derhan/semantic-scholar-manajemen-proyek huggingface dataset:
Core Exchange: A Professional Development Program for Shared Resource Personnel.
Authors: Amy F. Martinez; Jenny C. Schafer; Jennifer Canning; Jayme O'Neal; Kimberly Brown Dahlman
Year: 2024

Introduction/Objective
Academic institutions often struggle to meet the unique professional development needs of shared resource personnel, who require business skills, project and people management expertise, and an active, collaborative network of shared resource colleagues.


Materials and Methods
We launched the Vanderbilt Core Exchange professional development and networking program in 2020. The program was intentionally designed with core personnel input and supports faculty and staff from more than 80 shared resources across Vanderbilt University and Vanderbilt University Medical Center. Resources offered include a quarterly seminar series with both virtual and in-person events, a website for accessing professional development materials and session recordings, and a dedicated online discussion group for core personnel networking.


Results
There have been 11 Vanderbilt Core Exchange events to date: 2 in person and 9 virtual. In-person events averaged 35 attendees, and virtual events averaged 45 attendees. Topics included equipment grant writing, marketing, handling difficult conversations, managing different workplace work styles, communication and project management tools, and the importance of self-care. Survey responses collected after each event were highly positive and informed areas of improvement and future event topics.


Discussion
This model of local shared resource professional development serves as a template for institutions who desire to create opportunities for collaboration and community building. With a small coordinating committee of dedicated individuals, an institution-wide professional development and networking program can be successfully established even with limited resources.
Is Agile Scrum Improving IT Project Outcomes?
Authors: George Mihailides; William Young
Year: 2024

The publication of the Agile Manifesto in 2001 gave rise to a range of Agile project management methodologies with Agile Scrum particularly prevalent. Agile’s incremental and iterative nature appearing to serve many project contexts and needs over the more traditional, planned project management approach. Agile’s more visceral insight of customer needs, exposing and developing understanding along the journey, appeals to many projects where scope development is not easily articulated or necessarily clear. On the surface it looks distinctly beneficial in helping customers achieve end results. The following outlines a study undertaken of IT professionals to understand if Agile Scrum does deliver the benefits its system alludes to. This study surveyed 88 Agile Scrum IT professionals to determine their views on the efficacy of using such a system, particularly over previous traditional approaches. The survey data collected was statistically analysed using SPSS, and critically assessed. The limitations of its findings are noted along with recommendations for further research. The study findings suggest that across the project measures of cost control, schedule management and scope handling, no demonstrative benefit was derived from the adoption of Agile Scrum. However, the findings did indicate moderate gains in the measures of quality control, benefits realization, stakeholder connection and as a result overall project satisfaction. Notwithstanding these benefits, the implication was they were modest and not the across-the-board step improvement anticipated. It suggests a more forensic search for the drivers of project success needs to be undertaken of system development to achieve a wholistic outcome.
Towards a better understanding of system analysts' tacit knowledge: A mixed method approach
Authors: P. Prasarnphanich; B. Janz; Jignya Patel
Year: 2016

Purpose – The purpose of this paper is to elicit tacit knowledge exhibited in expert information system (IS) professionals in a form that can be shared with others; and to develop categorical framework suggesting key content areas of tacit knowledge in the requirements analysis domain. Design/methodology/approach – Requirements analysis is selected as the main focus of this study due to the importance of this phase to the success of IS development and the nature of requirements analysis tasks requiring extensive amount of tacit knowledge. The authors used the “storytelling” approach, a semi-structured interview technique for knowledge elicitation. Findings – The study resulted in 132 knowledge items using a qualitative method and categorized them into 14 categories using cluster analysis. The study found that experienced, successful analysts see systems analysis in behavioral, managerial, and political terms and focus heavily on interpersonal, project management, and organizational issues. Research limita...
Navigating the Digital Landscape: Integrating Advanced IT Solutions with Project Management Best Practices
Authors: Md Rashedul Islam; M. Aziz; Mia Md Tofayel Gonee Manik; Mohammad Muzahidur R ahman Bhuiyan; Inshad Rahman Noman; Md Mizanur Rahaman; Kallol Das
Year: 2024

