derhan/semantic-scholar-manajemen-proyek huggingface dataset:
Teaching software project management using project based learning (PBL) and group projects
Authors: J. Straub; Scott D. Kerlin; D. Whalen
Year: 2017

While not included at some institutions and relegated to 3 (minimum) hours of core coverage by the ACM / IEEE Computer Society model curriculum, project management is becoming an integral component of computer science education. The prevalence of failed software projects dictates a focus on this discipline which provides the tools and processes relevant to effective performance of software creation, research and numerous other activities. Computer science students, however, are typically users of these skills and thus benefit from a practical, hands-on-approach that emphasizes learning usable skills over management theory (which they, generally, lack the foundational knowledge for). This paper compares and contrasts three different approaches taken to given students experience with a software project and its management with three different levels of project management emphasis at the University of North Dakota. Their learning relative to pre-defined outcomes was assessed and other sources of benefit were identified.
UNRAVELLING EFFECTS OF PROJECT COMPLEXITY ON PROJECT SUCCESS AND PROJECT MANAGEMENT SUCCESS: A META-ANALYTIC REVIEW
Authors: Zhibin Hu; Guangdong Wu; Junwei Zheng; Xianbo Zhao; J. Zuo
Year: 2023

Construction project complexity can be daunting, so both academics and practitioners have been looking for guidance. Previous studies have attempted to reconcile the inconsistencies and complexities in the relationships among project complexity, project success, and project management success. However, such research has failed to establish these clear relationships. Accordingly, the approach of systematic review and meta-analysis is applied in this study to investigate and compare how different project complexity affects project success and project management success by selecting 22 articles and 77 effect sizes. The results indicate that integrational complexity significantly positively affects project success, whereas it is not significantly negatively associated with project management success. Within a technical-organizational-environmental (TOE) framework, effects of organizational, environmental, and technical complexity on project success and project management success are also discussed here. A possible moderator (the national/regional income level) is tested and verified. The findings contribute to the system of knowledge on project complexity and provide guidelines for decision-makers to achieve a balance between project success and project management success in routine operation of construction projects.
Knowledge extraction of the behaviour of software developers by the analysis of time recording logs
Authors: Arturo Peralta; F. P. Romero; J. A. Olivas; Macario Polo
Year: 2010

Software development project management has a poor reputation in terms of avoiding cost and schedule overruns. The cause of this situation is based on the feature of the software development process that is characterized by quickly growing complexity and change. Therefore, there are many uncertainties to define exactly the necessary time to complete a tasks according to the person's performance. In this scenario Soft-Computing techniques may offer new approaches with the aim of helping the participants of the project to manage their time, give priority to their activities and readjust the work to complete satisfactorily the project tasks. This work presents an automatic features extraction process with the aim of defining the elements involved in a software project. This knowledge is represented by means fuzzy sets and fuzzy prototypes. The source of data is the Personal Software Project time recording logs. A preliminary experiment illustrates the feasibility of this approach.
A Framework for BIM-Enabled Life-Cycle Information Management of Construction Project
Authors: X. Xu; Ling Ma; L. Ding
Year: 2014

BIM has been widely used in project management, but on the whole the applications have been scattered and the BIM models have not been deployed throughout the whole project life-cycle. Each participant builds their own BIM, so there is a major problem in how to integrate these dynamic and fragmented data together. In order to solve this problem, this paper focuses on BIM-based life-cycle information management and builds a framework for BIM-enabled life-cycle information management. To organize the life-cycle information well, the information components and information flow during the project life-cycle are defined. Then, the application of BIM in life-cycle information management is analysed. This framework will provide a unified platform for information management and ensure data integrity.
Adopting Agile software development: the project manager experience
Authors: Katie Taylor
Year: 2016

Purpose 
 
 
 
 
Early research into Agile approaches explored particular practices or quantified improvements in code production. Less well researched is how Agile teams are managed. The project manager (PM) role is traditionally one of “command and control” but Agile methods require a more facilitative approach. How this changing role plays out in practice is not yet clearly understood. The purpose of this paper is to provide insight into how adopting Agile techniques shape the working practices of PMs and critically reflect on some of the tensions that arise. 
 
 
 
 
Design/methodology/approach 
 
 
 
 
An ethnographic approach was used to surface a richer understanding of the issues and tensions faced by PMs as Agile methods are introduced. Ethnographic fiction conveys the story to a wider audience. 
 
