derhan/semantic-scholar-manajemen-proyek huggingface dataset:
Ten Simple Rules for Finishing Your PhD
Authors: Jacopo Marino; Melanie I. Stefan; S. Blackford
Year: 2014

After years of research and with completion in sight, the final year of the PhD often represents the most challenging time of a student's career, in which the ultimate reward is the PhD honor itself. A large investment in time, energy, and motivation is needed, with many tasks to be completed; concluding experiments must be carried out, results interpreted, and a research story mapped out in preparation for writing the final thesis. All the while, administrative obligations need attention (e.g., university credits and mandatory documents), papers may need to be published, students mentored, and due consideration paid to planning for the next career move. Without some form of strategic action plan and the employment of project management skills, students run the risk of becoming overwhelmed and run down or of not meeting their final deadlines. Personal time management and stress resilience are competences that can be developed and honed during this final period of the PhD. 
 
Here, we present ten simple rules on how to deal with time issues and conflict situations when facing the last year of a PhD in science. The rules focus on defining research goals in advance and designing a plan of action. Moreover, we discuss the importance of managing relationships with supervisors and colleagues, as well as early career planning.
Key Competences of Information Systems Project Managers
Authors: J. Varajão; Hélio Silva; Mirjana Pejić-Bach
Year: 2019

Project managers have a main role in all kinds of projects, and information systems (IS) projects are not an exception. In order to perform their activities well, project managers need to develop several complementary competences, including technical, contextual and behavioral competences. In literature we find important references on the project managers' general competences as, for instance, the ICB from IPMA. However, very little attention has been paid to the eventually distinctive features of IS project managers. In order to identify the most important competences of these project managers, we carried out a questionnaire-based survey. The results show that the top 12 competences are: communication; engagement and motivation; project requirements and objectives; leadership; reliability; results orientation; conflict and crisis; project orientation; teamwork; interested parties; resilience (emerging as a new competence); and ethics. Furthermore, results indicated that the project management bodies of knowledge are suitable to characterize the IS project manager's competences.
Reshaping Knowledge Flow: The Impact of Ecollaboration Platforms in It-Project Knowledge Transfer
Authors: Rita Stampfl; Michael Prodinger; Silke Palkovits-Rauter
Year: 2024

This research embarks on an in-depth exploration of the transformative dynamics initiated by eCollaboration platforms in the field of IT project management, with a particular focus on knowledge transfer processes. The study delves into the intricacies of knowledge transfer, encompassing both its intra-project dynamics and its transfer from projects to project-based organisations (PBOs). The overall aim is to unravel the impact of eCollaboration platforms on this complex process and to provide insights into the evolving landscape of knowledge management in the context of IT projects. Methodologically, the study adopts a qualitative content analysis approach. Recognising the paradigmatic aspects that might limit insights for proponents of the quantitative paradigm, the chosen approach facilitates an in-depth exploration of the multifaceted nature of knowledge transfer within IT project management. The study involves a cohort of eleven project managers in Austria, with meticulous interviews conducted and recorded to ensure a comprehensive data collection process. The subsequent data analysis involves a systematic evaluation of the accumulated information derived from these expert interviews. This comprehensive analysis integrates both quantitative and qualitative components, providing a nuanced understanding of how eCollaboration platforms influence knowledge transfer within the complex landscape of IT projects. The research findings provide valuable insights into the evolving dynamics of knowledge transfer in the context of IT project management. By examining the impact of eCollaboration platforms on this process, the study contributes to a deeper understanding of the challenges and opportunities that arise in the area of knowledge management in IT projects. These findings have practical implications for project managers and organisations seeking to optimise knowledge transfer processes within their projects and project-based organisations. Ultimately, this research serves as a timely exploration of the transformative potential of eCollaboration platforms to reshape the flow of knowledge within IT project management. It paves the way for improved collaboration and knowledge sharing in the digital age and offers a critical perspective on the evolving landscape of IT project management practices.
Traditional and modern principles, approaches, methods and tools for forming a system for monitoring and monitoring the implementation of federal projects
Authors: Olga Panina; Yuri Shedko; Tatiana Popadyuk; Gulnaz Kadyrova; Irina Rozhdestvenskaya; Lyudmila Shubtsova; A. Zubets; Karine Bagratuni
Year: 2022

