investigations into the behavior of complex dynamical systems are revealing insights that, taken together, amount to a challenge to the prevalent Cartesian/Newtonian/Enlightenment paradigm from which the practice of project management has emerged. Concepts such as nonlinearity, emergence, self-organization, and radical unpredictability have major implications for the uncodified paradigm that underpins project management practice and research. Taken together, they amount to a complementary way of thinking and talking about projects and their management that might shed new light on intractable problems that appear to plague certain areas of project management practice. One strand within complexity studies that holds particular promise is complex responsive processes of relating, a means of talking about how human beings interact and learn and how their interactions evolve over time and across space. A new program of research, of which this paper forms part, will apply this conceptual framework to the lived experience of project teams, including executive sponsors, project managers and project team members.
Organizational Transformation with Scrum: How a Venture Capital Group Gets Twice as Much Done with Half the Work
Authors: J. Sutherland; Igor Altman
Year: 2010

OpenView Venture Partners is a venture capital fund that uses Scrum as best practice in software development and for project management in all other parts of the organization. OpenView is the first high-performance non-software Scrums that has documented twice as much value produced in fewer working hours. The model at OpenView provides a working manual on how to do Scrum outside of software development. Their aggressive removal of impediments (take no prisoners!) distinguishes them from Scrum implementations that are captive of their institutionalized waste. The founder of OpenView saw that maximum productivity in Scrum occurs at a sustainable pace with less hours of work per week than without Scrum. He set the goal of reducing hours of work while doubling production and the Scrum teams exceeded his expectations. Focus on removal of impediments led to reorganization of the teams several times a year and showed how to capitalize on Scrum as a powerful organizational transformation tool.
Improving AEC Project Performance in Syria Through the Integration of Earned Value Management System and Building Information Modelling: A Case Study
Authors: Taher Salamah; A. Shibani; Kheder Alothman
Year: 2023

The Construction sector in Syria is adversely far beyond other industries in terms of economic growth rate and technological advancements, in what makes AEC projects less committed to schedule, cost, and quality. Yet, there aren’t binding criteria that stakeholders, such as contractors, and design and implementation firms might adhere to. This study explores the performance of implementing construction projects to establish a methodology to enhance schedule and cost performance through the use of Earned Value Management System (EVMS) and Building Information Modelling (BIM). This research will be key in determining key mechanisms and approaches in regards to AEC project management to improve project performance and achieve optimal efficiency regarding cost, schedule, and scope of the projects. A case study will be conducted through stages, starting with redoing the project using BIM; then using EVMS to track the schedule of the project; and finally ending with a comparison between the traditional methodology. The study suggests new methodology to the AEC projects in Syria to enhance cost and schedule performance, in addition to quantity surveying, using the EVMS and BIM. This study will constitute a cornerstone for researchers to enhance construction project management practices by using EVMS and BIM, for it is a new field of research in Syria that will help decision makers in the AEC industry to adopt a new methodology that improves upon the construction sector situation. Finally, this study will pave the way to contribute in the establishment of BIM standards and EVMS guidelines.
Managing the Company's Digital Capability
Authors: Melita Draganić
Year: 2023

The framework for assessing the company's digital capability includes six key areasthat can be individually evaluated to consider the overall maturity of a company's digitalcapability. According to this framework key areas are innovation capability,transformation capability and IT excellence as digital transformation enablers andcustomer centricity, effective knowledge worker and operational excellence as digitaltransformation goals. The focus of this research is the area of operational excellence.The purpose of the paper is to assess how the manufacturing company manages thedigital transformation of the operational excellence. In the paper, the digital capabilitymaturity model (DCMM) and its corresponding business transformation managementmethodology (BTM2) are used for this assessment. The BTM2 includes ninemanagement disciplines and each of them is individually evaluated for the case of theoperational excellence. These are the following disciplines: strategy management,value management, risk management, business process management, IT management,change management, training management, project management and metamanagement. According to the obtained assessment results the maturity of managementdisciplines for the case of operational excellence within the examined company ismostly reactive (maturity level 2). In order to improve the digital transformation of thecompany's operational excellence, it is necessary to define digital use cases based onthe new technologies and map them to the existing maturity model of operationalexcellence of the company. It is necessary to consider the requirements of stakeholdersregarding the benefits and risks of new digital technologies to improve the operationalexcellence of the company. Accordingly, the company should to define a new strategicplan and align it with the new IT strategy. For this purpose, COBIT 5 framework isused in the paper. The contribution of this research is in the proposed and describedthree-step approach to managing the operational excellence of companies andimproving the level of digital capabilities of companies.
WikiTrails: augmenting Wiki structure for collaborative, interdisciplinary learning
Authors: Silvan Reinhold
Year: 2006

