derhan/semantic-scholar-manajemen-proyek huggingface dataset:
Integrated Environment for Scenario Development, Exercise Implements and Evaluation for Role-Play Training
Authors: H. Maruyama; Shuhei Harada; A. Takashima; Taichi Nakamura
Year: 2012

This paper describes an on-line group work training environment which integrates a system implementing role-play training for project management education, the development of role-play scenarios, and the monitoring and analysis of the behavior track records of each learner while a role-play is in progress. The integrated environment can motivate a student to study project management and provide an effective means of education. In order to improve the students' skill level through role-play training, time consuming work is required for a faculty staff to carefully develop and review each role-play scenario. The proposed environment could shorten the debug time by an average of 63%, and can monitor and analyze students' learning attitudes as the role-play takes place.
Comparison of Artificial Neural Network and Regression Models in Software Effort Estimation
Authors: I. F. B. Tronto; José Demísio Simões da Silva; N. Sant'Anna
Year: 2007

Good practices in software project management are basic requirements for companies to stay in the market, because the effective project management leads to improvements in product quality and cost reduction. Fundamental measurements are the prediction of size, effort, resources, cost and time spent in the software development process. In this paper, predictive Artificial Neural Network (ANN) and Regression based models are investigated, aiming at establishing simple estimation methods alternatives. The results presented in this paper compare the performance of both methods and show that artificial neural networks are effective in effort estimation.
The impact of subversive stakeholders on software projects
Authors: J. Rost; R. Glass
Year: 2009

The literature in the field of project management, especially the literature about risk, is particularly rich in advice about addressing software failure. For all the discussion of failures, however, there is one factor that is rarely included - failure caused by subversive stakeholders.
Innovative management strategies for building and sustaining a digital initiatives department with limited resources
Authors: A. Miller
Year: 2017

Purpose 
 
 
 
 
The purpose of this paper is to offer and explore innovative strategies for building and sustaining digital initiatives at information organizations. Although the examples provided are based on case studies at an academic library, the practices are rooted in project management principles and therefore applicable to all library types, museums, archives and other information organizations. The innovative strategies on staffing and funding will be particularly useful to organizations faced with monetary and staffing shortages and highlights collaborative management practices. 
 
 
 
 
Design/methodology/approach 
 
 
 
 
Concept of strategic and collaborative management practices led by an experienced project manager cross-trained in management, technical and soft skills enables the successful development and sustainability of digital initiatives. A cross-trained librarian’s management practices of leading the Digital Scholarship Initiatives at a particular university will be examined as a case study and aided with literature supporting the need for digital initiatives leaders to have training beyond the credentials of librarian, curator, archivist or historian in the technologically savvy twenty-first century ecology of information centers. 
 
 
 
 
Findings 
 
 
 
 
The innovative strategies implemented in the case study yielded increases in the number of hours of digital lab usage, digital projects developed, seminars or workshops presented, attendance of library hosted events, number of programs implemented and awareness on campus, all with limited staff and funding. The variety and level of production and marketing is instrumental to the growth and sustainability of digital initiatives. 
 
 
 
 
Practical implications 
 
 
 
 
The innovative strategies emphasized in this paper use the concept of borrowed or shared time to start staffing needs and is particularly helpful to organizations that do not have a strong line of dedicated staffing or funding to begin building digital initiatives. Offers small ways to start immediately while setting the stage to plan for big ideas for the future. 
 