 
 
 
Findings 
 
 
 
 
Agile approaches shift responsibility and spread expert knowledge seeming to undermine the traditional PM function. However, the findings here show various scenarios that allow PMs to wrest control and become more of a “gate-keeper”. Ethnographic fiction communicates a sense of the PMs frustration with the conflict between the need to control and the desire for teams to take more responsibility. 
 
 
 
 
Originality/value 
 
 
 
 
Stories provide insight and communicate the experiential feel behind issues faced by PMs adopting Agile to surface useful knowledge. The objective is not how to measure knowledge, but how to recognize it. These reflections are valuable to fellow researchers as well as practitioners and contribute to the growing literature on Agile project management.
Implementing large projects in software engineering courses
Authors: D. Coppit
Year: 2006

In software engineering education, large projects are widely recognized as a useful way of exposing students to the real-world difficulties of team software development. But large projects are difficult to put into practice. First, educators rarely have additional time to manage software projects. Second, classrooms have inherent limitations that threaten the realism of large projects. Third, quantitative evaluation of individuals who work in groups is notoriously difficult. As a result, many software engineering courses compromise the project experience by reducing the team sizes, project scope, and risk. In this paper, we present an approach to teaching a one-semester software engineering course in which 20 to 30 students work together to construct a moderately sized (15 KLOC) software system. The approach combines carefully coordinated lectures and homeworks, a hierarchical project management structure, modern communication technologies, and a web-based project tracking and individual assessment system. Our approach provides a more realistic project experience for the students, without incurring significant additional overhead for the instructor. We present our experiences using the approach the last 2 years for the software engineering course at The College of William and Mary. Although the approach has some weaknesses, we believe that they are strongly outweighed by the pedagogical benefits.
A research framework for tackling brownfield problems in China using project management theory
Authors: Yuming Zhu; K. Hipel; G. Peng
Year: 2008

A research framework based on project evaluation theories and methods is designed for tackling brownfield problems in China. The proposed framework illustrates the steps for investigation of various issues of brownfields in China including the analysis and summary of the current research situation and achievements of brownfield redevelopment activities in China; the construction of an ecosystem-oriented, stakeholder-based full life span integrated evaluation criterion system; and the establishment of a soft evaluation and decision system for brownfield redevelopment project. A Grey Theory-based Grey AHP evaluation model is also proposed to show how a soft evaluation and decision model works in a brownfield redevelopment project evaluation. The proposed framework can give guidance to systematically solving brownfield problems in China.
Measuring the Project Management Complexity: The Case of Information Technology Projects
Authors: R. Poveda-Bautista; J. Diego-Mas; Diego Leon-Medina
Year: 2018

Complex projects require specific project management (PM) competences development. However, while no complex projects have standards that are recognized to guide their management, complex projects do not have guides to deal with their complexity. To lead complex projects to success, this complexity must be measured quantitatively and, in our opinion, project management complexity assessment should be based on existing PM standards. In this work, the main project complexity assessment approaches based on PM standards are analyzed, observing that International Project Management Association (IPMA) approach is the closest to a tool that can be used as a complexity quantitative measurement system. On the other hand, several authors have shown that the inherent complexity of specific kind of projects must be measured in a particular way. The main objective of this research is to propose a project management complexity assessment tool for IT projects, providing a Complexity Index that measures the impact that complexity factors inherent to IT projects have under a specific complexity scenario. The tool combines the use of complexity factors defined by IPMA approach and the use of complexity factors found in the literature to manage inherent complexity of IT projects. All these factors were validated by expert survey and the tool was applied to a study case.
SIDD - SCRUM Iteration Driven Development: An Agile Software Development and Management Process Based on SCRUM (S)
Authors: Tayse Virgulino Ribeiro; Cristina D'Ornelas Filipakis Souza; Heloise Acco Tives Leão
Year: 2018

Scrum Iteration Driven Development is an agile, Scrumbased process that allows the management and development of software, making possible an improvement in the software development process, with the objective of assisting in the management and planning of software projects. The proposal of Scrum Iteration Driven Development (SIDD) is to be an agile process capable of directing development and management activities. Therefore, considers the context of the company, to help them follow the principles of this process in its entirety, without the need for complementary techniques. Finally, to disseminate the results of the work, an interactive presentation area of the SIDD process was developed with information related to the software development and management process, with the intention of being a guide to assist the users in the project management process1.
Efficient Indicators to Evaluate the Status of Software Development Effort Estimation inside the Organizations
Authors: Elham Khatibi; R. Ibrahim
Year: 2012