Now-a-days AI, cloud computing, and big data are integrated into the best project management practices. While all the phases of a project have varying rates for the adoption of IT solution, AI is adopted 70% in the execution phase and 85% in monitoring and control. Thus, cloud computing shows excellent use in all the stages of a project with an 85% adoption rate during execution and 90% in Monitoring & Control. On the other hand, IoT solutions have a penetration rate of about 40-60% in all stages. In comparative analysis, project success rates show that Agile projects outperformed traditional methodologies, as in the period when the percentages grew from 70% in 2018 to 85% in 2022, while traditional methods moved from just 60% to 68% within this period. This would enable the Agile methodologies, along with the use of associated IT tools in providing superior project outcomes. Some major benefits of IT solution integrations are efficiency: AI-85%, Cloud-75%-; collaboration: Cloud-90%, AI-65%-; and risk reduction: AI-80%, Big Data-75%- which shows how these tools fit into achieving success in projects. The survey also underlines significant challenges faced, especially with 40% naming risks related to cybersecurity and 30% naming data privacy concerns as hindrances. Overall, the study underlines the need to combine advanced IT solutions with the best in project management so as to move with better ease through complex digital landscapes, which will drive the success rate of the projects and reduce associated risks. Stronger IoT adaption should be built on in the future, while cybersecurity frameworks should be further strengthened. The expansion of AI-driven predictive analytics to enable a better streamlining of the realm of project management will contribute to furthering the Agile evolution and healthy change management strategies across an ever-changing digital landscape.
Project Scheduling—Theory and Practice
Authors: W. Herroelen
Year: 2005

The project scheduling problem involves the scheduling of project activities subject to precedence and/or resource constraints. Of obvious practical importance, it has been the subject of intensive research since the late fifties. A wide variety of commercialized project management software packages have been put to practical use. Despite all these efforts, numerous reports reveal that many projects escalate in time and budget and that many project scheduling procedures have not yet found their way to practical use. The objective of this paper is to confront project scheduling theory with project scheduling practice. We provide a generic hierarchical project planning and control framework that serves to position the various project planning procedures and discuss important research opportunities, the exploration of which may help to close the theory‐practice gap.
Engagement by Design - 8 lenses for engaging students
Authors: A. Roncin; H. Elsaid; Alexander Roncin
Year: 2024

This paper provides an overview of Yu-Kai Chou’s Octalysis framework for engaging design through the use of meaning, accomplishment, empowerment, ownership, social influence, scarcity, unpredictability, and loss. These eight lenses form the basis to consider both white hat/black motivators and sources of intrinsic/extrinsic motivation. As Octalysis is a gamification framework used in industry, a brief exploration of how the identified drivers align with psychological research is presented. Finally, to demonstrate the framework, the paper presents a reflective analysis of successes and failures in the delivery of a Project Management course using the Octalysis drivers. By considering the motivating factors contained in the Octalysis framework, instructors can gain insight into how to make their courses more engaging, and personally relevant to students.
Extending the Multimode Resource-Constrained Project Scheduling Problem by Including Value Considerations
Authors: Noemie Balouka; Izack Cohen; A. Shtub
Year: 2016

The current trend in modern project management methodologies is to maximize project values. We suggest a quantitative model that balances time, cost, and value. It generates detailed project plans, which are feasible with respect to time, cost, and resource-constraints, and considers interactions between technical performance, time, and cost. Such interactions, which existing project management models typically ignore or project managers deal with intuitively, are important for increasing projects' values. The model, which extends the multimode resource-constrained project scheduling problem by including value, generates an efficient frontier that includes the best project plans for varying project costs. We provide illustrative examples to demonstrate the suggested approach.
Using Information of an Informal Network to Evaluate Business Process Robustness
Authors: Malika Grim-Yefsah; C. Rosenthal-Sabroux; Virginie Thion
Year: 2011

We consider the evaluation of a business process quality, in particular the evaluation of its robustness. Byrobustness, we mean robustness w.r.t. the risk of loosing knowledge of persons implied in the businessprocess. We define metrics taking tacit knowledge into account. These metrics are based on the analysis of asocial network underlying the process execution. We illustrate these metrics on a –real– application case:the evaluation of an IS project management business process.
Enterprise Architecture Planning Pada Industri Otomotif Pitcar Service Menggunakan Odoo
Authors: Nur Aela Dewi; Nessia Alfadila Putri; L. Pamungkas
Year: 2024