 
 
 
Originality/value 
 
 
 
 
This paper suggests a credentialed information expert, such as a librarian, archivist or curator, that is, also cross-trained in project management and technology is the key to not only successfully leading digital initiatives but is instrumental for its sustainability and the marketing, growth and future of digital initiatives.
Robotic Framework for Requirement Management, Estimations and Project Proposals
Authors: Deepali A. Godse; Mrunmai Watane; Nilofar Mulla; Shweta P. Patil; Sakshi Dubbewar
Year: 2024

In today's rapidly evolving technological landscape, the successful execution of software projects relies on effective requirement management, accurate estimations, and persuasive project proposals. This research paper introduces an innovative robotic framework designed to enhance and optimize important aspects of project development and planning. The Robotic Framework enhances project management by reducing human error, increasing efficiency, and ensuring that all project elements align with industry standards and best practices. It learns from past projects and adapt to changing requirements makes it an invaluable asset for software development teams, fostering collaboration and improving project success rates.
Understanding The Characteristics, Benefits And Challenges Of Agile IT Project Management: A Literature Based Perspective
Authors: G. Koi-Akrofi; Joyce Koi-Akrofi; Henry Akwetey Matey
Year: 2019

The objectives of this study was to bring out the understanding of the concept of agile IT project management; what it is and what it is not. It was also aimed at comparing the pros and cons of both agile and traditional methods of IT project management in a typical industry setting; the challenges of going purely agile, and so on. It is purely a review of literature of peer reviewed papers sourced mainly from Google Scholar. It was revealed that agile outweigh the traditional methods in terms of benefits, but its implementation poses a lot of challenges due to a number of issues, paramount among them being organizational culture and empowerment of the project team. This has resulted in a number of industries sticking to the traditional methods despite the overwhelming benefits of agile. In another school of thought, the combination of the two paradigms is the way forward.
An Integrated Exercise to Teach Earned Value Management
Authors: David Greenburg; Dimitra Michalaka; Michael Shick; Pmp Michael Shick DBA
Year: 2023

Earned Value Management (EVM) provides the basis to assess work progress against a baseline plan, relates technical, time and cost performance, and provides managers with a summary of effective decision-making. It is a useful technique for objectively measuring project performance and progress. The advantage of EVM is that it combines scope, schedule, and cost measurements in a single integrated system to provide accurate forecasts of project performance problems. This paper discusses the development and implementation of an integrated example problem that can teach students the effective use of EVM techniques. This approach is designed to deepen student understanding of the basic concepts of EVM, from initial project planning through execution, including data analysis techniques and baseline revisions . Successful implementation of EVM requires an understanding of important project elements, including requirements, schedule, budget, assumptions, constraints, and objectives, and therefore reinforces many of the key project management concepts students study in our courses. The goal of implementing the integrated example is to inspire an appreciation for the earned value concept and emphasize how performance measurement techniques can be a valuable management tool for analyzing cost and schedule performance. The example is designed to highlight the integration of required data, developing key performance indicators (KPIs) and metrics, and automated EV reporting. A secondary goal of this paper is to explore how EVM serves as a tool for communicating project status to stakeholders.
Leveraging word embeddings and transformers to extract semantics from building regulations text
Authors: Odinakachukwu Okonkwo; Amna Dridi; Edlira Vakaj
Year: 2023

In the recent years, the interest to knowledge extraction in the architecture, engineering and construction (AEC) domain has grown dramatically. Along with the advances in the AEC domain, a massive amount of data is collected from sensors, project management software, drones and 3 D scanning. However, the construction regulatory knowledge has maintained primarily in the form of unstructured text. Natural Language Processing (NLP) has been recently introduced to the construction industry to extract underlying knowledge from unstructured data. For instance, NLP can be used to extract key information from construction contracts and specifications, identify potential risks, and automate compliance checking. It is considered impractical for construction engineers and stakeholders to author formal, accurate, and structured building regulatory rules. However, previous efforts on extracting knowledge from unstructured text in AEC domain have mainly focused on basic concepts and hierarchies for ontology engineering using traditional NLP techniques, rather than deeply digging in the nature of the used NLP techniques and their abilities to capture semantics from the building regulations text. In this context, this paper focuses on the development of a semantic-based testing approach that studies the performance of modern NLP techniques, namely word embeddings and transformers, on extracting semantic regularities within the building regulatory text. Specifically, this paper studies the ability of word2vec , BERT , and Sentence BERT (SBERT) to extract semantic regularities from the British building regulations at both word and sentence levels. The UK building regulations code has been used as a dataset. The ground truth of semantic regulations has been manually curated from the well-established Brick Ontology to test the performance of the proposed NLP techniques to capture the semantic regularities from the building regulatory text. Both quantitative and qualitative analyses have been performed, and the obtained results show that modern NLP techniques can reliably capture semantic regularities from the building regulations text at both word and sentence levels, with an accuracy that reaches 80% at the word-level, and hits 100% at the sentence-level
Innovative Approaches to Project Scheduling: Techniques and Tools
Authors: SUNIL KUMAR SUVVARI; DR. VIMAL DEEP SAXENA
Year: 2024