Development effort is an undeniable part of the project management which considerably influences the success of project. Inaccurate and unreliable estimation of effort can easily lead to the failure of project. Due to the special specifications, accurate estimation of effort in the software projects is a vital management activity that must be carefully done to avoid from the unforeseen results. However numerous effort estimation methods have been proposed in this field, the accuracy of estimates is not satisfying and the attempts continue to improve the performance of estimation methods. Prior researches conducted in this area have focused on numerical and quantitative approaches and there are a few research works that investigate the root problems and issues behind the inaccurate effort estimation of software development effort. In this paper, a framework is proposed to evaluate and investigate the situation of an organization in terms of effort estimation. The proposed framework includes various indicators which cover the critical issues in field of software development effort estimation. Since the capabilities and shortages of organizations for effort estimation are not the same, the proposed indicators can lead to have a systematic approach in which the strengths and weaknesses of organizations in field of effort estimation are discovered.
A Preference Biobjective Evolutionary Algorithm for the Payment Scheduling Negotiation Problem
Authors: Zhixuan Zhang; Wei-neng Chen; Hu Jin; Jun Zhang
Year: 2020

The resource-constrained project scheduling problem (RCPSP) is a basic problem in project management. The net present value (NPV) of discounted cash flow is used as a criterion to evaluate the financial aspects of RCPSP in many studies. But while most existing studies focused on only the contractor’s NPV, this article addresses a practical extension of RCPSP, called the payment scheduling negotiation problem (PSNP), which considers both the interests of the contractor and the client. To maximize NPVs of both sides and achieve a win–win solution, these two participants negotiate together to determine an activity schedule and a payment plan for the project. The challenges arise in three aspects: 1) the client’s NPV and the contractor’s NPV are two conflicting objectives; 2) both participants have special preferences in decision making; and 3) the RCPSP is nondeterministic polynomial-time hard (NP-Hard). To overcome these challenges, this article proposes a new approach with the following features. First, the problem is reformulated as a biobjective optimization problem with preferences. Second, to address the different preferences of the client and the contractor, a strategy of multilevel region interest is presented. Third, this strategy is integrated in the nondominated sorting genetic algorithm II (NSGA-II) to solve the PSNP efficiently. In the experiment, the proposed algorithm is compared with both the double-level optimization approach and the multiobjective optimization approach. The experimental results validate that the proposed method can focus on searching in the region of interest (ROI) and provide more satisfactory solutions.
The influence of empowerment on collaboration and knowledge sharing and their influence on project success.
Authors: S. Wagan; S. Sidra; M. Hoque
Year: 2025

The purpose of this research is to evaluate the effects that empowerment has on the sharing of information and cooperation in an effective project management setting. The purpose of this study is to investigate the direct impacts of empowerment, which will be evaluated based on autonomy and responsibility, on efficiency of cooperation between members of a team, the sharing of information, and the accomplishment of the project. A total of 228 Pakistani project managers were surveyed via the use of questionnaires, and the results were analyzed through the use of SPSS 25.0 and SMART software PLS 4. The findings demonstrated that empowerment has a beneficial impact on the cooperation and information sharing that occurs between team member exchanges and other project teams, which in turn has a favorable influence on the success of the project. While the responsibility of collaborators reflects positively in cooperation and information sharing, the autonomy that is assigned to the exchanges that take place between members of the project team encourages the sharing of knowledge and facilitates the success of the project. Not only do these findings help to the enhancement of theoretical understanding about project management, but they also enhance the practice of project team management. There is an increase in the likelihood of the project being successful as a result of their guidance to project managers on the delegation of autonomy and responsibility to team member exchanges. The research makes a contribution to the cultivation of improved project management techniques and highlights the significance of leadership abilities in the accomplishment of successful project outcomes.
Fuzzy Mathematical Model For Optimizing Success Criteria Of Projects: A Project Management Application
Authors: Mohammad Sammany; A. Steef; Nedaa Agami; T. Medhat
Year: 2024

It is well known over the recent years that measuring the success of projects under the umbrella of project management is inextricably linked with the associated cost, time, and quality. Most of the previous researches in the field assigned a separate mathematical model for each criterion, then numerical methods or search techniques were applied to obtain the optimal trade-off between the three criteria. However in this paper, the problem was addressed by linear multi-objective optimization using only one fuzzy mathematical model. The three criteria were merged in a single non-linear membership function to find the optimal trade-off. Finally, the proposed model is tested and validated using numerical examples.
Cost and Duration Optimization at Building C of Dharmais Cancer Hospital Jakarta with TCTO Method Using Primavera P6 Analysis
Authors: Sahda Aulia; Setiono Setiono; Muji Rifai
Year: 2024

