derhan/semantic-scholar-manajemen-proyek huggingface dataset:
Työelämää simuloivat kurssit ja työelämäyhteistyö yliopistojen käännösalan koulutuksissa
Authors: Juha Eskelinen; Minna Ruokonen; Mary Nurminen; Leena Salmi; T. Holopainen; Jaana Puskala; Liisa Laukkanen; Gun-Viol Vik
Year: 2016

This article is based on papers presented at the seminar for the teachers’ and researchers’ section of the Finnish Association of Translators and Interpreters in August 2015. The theme of the seminar was courses currently offered within Finnish translator training that involve simulated or authentic aspects of professional business translation or are based on cooperation with the translation industry. After an overview of recent forms of cooperation at the five Finnish universities offering translator training, the article presents examples of courses with relevance for working as professional translators, interpreters, or other multilingual communications professionals. The examples include multilingual translation workshops involving project management, authentic or simulated translation assignments and a student-operated translation and interpreting co-operative. The article shows, firstly, that Finnish translator training offers a wide range of activities where the students not only have the opportunity to familiarize themselves with the demands and current practices of the industry but also to view them with a critical eye. Secondly, and perhaps even more importantly, the training institutions are motivated to develop translator and interpreter training further and to share experiences and good practices.
ANALISA PERUSAHAAN MANUFAKTUR PT. SINAR CAHAYA MARMER
Authors: Fendy Cuandra; Kevin Angelino; Tyana; Indah Chrystin Diana; Syelen; Alif Via Indira R
Year: 2023

Penelitian berjudul “Analisa Perusahaan Manufaktur PT. Sinar Cahaya Marmer” merupakan studi terhadap teori-teori manajemen operasional dalam salah satu perusahaan manufaktur Kota Batam. PT. Sinar Cahaya Marmer merupakan perusahaan yang bergerak dalam bidang supplier bahan bangunan, granit dan marmer berdiri pada tahun 2015. Penelitian dilaksanakan melalui memperoleh informasi dan data dari pemilik usaha dengan cara wawancara yakni pengumpulan data secara kualitatif. Perancangan produk atau pelayanan, strategi lokasi dan SDM beserta perancangan alokasi sumber dalam perusahaan. Berdasarkan hasil penelitian dapat disimpulkan, bahwa PT. Sinar Cahaya Marmer telah menerapkan teori Manajemen Operasional, Project Management, Forecasting, Design goods & services, Managing Quality, Process Strategies, Layout Strategies, Location Strategies, Supply Chain Management, Supplier Bahan Baku dan Inventory Management dengan benar.
Constructivism and Project Management
Authors: Sara Carbone; Lorenzo Gios
Year: 2014

Insofar “the therapist accelerates the tempo of the client’s experience” (Kelly, 1955b, p. 25), we might add that a project accelerates the tempo of the target’s experience. Being able to plan and carry out a project can be a relevant skill, even for job purposes, for psychologists working in the Health sector. Considering this premises and the commonalities that can been envisaged between the constructivist formulations, such as the Experience Cycle, and some Project Management Key features, such as the Project Cycle, in terms of emphasizing processes, through this article writers twill try to introduce to the Constructivist fellows and PCP colleagues some key concepts in project planning and management (PM).
Agile Blueprints: Navigating Project Management toward Sustainable Success: A Comprehensive Literature Synthesis and Managerial Compass
Authors: A. Alowais
Year: 2024




This paper is constructed to study the sustainable practices that project managers follow and their contribution to sustainability. This study divides the sustainability section into three pillars (Economic, Environmental, and social). Sustainability is still an emerging concept with multiple interpretations globally. This paper also discusses several scenarios comparing and contrasting those practices to draft suitable recommendations. Moreover, this paper studies the link between sustainability and agility. As this paper is conceptual in nature, only scholarly articles ranging from Q1 to Q4 can be accepted to report findings and critique academically. Primary methods will not be utilized in this paper. As per each contribution the findings are also categorized into three pillars of sustainability. The findings are linked codes to each sustainable practice as cited earlier including agility being an independent variable. The research recommends testing the hypothesis and propositions in case the study develops further. The findings from past literature will be utilized to create critical success factors and recommended models. As this paper is conceptual research, the paper lacks empirical data, and it uses inductive philosophy to create themes and findings.
Panel discussion: Business processes for applying de simulation effectively in manufacturing companies
Authors: Onur M. Ülgen; S. Bury; R. Lu; E. Williams; Demet C. Wood
Year: 2010