Project scheduling is essential to project management as it aligns project resources, costs, and duration. Thus, this research paper aims to identify and discuss new ideas in project scheduling and the tools that may be useful these days. The topics considered in the study include the AI and machine learning, cloud-based collaboration, risk-aware scheduling techniques, and lean scheduling. This paper will discuss these new methods and contrast them with conventional project scheduling methodologies to help project managers and researchers establish a baseline knowledge and understanding of current and possibly future practices in project scheduling. It compiles data from many empirical studies and industry reports to provide clues on the performance and popularity of diverse scheduling frameworks.
Factors Influencing Development and Implementation of Patients' Access to Electronic Health Records—A Comparative Study of Sweden and the Netherlands
Authors: Charlotte D. Cijvat; R. Cornet; M. Hägglund
Year: 2021

Background: Patient-accessible electronic health records (PAEHRs) and associated national policies have increasingly been set up over the past two decades. Still little is known about the most effective strategy for developing and implementing PAEHRs. There are many stakeholders to take into account, and previous research focuses on the viewpoints of patients and healthcare professionals. Many known barriers and challenges could be solved by involving end-users in the development and implementation process. This study therefore compares barriers and facilitators for PAEHR development and implementation, both general and specific for patient involvement, that were present in Sweden and the Netherlands. Methods: There were a total of 14 semi-structured interviews with 16 key informants from both countries, on which content analysis was performed. The Consolidated Framework for Implementation Research was used to guide both the construction of the interview guides and the content analysis. Outcomes: The main barriers present in both countries are resistance from healthcare professionals and technical barriers regarding electronic health record systems and vendors. Facilitators varied across the two contexts, where the national infrastructure and program management were highlighted as facilitators in Sweden and stakeholder engagement (including patients and healthcare professionals) was described as a facilitator in both contexts. Strong leadership was also described as a critical success factor, especially when faced with healthcare professional resistance. Conclusion: Most of the major barriers and facilitators from both countries are covered in existing literature. This study, however, identified factors that can be seen as more practical and that would not have arisen from interviews with patients or physicians. Recommendations for policymakers include keeping the mentioned barriers in mind from the start of development and paving the way for facilitators, mainly strict policies, learning from peer implementers, and patient involvement, when possible. Implementers should focus on strong decision-making and project management and on preparing the healthcare organization for the PAEHR.
Effective workforce lifecycle management via system dynamics modeling and simulation
Authors: L. An; J. Jeng; Young M. Lee; Changrui Ren
Year: 2007

Efficiently planning and managing workforce is a challenge imposed on many companies, especially for those in the service industry. The target of an effective workforce management is to recruit, develop and deploy the right people at the right places at the right times to fulfill both organizational and individual objectives. In this paper, we propose a novel concept of "workforce supply chain" to address the workforce management issue by considering both the demand side issue, i.e., project management, and the supply side issue, i.e., the human resource management. We then use System Dynamics modeling technique to capture the causality relationships and feedback loops in the workforce supply chain with the merit of system thinking. The evaluation of System Dynamics-based simulation exposes dynamic behavior and workforce management system and shows how adaptive control can be applied to such system.
Software Project Management in Distributed Software Development Context
Authors: T. F. C. Tait; E. Huzita
Year: 2013