In construction projects, cost and duration are important aspects but there are several factors that become obstacles. With these constraints, the project needs to organize its project management to keep it running according to the contract. The method that can be used to manage these obstacles is TCTO (Time Cost Trade Off). There are three scenarios used in this study, namely the addition of working hours, the addition of labors, and the combined (addition of working hours and labors), using the help of Primavera P6. This research aims to analyze the estimated total duration and cost obtained after optimization, compare the total duration and cost obtained before and after optimization, and recommend the most economical alternative among the scenarios carried out. The results of the optimization analysis carried out using additional working hours (scenario 1) are 611 days and an increase in costs; while with additional labors (scenario 2) are 632 days and a decrease in costs; and with combined (scenario 3) are 611 days and a decrease in costs. The most economical alternative from this study is to use scenario 2 because it reduces the duration and cost of the initial cost budget plan of the project.
Knowledge Management â€“ Decision Making Support in Project Environment
Authors: Jaromír Pitaš; Hubert Štofko
Year: 2012

Abstract A feature typical for project environment is uncertainty resulting from risks, changes and a unique procedure of the project implementation. The managers in such environment fairly often encounter unstructured problems that, when knowledge management is applied, can be transformed into structured problems. A correct conception of knowledge management in an organization and setting up the individual processes, which are carried out within project management, help to reduce uncertainty. In another case, it helps management in increasing the success probability while defining opportunities / threats, and thus also when selecting a project. Knowledge management helps the project team to identify the risks that might threaten the project objective. Knowledge management is a tool for fairly fast and convenient attainment of project’s success. Keywords: Knowledge management, project management, process, stakeholder, project team.
Redefining resilience: insights into project management’s capabilities of organisations through the pandemic and beyond
Authors: S. Malik; Rami Bustami
Year: 2024

PurposeTo better understand the resilience of project management (PM) companies post-pandemic and gain insights into the interplay of the level of preparation, the status of the project and the size of the company.Design/methodology/approachLogistic regression was used to analyse the data from 285 companies belonging to more than 7 sectors to understand the crucial factors required to have above-standard project performance post-pandemic.FindingsHigher project performance was observed in companies with more than 30 years of experience, whereas company history, target group or PM activity did not predict better project performance. The retail sector is leading across all the sectors, whereas the majority of companies have still not recovered from the pandemic.Research limitations/implicationsNew factors like planning and controlling phases in PM are identified in Gulf Cooperation Council (GCC) settings to be most impacted post-pandemic, whereas size and length of being in business are other key variables highlighted in this research for better PM performance post-pandemic.Originality/valueA large-scale analysis of 285 Saudi companies is quite novel in scale and innovation. This cross-sector empirical research highlights key areas of consideration post-pandemic, which were missing from the narrative due to access and emerging issues earlier.
Disaster recovery planning and business continuity for informaticians
Authors: H. F. Cervone
Year: 2017

Purpose 
 
 
 
 
The purpose of this paper is to address the problems associated with informatics and analytics projects that are developed in an “organic” manner. As such, this often circumvents formal project management principles and practices. The decision to do this is determined by organizational factors; however, even in an informal environment, ensuring that adequate disaster recovery and business continuity plans are in place for all mission-critical applications is vital to ensure the long-term survival prospects of an organization in the event of a disaster. 
 
 
 
 
Design/methodology/approach 
 
 
 
 
By adapting the principles and techniques of traditional disaster recovery and business continuity planning, an informatician can develop plans that integrate the requirements of their projects into a larger, organization-wide plan to recover from incidents and ensure continuity of business operations. 
 
 
 
 
Findings 
 
 
 
 
The use of disaster recovery planning and business continuity planning can help ensure the long-term viability of informatics and analytics projects within an organization. 
 
 
 
 
Originality/value 
 
 
 
 
Most business continuity planning is focused on projects that are formally developed and relatively large in scale. This paper applies these principles and practices to informatics and analytics projects that are developed informally and managed casually. Thorough an example, the point that more traditional disaster recovery and continuity practices can and should be applied in this less-formal environment is demonstrated.