Wikis are currently in high demand in a large variety of fields, due to their simplicity and flexible nature. Documentation, reporting, project management, online glossaries and dictionaries, discussion groups, or information systems are just a few examples of possible Wiki applications. Their popularity has also begun drawing the attention of teachers and educators, who realize that Wikis facilitate collaborative finding, shaping, and sharing of knowledge, as well as communication, all of which are essential properties in an educational context. In order to leverage the possibilities that Wiki systems offer for didactic and interdisciplinary scenarios, this paper examines how Wiki functionality can be extended in order to better suit the requirements posed by such environments and their participants. A concept is suggested that allows building context and structure around the content and existing information organization, using trails, or paths, through the Wiki content. These can either be added manually, or inferred automatically by an integrated tracking mechanism that makes use of the implicit navigational information left behind by the users as they browse the Wiki. Finally, an actual implementation of the concept is presented and discussed, followed by an outlook on future developments and possible uses.
Capability-based Project Scheduling with Genetic Algorithms
Authors: Yujia Ge; Carl K. Chang
Year: 2006

Task assignments and scheduling have always been crucial to the software development process, and the quality of those assignments will greatly influence the success of a project. During the software project management process, it is intuitive but often neglected to assign the right people to do the right task. Our earlier models, task-based model and timeline-based model, applied genetic algorithms (GAs) to software project scheduling problems. This paper extends those works by proposing a capability-based scheduling framework, in which personnel/team capability, is simulated. The new model is described along with a new GA that produces optimal or near-optimal schedules. Simulation results show that this new model enhances the ability of GA-based approaches and provides decision support under more realistic conditions.
Implementation of Road Equipment Installation in South Sumatera Province (Case Study of Installation of Street Lighting Equipment on the Betung – BTS Section, Palembang City)
Authors: Dedy Bantoro; Sri Suatmiati; Arief Wisnu Wardhana
Year: 2024

Road infrastructure plays a pivotal role in the development and functionality of urban areas, and installing road equipment, such as street lighting, is crucial for ensuring safety and accessibility. This study focuses on the implementation of road equipment installation, with a specific case study of installing street lighting equipment on the Betung – BTS section in Palembang City, South Sumatra Province. The research employs a comprehensive approach, combining technical assessments, project management analysis, and stakeholder engagement evaluations. It examines the planning and design phases of the street lighting installation, considering factors such as traffic patterns, safety requirements, and energy efficiency. The study also investigates the procurement process for the equipment, including vendor selection, quality control, and cost management. Furthermore, the research evaluates the installation process, including on-site challenges, coordination among involved parties, and adherence to established timelines. The effectiveness of the installed street lighting equipment in enhancing road safety and urban aesthetics is assessed through field observations and community feedback. The findings of this study aim to provide insights into the best practices and challenges encountered during the implementation of road equipment projects, mainly focusing on street lighting in the Betung – BTS section. Recommendations derived from the research contribute to optimizing future road equipment installations in South Sumatra Province, emphasizing the importance of efficient project management, technical considerations, and community engagement in achieving sustainable and safe urban infrastructure development.
Fatigue as a residual symptom of depression.
Authors: S. Targum; M. Fava
Year: 2011

FUNDING: There was no funding for the development and writing of this article. 
 