A panel of simulation managers from manufacturing companies discuss the following six topics: (1) How are managers responsible for manufacturing best persuaded to try simulation? (2) How can capturing the benefits of simulation best be made a regular process? What are the roles of model databases and reuse, input databases, standardization, change management, simulation project management, and training in such a process? (3) What other areas should one consider in addition to the ones listed in item 2 above in such a process? (4) Where should the Simulation Services Department reside in the organizational structure of a manufacturing company? Should it be centralized or decentralized? (5) How can simulation usage (“the first project”) best be undertaken to be a success? (6) How can momentum best be maintained after simulation usage is accepted?
Graph Databases and Robotic Process Automation: Achieving Improvement in Project Knowledge Management
Authors: Oliver Koch; Rüdiger Buchkremer; Evi Kneisel
Year: 2020

A key component for project success, particularly for complex and risky projects, is adequate knowledge management. The results of our feasibility study reveal the need for a dedicated analytical instance to better support virtual knowledge processes. We suggest combining robotic process automation (RPA) with a knowledge-focused graph database (GDB). Therefore, we present a prototypic approach for integrating this concept into project management routines.
A survey study of success factors in data science projects
Authors: Iñigo Martinez; E. Viles; Igor García Olaizola
Year: 2021

In recent years, the data science community has pursued excellence and made significant research efforts to develop advanced analytics, focusing on solving technical problems at the expense of organizational and socio-technical challenges. According to previous surveys on the state of data science project management, there is a significant gap between technical and organizational processes. In this article we present new empirical data from a survey to 237 data science professionals on the use of project management methodologies for data science. We provide additional profiling of the survey respondents’ roles and their priorities when executing data science projects. Based on this survey study, the main findings are: (1) Agile data science lifecycle is the most widely used framework, but only 25% of the survey participants state to follow a data science project methodology. (2) The most important success factors are precisely describing stakeholders’ needs, communicating the results to end-users, and team collaboration and coordination. (3) Professionals who adhere to a project methodology place greater emphasis on the project’s potential risks and pitfalls, version control, the deployment pipeline to production, and data security and privacy.
A PRODUCTDEVELOPMENT PROCESS AND ITS MANAGEMENT. AN ENGINEERING STUDENT LABORATORY
Authors: Maria Neagu
Year: 2024

This paper reveals the project management techniques and methods that the engineering student could develop as an exercise as well as a proof of the complete understanding of a product development steps. The process ofvehicle development is used as an example. The Pert diagram, the probabilities and the minimum costs calculation, the human resources management and the risk management analysis are presented.
Artificial Intelligence in Project Management & Its Future
Authors: Rajesh Dominic Savio; Jafar M. Ali
Year: 2023

Artificial Intelligence (AI) has emerged as a disruptive force, transforming industries and revolutionizing business processes. Among the domains significantly impacted, project management holds immense potential for transformation. AI’s integration promises intelligent automation, data-driven decision-making, and predictive capabilities, addressing challenges in traditional project management methodologies. Successful AI implementations have revolutionized project management, improving forecasting, resource allocation, and risk assessment. Despite the benefits, challenges hinder AI adoption, including data quality, investment uncertainties, workforce readiness, and change management. However, AI’s potential to address gaps in project management is substantial, enabling data-driven decisions, real-time monitoring, resource optimization, and enhanced agility. This research examines AI’s evolution, successful implementations, challenges, and potential implications, providing insights for effective AI integration in project management. Key Takeaways: • Project management is one domain that stands out as highly impacted by artificial intelligence, offering immense potential for transformation through AI integration. • AI-driven solutions in project management promise intelligent automation, data-driven decision-making, and enhanced predictive capabilities, addressing traditional methodological limitations. • Despite challenges, AI holds substantial potential to address existing gaps in project management practices.
Bridging the gap across program management, systems engineering, and plant modeling
Authors: Raymond K. Jonkers
Year: 2017