The article is devoted to the study of topical issues of the formation of a system for monitoring and controlling the implementation of federal projects. Authors give a brief historical and legal description of the Institute of Project Management in the Russian Federation. The mechanism for monitoring and controlling the implementation of federal projects is being considered, the role of key actors performing these project management functions is being specified. Also, attention is paid to the key principles laid down by the Government of the Russian Federation as the basis for a new, long-term-oriented and taking into account the modern geopolitical situation, the system of monitoring and control of the implementation of federal projects.
International Guidelines and Significant Advances in Diagnosis
Authors: Helena J. Teede
Year: 2023

Objective: To develop and translate rigorous, comprehensive evidence-based guidelines for diagnosis, assessment, and treatment, to improve the lives of those with polycystic ovary syndrome (PCOS) worldwide. Here we will focus on diagnosis. Participants: Extensive health professional and consumer or patient engagement informed the guideline priority areas. International society-nominated panels included consumers, and experts in paediatrics, endocrinology, gynaecology, primary care, reproductive endocrinology, psychology, dietetics, exercise physiology, sleep, bariatric/metabolic surgery, public health, other co-opted experts, project management, evidence synthesis and translation. Evidence: Best practice, evidence-based guideline development involved extensive evidence synthesis and the Grading of Recommendations, Assessment, Development and Evaluation (GRADE) framework covered evidence quality, feasibility, acceptability, cost, implementation and ultimately recommendation strength. Process: Governance included an international advisory board, project board and five guideline development groups with 52 members, consumer, and translation committees. The Centre for Research Excellence in Women’s Health in Reproductive Life, funded by the Australian National Health and Medical Research Council (NHMRC), and led by Monash University, partnered with the American Society for Reproductive Medicine, the Endocrine Society, the European Society of Endocrinology and the European Society of Human Reproduction and Embryology. Thirty-six organisations collaborated with international meetings over nine months. Fifty-five prioritised clinical questions involved 52 systematic and three narrative reviews, generating evidence-based and consensus recommendations with accompanying practice points. Committee members nominated by collaborating organisations provided international peer review, and evidence expert-reviewed methods and outputs were submitted to NHMRC for independent review. Recommendations: PCOS should be diagnosed using the revised consensus Rotterdam criteria, which are now updated to evidence-based criteria in the International Guideline. In adults this requires the presence of two of i) clinical/biochemical hyperandrogenism ii) ovulatory dysfunction and iii) polycystic ovaries on ultrasound or elevated anti-mullerian hormone (AMH) levels, after other causes of these features are excluded. Where irregular menstrual cycles and hyperandrogenism are present, ultrasound or AMH are not required for diagnosis. In adolescents, both hyperandrogenism and ovulatory dysfunction are required, with ultrasound and AMH not recommended, due to poor specificity. Conclusion: Overall, evidence in PCOS is low to moderate quality. Based on high prevalence and significant health impact, greater priority, funding, and research is recommended. Guideline translation will be extensive including multilingual education outputs and evidence-based resources for consumers (the ASKPCOS app), healthcare professionals and policy makers.
Potential for the development of a conceptual model for managing cross-border projects in construction based on end-to-end assessment of project risks
Authors: Evgeniy A. Kuznetsov; Valeriy V. Ivanov
Year: 2024

The article aims to determine the requirements for a new conceptual model of project management, which allows for the systematic implementation of artificial intelligence technologies to prepare and make management decisions at the accelerated pace of industry development, and to design the model. The methodological basis for the study was the theory of portfolio management and the systems approach to management. Working methods are narrative analysis and system synthesis in order to overcome the main problems that reduce management efficiency. As a result, a system of integration control buses in management has been proposed, introducing end-to-end hierarchy and relational interconnection of project indicators at all stages of the life cycle using digital scenario modeling techniques and allowing to organize the presented system model of project management. The mechanism for monitoring and controlling project risks when managing integrated systems and elements is shown, including the use of a universal project control tool for organizing external digital control using a methodology for identifying and assessing project risks, expressed in target assessment indicators, analyzed by creating a digital twin of the object. A model for managing the multidimensionality of design tasks based on the integrated use of neural networks is described. The potential for the development of a business ecosystem for project management is shown to make it possible to make predictive value-oriented management decisions taking into account risk management. The theoretical results of designing a system model of project management can be used as technical specifications for creating a software product for the management of various areas of project management. Keywords: system model of project management, risk management, end-to-end management bus, development project management, cross-border construction, information modeling technologies, neural networks.
Bridging the Gap between Business Strategy and Software Development
Authors: V. Basili; Fraunhofer Cese; J. Heidrich; Fraunhofer Iese; M. Lindvall; Jürgen Münch; Myrna Regardie; Dieter Rombach
Year: 2007