 
 
FINANCIAL DISCLOSURES: Dr. Targum has served as a consultant to, received grant/research support/honoraria from, owns stock options in, or owns copyrights to the following companies: Acadia, Affectis, Alkermes inc., Amgen, AstraZeneca, BioMarin, BrainCells Inc., CeNeRx, Cephalon, Cypress, CTNI MGH, Dynogen, EnVivo Pharmaceuticals, Euthymics, Forest Research, Functional Neuromodulation inc, Eli Lilly and Company, Johnson … Johnson PRD, INC Research, Methylation Sciences Inc., Memory Pharmaceuticals, Naurex Inc, NeoSync, Neurophage, Novartis Pharmaceuticals, Novartis Bioventures, Nupathe, Prana Biotechnology Ltd., Sunovion, Targacept, TauRx, Transcept, Wyeth labs. 
 
Dr. Fava has served as a consultant to, received grant/research support/honoraria from, owns stock options in, or owns copyrights to the following companies: Abbott Laboratories; Adamed, Co.; Affectis Pharmaceuticals AG; Alkermes inc., Amarin Pharma Inc.; Aspect Medical Systems; AstraZeneca; Auspex Pharmaceuticals; Bayer AG; Best Practice Project Management, Inc.; BioMarin Pharmaceuticals, Inc.; Biovail Corporation; BrainCells Inc; Bristol-Myers Squibb; CeNeRx BioPharma, Inc; Cephalon, Inc.; Clinical Trials Solutions, LLC; CNS Response, Inc.; Compellis Pharmaceuticals; Cypress Pharmaceutical, Inc.; DOV Pharmaceuticals, Inc.; Eisai Inc.; Eli Lilly and Company; EPIX Pharmaceuticals, Inc.; Euthymics Bioscience, Inc.; Eli Lilly and Company; Fabre-Kramer Pharmaceuticals, Inc.; Forest Pharmaceuticals, Inc.; GlaxoSmithKline; Gruenthal GmbH; Janssen Pharmaceutica; Jazz Pharmaceuticals, Inc.; Johnson & Johnson Pharmaceutical Research & Development, LLC.; Knoll Pharmaceuticals Corp.; Labopharm Inc.; Lorex Pharmaceuticals; Lundbeck Inc.; MedAvante, Inc.; Merck & Co., Inc.; Methylation Sciences; Neuronetics, Inc.; Novartis AG; Nutrition 21; Organon Pharmaceuticals; PamLab, LLC.; Pfizer Inc.; Pharmavite LLC.; Precision Human Biolaboratory; Prexa Pharmaceuticals, Inc.; PsychoGenics; Psylin Neurosciences, Inc.; Ridge Diagnostics, Inc.; Roche; RCT Logic, LLC; Sanofi-Aventis US LLC.; Sepracor Inc.; Solvay Pharmaceuticals, Inc.; Somaxon Pharmaceuticals, Inc.; Somerset Pharmaceuticals, Inc.; Takeda Pharmaceutical Company Limited; Tetragenex Pharmaceuticals, Inc.; TransForm Pharmaceuticals, Inc.; Transcept Pharmaceuticals, Inc.; Vanda Pharmaceuticals, Inc.; and Wyeth Pharmaceutical.
The status quo of information management in hospitals - results of an online survey
Authors: Christian Kücherer; Jan-David Liebe; M. Schaaf; Johannes Thye; B. Paech; A. Winter; F. Jahn
Year: 2016

Context: Information Management (IM) departments in hospitals provide IT services supporting patient care and administrative hospital functions. Complexity and impacts of IT failures are continuously increasing. Therefore, professional IM departments are necessary, even though their importance is commonly underestimated. Objective: Little is known about the organization and variety of IM departments in German hospitals. Therefore, we want to characterize their capabilities. In this paper, we present a study that analyzes the current status of IM in German hospitals in the dimensions (i) organization of IM departments, (ii) educational degree of Chief Information Officers (CIOs), (iii) communication of the CIO with the hospital management, (iv) usage of IT-processframeworks, and (v) application system categories used for IM-related tasks. Method: The evaluation is based on an online survey of 134 CIOs. The survey questions were developed according to domain-specific literature, the SNIK-ontology, and interviews with domain experts. The survey questions were improved by a pretest. Results: The survey indicates that most of the CIOs are graduates in informatics with 13 years of experience, who are responsible for one hospital without being member of the hospital management. CIOs communicate in weekly formal meetings with the hospital management where they discuss projects, finance, security, and critical ITand hospital services. Most IM departments do not use IT-process frameworks, but nearly all of the IM departments use ticketing systems, network management systems, project management tools, collaboration tools, BI tools, and ERP systems. The results show, that IM departments are generally well organized with the potential for improvement in IT-process-frameworks and application systems for IM functions.
Software process improvement programs: What are the pitfalls that lead to abandonment?
Authors: Regina Albuquerque; Gleison Santos; A. Malucelli; S. Reinehr
Year: 2021