Several technical and management disciplines are involved with complex system development and product life cycle management. Often they work in isolation leading to inconsistencies in product specifications, information, and challenges in decision-making. Differences across disciplines in their respective practices, techniques, tools, system metrics, and lack of a common platform for exchanging information have contributed to this gap. Attempts to bridge the gap between systems engineering and project management have been sought through project management methods and through imposing practices from one discipline onto another. It is proposed that a more rigorous approach to bridging this gap be investigated to better enable optimization of objectives, collaboration and cooperation amongst the multiple disciplines. The disciplines of interest in this study are plant modeling, systems engineering, and program management. In bridging the gap, both leveraging techniques and management tools from the different disciplines and adopting six sigma statistical methods are investigated. Common and unique system performance measurements are investigated in working toward a common language. Shared outcome-based measurements such as system and component operational capability levels, predicted and achieved, are also proposed. Options to bring together models from each discipline include multi-disciplinary system design optimization. The different management platforms and visualization techniques are explored with the goal to adopt a common platform to share information. The governance structure that would enable sharing of information across the disciplines forms part of this research.
Using No-code Platform to Accelerate Digital Transformation – The Study for Feasibility Analysis and Solution Development of Performance Visualization Cloud-computing Management System (PVCMS)
Authors: Shun-Fa Hsu; Yi-In Lee; Ching-Tzu Hsu; Ching-Yin Hsu
Year: 2023

This study is based on government's digital transformation policy and the industry's digital development trend. Micro-Small Enterprises(MSEs) are the target customers to meet the organizational productivity management needs of key performance indicators (KPI) and project management (PjM) as the research subject, combined with management by objectives (MBO) and performance appraisal organizational management practice as a methodology, using Google's No-code smart cloud-computing service as a practical platform, integrating data input/processing/analysis/ visualization (D/IPAV®) workflows to customized develop the "Performance Visualization Cloud-computing Management System" (PVCMS) of the organization's operational data monitoring and decision-making digital dashboard. This project sets PVCMS as the core product and develops a set of indicators construction, analysis and visual monitoring that meet the performance management needs of the industry. Diagnosis and Consultant model as a solution, to follow-up actual commercialization standard operating procedure to be followed, and quick import templates for various performance management visualization modules. Its operation process is mainly divided into five stages: (1). Define performance management requirements, (2). Establish KPIs, (3). Link Indicator with performance evaluation, (4). Build performance management system, (5). Track Indicators and decision-making application.
Pioneering the Transdisciplinary Team Science Approach: Lessons Learned from National Cancer Institute Grantees.
Authors: Amanda L. Vogel; B. Stipelman; Kara L. Hall; L. Nebeling; D. Stokols; D. Spruijt-Metz
Year: 2014

The National Cancer Institute has been a leader in supporting transdisciplinary (TD) team science. From 2005-2010, the NCI supported Transdisciplinary Research on Energetic and Cancer I (TREC I), a center initiative fostering the TD integration of social, behavioral, and biological sciences to examine the relationships among obesity, nutrition, physical activity and cancer. In the final year of TREC I, we conducted qualitative in-depth-interviews with 31 participating investigators and trainees to learn more about their experiences with TD team science, including challenges, facilitating factors, strategies for success, and impacts. Five main challenges emerged: (1) limited published guidance for how to engage in TD team science, when TREC I was implemented; (2) conceptual and scientific challenges inherent to efforts to achieve TD integration; (3) discipline-based differences in values, terminology, methods, and work styles; (4) project management challenges involved in TD team science; and (5) traditional incentive and reward systems that do not recognize or reward TD team science. Four main facilitating factors and strategies for success emerged: (1) beneficial attitudes and beliefs about TD research and team science; (2) effective team processes; (3) brokering and bridge-building activities by individuals holding particular roles in a research center; and (4) funding initiative characteristics that support TD team science. Broad impacts of participating in TD team science in the context of TREC I included: (1) new positive attitudes about TD research and team science; (2) new boundary-crossing collaborations; (3) scientific advances related to research approaches, findings, and dissemination; (4) institutional culture change and resource creation in support of TD team science; and (5) career advancement. Funding agencies, academic institutions, and scholarly journals can help to foster TD team science through funding opportunities, institutional policies on extra-departmental and cross-school collaboration, promotion and tenure policies, and publishing opportunities for TD research.
MODELING THE BUSINESS PROCESS OF PROMOTING A DIGITAL EDUCATIONAL PRODUCT IN JOINT PROJECTS OF AN EDUCATION PROVIDER AND AN INDUSTRIAL PARTNER
Authors: O. Kraynova; Ludmila V. Pavlova; Olga M. Naumova
Year: 2024