Distributed software development (DSD) became a reality in project development involving geographically dispersed teams and brings challenges regarding to software project management (SPM). So, aspects such as infrastructure problems, local organizational culture, time zone and others become part of the concerns of software project management. This paper presents a proposition to manage software projects in DSD context including planning and controlling aspects. Particularly it deals with human resources management, risks and cost’s estimations as well as control of activities, fulfillment of deadlines and resources allocation.
Prioritised best practices in a ratified consulting services maturity model for ERP consulting
Authors: A. Simon; P. Schoeman; A. Sohal
Year: 2010

Purpose – The purpose of this paper is to explore the factors that lead to consulting success in the enterprise software environment and thereby develop a refined consulting services maturity (CSM) model which includes prioritised best practices grouped under eight key focus areas (KFAs).Design/methodology/approach – The research is conducted among Tier‐1 enterprise resource planning (ERP) vendors using interviews, focus group sessions, and a web survey. Based on the findings of the survey, the CSM model is improved, refined, and ultimately ratified by a number of experienced ERP sector practitioners.Findings – The fundamental basis of the CSM model is that an enterprise software company will be able to improve the maturity level of its consulting services operations by focusing on certain key areas and adopting prioritised best practices in each of the key areas. These key areas include leadership, values, consulting skills, consulting success factors, adaptability, project management practices, profitab...
A Model of Project Knowledge Management
Authors: S. Gasik
Year: 2011

Knowledge is the most important resource needed for project management. The aim of this article is to present a full, consistent model of project knowledge management. There are two basic types of project knowledge: microknowledge, needed for performing a single task (or its part), and macro-knowledge (in other words, all the knowledge possessed by people from a given organizational level). Project knowledge is managed at four distinct levels: individual, project, organization, and global. The article describes the micro-knowledge life cycle and macro-knowledge life cycles from each organizational level, as well as the processes of vertical knowledge flow between organizational levels.
Strategic leadership for complex energy and oil & gas projects: A conceptual approach
Authors: Enobong Hanson; Chukwuebuka Nwakile; Yetunde Adenike Adebayo; Andrew Emuobosa Esiri
Year: 2024

Strategic leadership is essential for the success of complex energy and oil & gas projects, particularly those that involve large-scale, multidisciplinary teams navigating dynamic environments. This paper outlines a conceptual framework designed to enhance leadership effectiveness in managing such projects. The framework emphasises three key pillars: collaboration, stakeholder engagement, and regulatory alignment, which are critical for driving innovation and achieving operational success in the energy sector. In the context of collaboration, the framework advocates for fostering an inclusive team culture that encourages knowledge sharing and interdisciplinary cooperation. Effective leaders must cultivate relationships among diverse stakeholders, ensuring that varied perspectives are integrated into project planning and execution. This collaborative approach not only enhances problem-solving capabilities but also promotes a shared sense of ownership among team members. Stakeholder engagement is another crucial element of this leadership framework. Leaders must actively communicate with stakeholders—including government entities, local communities, and industry partners—to build trust and facilitate transparency. By understanding the needs and concerns of different stakeholders, leaders can align project objectives with broader societal and environmental goals, thereby minimizing resistance and enhancing project viability. Regulatory alignment is vital in the energy and oil & gas sectors, where compliance with industry regulations and environmental standards is paramount. The proposed framework guides leaders in navigating complex regulatory landscapes, ensuring that project strategies are aligned with legal requirements and best practices. This proactive approach mitigates risks associated with non-compliance, ultimately safeguarding the project's reputation and long-term sustainability. By integrating these pillars into their leadership practices, energy and oil & gas project leaders can drive innovation and operational excellence, even under challenging conditions. This conceptual approach underscores the importance of strategic leadership in managing complexity and achieving successful outcomes in the energy sector, paving the way for future advancements in project management methodologies. 
Keywords: Strategic Leadership, Energy Projects, Oil & Gas, Collaboration, Stakeholder Engagement, Regulatory Alignment, Operational Success, Innovation, Project Management Framework.
Analisis Waktu dan Biaya dengan Pendekatan Time Cost Trade Off pada Proyek Repair Struktur Wheat Silo dan Pellet Silo Tahap III di Surabaya
Authors: Maria Junita Klau; Hanie Teki Tjendani; Sajiyo
Year: 2025