In software-intensive organizations, an organizational management system will not guarantee organizational success unless the business strategy can be translated into a set of operational software goals. The Goal Question Metric (GQM) approach has proven itself useful in a variety of industrial settings to support quantitative software project management. However, it does not address linking software measurement goals to higher-level goals of the organization in which the software is being developed. This linkage is important, as it helps to justify software measurement efforts and allows measurement data to contribute to higher-level decisions. In this paper, we propose a GQM + Strategies ® measurement approach that builds on the GQM approach to plan and implement software measurement. GQM + Strategies ® provides mechanisms for explicitly linking software measurement goals to higher-level goals for the software organization, and further to goals and strategies at the level of the entire business. An example application of the proposed method is illustrated in the context of an example measurement initiative.
Control Mechanisms for Managing Modularized ISD projects
Authors: Subasinghage Maduka Nuwangi; Darshana Sedera; S. Srivastava
Year: 2019

Information Systems Development (ISD) projects widely utilize modularization to enable better management and control. Yet, the modalities for effectively managing modularized ISD projects are not clearly established. By adopting a ‘control theory’ perspective and leveraging case study approach, we examine eight modularized ISD projects to unearth the mechanisms for managing modularized ISD projects effectively. Results demonstrate that lack of module interdependencies increase the use of formal controls and decrease the informal clan controls. However, informal clan controls may be required for team members to understand the project requirements. Further, it was found that an error in the identification of module interdependencies creates fluctuations in Business Requirement Specifications (BRSs), which in turn, originates project management issues at the later stages of the projects. Rather than utilizing the component-sharing modularity, the use of sectional modularity minimizes the fluctuations in BRS, which ultimately reduces the project management issues in ISD projects.
Using Factor Analysis to Study the Critical Success Factors of Agile Software Development
Authors: Abdullah M. Aldahmash; A. Gravell; Y. Howard
Year: 2017

This paper aims to study the critical success factors of agile software development projects. Following a systematic review of the literature, eight success factors were selected as critical success factors of agile software development. A web based survey was designed to collect data about agile practitioners’ opinions concerning these success factors. Principal component analysis is conducted to identify the latent dimensions and how the selected success factors of agile development are related. This analysis of the eight success factors resulted in clustering them into two components. The first component labelled as Organizational and People Aspects which consist of five items which are: organizational culture, customer involvement, top management support, team capability and training, and communication. The second component labelled as Technical and Project Management Aspects which consist of three items which are: project management process, delivery strategy, and agile software techniques. The clustering of the success factors of agile projects which presented in this paper will help agile practitioners to understand how these success factors are related to each other, and may help in planning or improving agile training programmes.
Research and Development of A Comprehensive Management Platform for Intelligent Production and Construction of the Entire Process of Sulige Gas Field
Authors: Fu Yang; Haoyu Li; Liang Luo; Gang Wang; Shoudong Li; Jiahu Wu
Year: 2024


 The Sulige gas field is the first fully installed atmospheric field in China with an annual production capacity exceeding 30 billion cubic meters. It has the characteristics of low permeability and density, rapid development decline, and large annual compensation decline workload. As a pilot project for the regional production and construction project system in Changqing Oilfield, Sulige Gas Field Development Branch is facing problems such as a wide range of project management points, limited personnel, difficulty in engineering data collection, and tight time connection between various professional businesses. By using digital and information technology, it has developed and created a closed-loop management platform for the digital production capacity construction of the entire business chain of production and construction project drilling, testing, and investment, and constructed a multi-dimensional visual control mechanism for the entire process of a single well, Realized digital management of the operation of a single account for the entire business chain production and construction project of drilling and trial investment; Relying on operator resources to quickly and low-cost expand the basic network, achieving real-time video monitoring of multi platform drilling and testing sites, collection of construction data, and online tracking; Establish a big data model for condition analysis and early warning, and innovate the formation of a “digital+safety dual prevention mechanism” linkage management and dynamic and static risk early warning push; Develop 16 APP functions such as supporting coordinates and well site handover to achieve online flow management of production and construction business, more efficiently guide production organization and close connection of processes, and significantly improve the efficiency of production and construction organization; Creating a dedicated digital and intelligent environment for production and construction, achieving deep integration of digital and intelligent business with Oil and gas fields production and construction, further enhancing project management and collaborative combat capabilities among various specialties. The innovative digital production capacity closed-loop management of Sulige Gas Field platform realizes the full lifecycle and multidisciplinary integrated management of wellbore engineering. Its efficient digital production organization model can provide a certain reference for the organization and management of similar projects in the upstream of exploration and development.
Grey Earned Duration Management
Authors: Chitti Babu Kapuganti; K. Balaji; T. S. Kumar; Sudhakar Mogili
Year: 2024