While many organizations successfully embrace and experience software process improvement (SPI) benefits, others abandon the effort before realizing the total potential result of an SPI initiative. Therefore, researchers' interest in understanding the reasons why software organizations that have a successful start in adopting SPI abandon improvement initiatives after evaluation has increased. Thus, this work aims to investigate how the abandonment of SPI programs based on maturity models occurs after the evaluation. The multiple case study method was used with eight organizations. Data were analyzed using Grounded Theory open and axial coding procedures. The results show that SPI initiatives failed because of internal factors (people, SPI project management, organizational aspects, and processes) and external factors to the organizational context (country economic crisis, outsourcing, governmental political influence, and external pressure from the client). As a contribution, we highlight the identification of these factors that organizations can use to learn about their initiatives and avoid pitfalls that can lead to the abandonment of SPI.
DIGITAL MANAGEMENT TECHNOLOGIES IN ENTERPRISE MANAGEMENT
Authors: Mykola Sokolov; Vladyslav Kaplun
Year: 2024

The article delves into the elements of management technologies, in the corporate world. In today’s paced era of advancements and heightened market competition digital management technologies have emerged as vital assets for efficient enterprise administration. These innovative tools enable the automation and optimization of business management technologies have emerged as vital assets for efficient enterprise administration. These innovative tools enable the automation and optimization of business operations empowering organizations to adapt to changes and make well informed managerial choices. A key advantage of employing management technologies is the enhancement of staff productivity and efficiency. Through process automation employees are ableto execute their tasks accurately resulting in superior quality products or services and reduced production expenses. Supplementary advantages of integrating management in enterprises encompass decision making processes. By granting access to real time data and analytics digital technologies empower managers to promptly make decisions fostering improved planning and resource allocation that ultimately boosts overall operational efficiency within the enterprise. Moreover digital management technologies foster enhanced. Collaboration within settings. Utilizing tools such as project management software and communication platforms enables employees to collaborate irrespective of their physical locations thus cultivating a more united and productive work environment that enhances employee satisfaction levels and retention rates.Another advantage lies in the ability to enhance customer experience. Enterprises can gain an understanding of their customers needs and preferences by utilizing customer relationship management (CRM) systems and data analytics. This strategy enables them to customize products and services to align with customer requirements fostering loyalty, among customers. In addition, digital management technologies can improve risk management and compliance.
Earned value management in a data warehouse project
Authors: J. A. Gowan; Richard G. Mathieu; Mark B. Hey
Year: 2006

Purpose – Sets out to examine earned value management (EVM), a project management technique that relates resource planning to schedules, technical costs and schedule requirements.Design/methodology/approach – Provides an example of how EVM can be implemented in a data warehouse project and how it can be used as a tool to diagnose and solve problems.Findings – EVM is based on the belief that the value of the project increases as tasks are completed and therefore the earned value of a project is a measure of the real progress of that project.Originality/value – Offers a significant analysis of EVM, its benefits and pitfalls.
Cronus: A Task Management System to Support Software Development
Authors: Y. Ferreira; S. Rodrigues; Divany Gomes Lima; Márcio Luiz Ferreira Duran; José Roberto Blaschek; J. Souza
Year: 2009

Currently, information technology professionals have become increasingly interested in factors that may have an impact on project management effectiveness and the success of projects. This article introduces a task management tool wich complements traditional tools to support the planning, controlling and execution of software development projects.