Proyek repair struktur wheat silo dan pellet silo tahap III di Surabaya memiliki signifikansi besar dalam industri pengolahan tepung terigu di Indonesia. PT. Indofood Sukses Makmur Tbk Divisi Bogasari Surabaya, sebagai salah satu produsen tepung terigu terkemuka, membutuhkan perbaikan struktur pada kedua silo tersebut untuk memastikan kelancaran operasi pabrik dan kualitas produk akhir. Dengan mengingat pentingnya waktu dan biaya dalam kesuksesan proyek ini, pendekatan yang efektif dalam manajemen waktu dan biaya sangatlah penting. Proyek ini membutuhkan manajemen proyek yang tepat untuk menghindari keterlambatan dan pembengkakan biaya, dengan anggaran sebesar Rp. 28.011.000.000 dan estimasi waktu 455 hari kalender. Penelitian ini menggunakan metode Time Cost Trade Off (TCTO) untuk menganalisis opsi percepatan waktu proyek dengan mempertimbangkan biaya tambahan yang mungkin timbul. Perangkat lunak Microsoft Project digunakan untuk mengidentifikasi lintasan kritis, yang memungkinkan manajer proyek fokus pada aktivitas-aktivitas yang memiliki dampak terbesar terhadap jadwal keseluruhan.  Hasil  penelitian  menunjukkan  bahwa  lintasan kritis  proyek  berada  pada  kegiatan  mobilisasi dan demobilisasi, administrasi dan pelaporan, keselamatan kerja, dan perbaikan silo gandum lama. Dengan menggunakan TCTO, waktu penyelesaian proyek dapat dipercepat menjadi 359 hari dari 455 hari, mengurangi waktu sebesar 21,10% dengan biaya tambahan Rp. 739.351.125,00 atau 2,64% dari nilai proyek. Dengan penambahan jam lembur 1 jam per hari, biaya percepatan proyek sebesar Rp. 413.445.000,00 atau 1,48% dari nilai proyek, mengurangi waktu kerja menjadi 391 hari atau 14,07% dari waktu normal.
Modeling Organizational Project Management
Authors: R. Müller; N. Drouin; S. Sankaran
Year: 2019

The contemporary discourse on organizational project management (OPM) complements project, program, and portfolio management with emerging elements, such as governance, projectification, the project management office (PMO), and organizational design. This creates the need for an integrated model that defines the content and roles in OPM. This article addresses this by conceptually developing a seven-layered model that organizes 22 OPM elements, ranging from the corporate level to the management of individual projects. A theory is developed to explain the interaction of the elements and the layers within the model.
Identification Of Risk Sources And Corrective Actions For Cost Overrun In The Management Of Subcontractors For The Rimp Los Package 03 Project In Indramayu, West Java
Authors: Eko Prasetyo; Erni Yulianti; Grace Citra Dewi
Year: 2023

This research examines the sources of cost overrun risk in construction project management, focusing on the Range Irrigation Modernization Project (RIMP) LOS Package 03 in Indramayu, West Java. Through data analysis and literature review, major risk sources are identified, including inadequate supervision of subcontractors, subcontractor inability to complete tasks on schedule, and poorly coordinated design changes. Additionally, environmental project factors, such as unpredictable weather conditions and project site accessibility, are analyzed. The findings contribute to understanding project management practices and provide corrective action guidelines to mitigate cost overrun risks.