Project management is the process of planning, organising, leading, monitoring, controlling, and closing a project. Earned Value Management (EVM) is the conventional method for monitoring and controlling construction projects. Schedule monitoring with EVM has a lower impact since it measures in budgetary terms. Earned Duration Method (EDM) was presented, which decouples schedule and cost aspects. The parameters in EDM monitors the health of the project schedule and gives the estimated completion date. EDM results are indeterministic, so the estimators require expertise in order to comprehend them. For this purpose, the present study proposes a new methodology entitled “Grey Earned Duration Management (GEDM)” by associating EDM and grey theory. From GEDM, estimators can get a clear idea about the degree of control measures to consider based on the project progress at a particular point in time. GEDM can precisely forecast the upper bound and lower bound of the estimated duration at completion for every tracking point. GEDM significantly enhances the results of EDM by providing a range of the estimated parameter. This paper also presents a case study to distinguish EDM and GEDM.
Integration of stakeholder management and risk management methods in projects of housing and communal services providers
Authors: Y. Chernenko; Pavlo Teslenko
Year: 2024

The object of research is stakeholder and risk management processes in the projects of housing and communal services providers. In conditions of constant change and uncertainty, such management becomes key to ensuring the success and sustainability of projects in this area. The problem addressed by the study is the development and analysis of an integrated model that combines stakeholder management with risk management, with an emphasis on innovation and performance improvement.
The essence of the obtained results is the identification of key points of interaction between stakeholders and risks, as well as the development of complex strategies for their effective management. The model is based on a combination of qualitative and quantitative methods of analysis, including structural-logical analysis, SWOT analysis, as well as the use of expert evaluation methods.
The results are explained by the need for a deeper integrated approach to stakeholder and risk management, especially in the context of housing and communal services (HCS), where the interaction between these elements directly affects the success of projects. This approach allows not only to identify potential problems at an early stage, but also to respond to them more effectively.
The innovativeness of the proposed model lies not only in its comprehensive approach to the analysis and management of stakeholders and risks, but also in the possibility of its scaling and adaptation to various conditions and projects in the field of housing. The application of this model includes the intensive use of modern analytical tools, which contributes to more accurate forecasting of risks and more effective solving of problems related to stakeholders. This, in turn, allows utilities providers to increase the quality and reliability of the services provided, strengthening trust and satisfaction among users. Also, the model provides for the active involvement of stakeholders in the project management process, which ensures greater openness, transparency of actions and the ability to quickly adapt to changing market conditions.
The research results can be used in practice in the field of housing and public utilities to optimize project management, increase their efficiency, and reduce risks. This will be especially relevant in cases where an integrated approach to management is needed, considering both the requirements and expectations of stakeholders, as well as potential risks.
PROJECT OFFICE SERVICES AS A OBJECTIVE DECISION-MAKING TOOL
Authors: К.А. Устюшкин
Year: 2023

Актуальность данной темы определена развитием информационного моделирования, обработки данных и принятия управленческих решений, основанных на консолидированных показателях проектов. Офис управления проектами оказывает услуги сбора, обработки, аналитики и представления данных. В данной статье обосновывается местонахождения ОУП в структуре предприятия, состав и зрелость проектного офиса. Обозначена сущность применения и этапы внедрения data-driven подхода на предприятии, сквозь призму услуг проектного офиса.
 The relevance of this topic is determined by the development of information modeling, data processing and management decision-making based on consolidated project indicators. The Project Management Office provides data collection, processing, analytics and presentation services. This article substantiates the location of the PMO in the structure of the enterprise, the composition and maturity of the project office. The essence of the application and the stages of implementation of the data-driven approach in the enterprise are outlined.