The article considers the experience of modeling the business process of promoting a digital educational product in a joint project of the educational community and industrial partners. It is argued that a digital educational product, from the point of view of its production, is a complex process of integrating the efforts of stakeholders and requires modeling and project thinking skills in the implementation of educational collaborations with an industrial partner. The IDEF0 notation presents the results of practical implementation of the of the joint educational programs launching process model. The upper-level representation of the process is supplemented by the overlay of the role structure and the specification of works in the project with online courses by sub-processes: initiation/start of works with educational providers on placement and promotion of online courses on the platform; planning of works; implementation of activities; maintenance of online courses and coordination of works; creation of the base of online courses on the platform, development of related projects. The description of the work on the input-output system in the definitions of the process approach is carried out. The model’s perspective is primarily shifted towards achieving the goals of the industrial partner’s business units. In the development of the working hypothesis of the study, which included the need to integrate the process management and project management practices into the activities of the created collaborations, the prospect of transformation of education providers by 2030 in terms of educational process management with a focus on continuing education is asserted.
Assessing Individual Contributions to Software Engineering Projects with Git Logs and User Stories
Authors: K. Buffardi
Year: 2020

Software Engineering courses often incorporate large-scale projects with collaboration between students working in teams. However, it is difficult to objectively assess individual students when their projects are a product of collaborative efforts. This study explores measurements of individuals' contributions to their respective teams. I analyzed ten Software Engineering team projects (n=42) and evaluations of individual contributions using automated evaluation of the version control system history (Git logs) and user stories completed on their project management (Kanban) boards. Unique insights from meta-data within the Git history and Kanban board user stories reveal complicated relationships between these measurements and traditional assessments, such as peer review and subjective instructor evaluation. From the results, I suggest supplementing and validating traditional assessments with insights from individuals' commit history and user story contributions.
Compromising positions
Authors: D. Beltram
Year: 2005

As usability practitioners, we have embraced the philosophy of user-centered design and strive to devise systems that adapt to the user's needs rather than forcing users to accommodate the system. Enterprise software designers are no different; most of us profess to follow a methodology grounded in the principles of UCD. But the reality is that enterprise software designers must often conceive systems that deliberately make the primary user's life more difficult. Consciously or unconsciously , we do this because sometimes it's more important to support a business process than a user's task. Every interaction designer's life is fraught with compromise. Marketing demands the inclusion of branding elements that push important information to the bottom of the page " below the fold; " engineering demands simplified interactions so they can spend more time coding the back end; product management demands thrilling features that unnecessarily complicate the design. The art of usability lies in designing a good user experience despite the limitations of current technology, release schedules, and project budgets. But interaction designers who work with enterprise software have the additional burden of considering the customer's business needs. When the end user's needs and the busi-ness's needs collide, take a step back from task analysis and consider the ultimate goal of your design in order to find the right compromise. For example, I recently worked with a team designing a Web-based project management tool. One of the primary business requirements for this tool was to allow line-of-business managers to get an overview of the health of each project in their organization. To do this, the system needed to track data about project timelines, milestones, and resource availability. Not surprisingly, most project and program managers in our user research used Microsoft Project or a similar desktop tool to help them do their job. Somehow, in order to support the project-monitoring requirement, the data that was being tracked in Project needed to be imported to our Web-based system. Finding the right solution proved to be difficult. At first we considered building a system that allowed the primary users of the system, the project and program managers, to import the necessary data from Project. Though an extra step was required in their workday, at least they could continue to use a tool they were familiar with. But the system we were designing needed to track more information than what Project provided. So Project users would …
Competence of project management professionals according to type of project: a systematic literature review
Authors: N. Rosamilha; Luciano Ferreira da Silva; Renato Penha
Year: 2023

Globalization and economic volatility changed the dynamics of production chains, which required new organizational arrangements from companies, leading them to projectization. Additionally, project professionals are managing increasingly complex projects, which demand an extensive and specific set of competences. In this context, this paper aims to identify the competences of project professionals by project type. A systematic literature review was carried out using the Scopus and Web of Sciences academic databases. The research corpus consisted of 209 articles published between 1989 and 2022. As a result, this research identified 173 competences distributed in 14 different project types; some competences have a greater significance for a given project type. As a contribution, when dealing specifically with projects and competences, project professionals, companies, and educational institutions can learn about the fundamental competences by type of project, improve the processes of selection and diagnosis of the professional, adapt educational programs, or even establish plans for project professionals career.