Pemanfaatan teknologi informasi memiliki peran penting dalam proses pembuatan, perubahan, penyimpanan, komunikasi, dan penyebaran informasi. Terutama dalam konteks bisnis perusahaan, terutama di bidang manajemen sistem informasi, teknologi informasi membawa manfaat yang signifikan dalam mengelola, mengorganisasi, merencanakan, dan mencapai tujuan sistem informasi. Pitcar Service merupakan sebuah entitas di sektor otomotif yang berbasis di Purwokerto, Jawa Tengah, menghadapi tantangan dalam optimalisasi kegiatan manajemen sistem informasi. Kurangnya integrasi sistem informasi mengakibatkan kendala dalam perencanaan, pemantauan, koordinasi, dan visibilitas. Untuk mengatasi hal ini, pendekatan Enterprise Architecture Planning (EAP) digunakan untuk merancang sistem informasi terintegrasi yang berbasis web dengan memanfaatkan perangkat lunak Odoo untuk manajemen proyek di Pitcar Service. Hasil dari penelitian ini dapat digunakan untuk merancang arsitektur data, arsitektur aplikasi dan teknologi, serta merencanakan implementasi sistem manajemen informasi terintegrasi selama 3 tahun ke depan. Implementasi EAP di perusahaan Pitcar Service diharapkan dapat memfasilitasi pengelolaan dan pengembangan arsitektur yang sesuai dengan kebutuhan bisnis, memberikan arahan yang jelas untuk pengembangan sistem dan teknologi, serta mengoptimalkan potensi perusahaan melalui pemanfaatan sumber daya yang efisien.
Graduate Attribute Assessment for Each Student of Remote Sensing Science and Technology Program
Authors: Y. Zhang; Yan Gong; W. Cui
Year: 2022

Taking the program of remote sensing science and technology as example, this paper calculated the degree of achievement of the 12 graduate attributes (GAs) adopted by Washington Accord for each student using the direct assessment method based on supporting courses’ grades. To make full use of the elective science courses and elective engineering program courses the course combos were adopted as supporting courses linking the GAs to the learning activities. The achievement scores of 12 GAs for 614 students of 2019-2021 were calculated. The results show that on average the 12 scores are all above 0.8. There is a small and steady improvement of the overall achievement scores except for GA6 Engineer and society of the past 3 years. The attributes with high scores are attribute 7 Environment and sustainability, 5 Modern tool usage. However, the low scores are from some soft competency requirement such as 10 Communication, 12 Life-long learning, and 11 Project management, which are the relatively deficient parts in the program of remote sensing science and technology. Comparison of the distribution in different achievement score ranges indicates that the students numbers of a score above 0.89 has increased, from 20% to 22% in 2020 and to 32% in 2021.
Impact of Lifestyle and Working Process Organization on the Job Satisfaction Level of Software Engineers
Authors: Aleksandr V. Tarasov
Year: 2019

In this research, the author investigates the impact of lifestyle and working process-oriented factors on the job satisfaction level of Software Engineers by analyzing conducted survey results. To design the survey properly, he employs Goals Questions Metrics (GQM) approach. By statistical analysis of a survey, the author identified ten significant factors on a confidence interval of 95%. The analysis shows that some of the factors, that software engineering society usually accepts as related to job satisfaction, have no tangible impact on workplace contentment. The author describes the multivariate regression model. He employs combining various factors to find out what metrics should project managers evaluate to predict the level of employees' job satisfaction. The author provides recommendations for project management and team leads on assessing and increasing developers' level of workplace contentment in accordance with study findings.
Handling of Categorical Data in Software Development Effort Estimation: A Systematic Mapping Study
Authors: Fatima Azzahra Amazal; A. Idri
Year: 2019

Producing reliable and accurate estimates of software effort remains a difficult task in software project management, especially at the early stages of the software life cycle where the information available is more categorical than numerical. In this paper, we conducted a systematic mapping study of papers dealing with categorical data in software development effort estimation. In total, 27 papers were identified from 1997 to January 2019. The selected studies were analyzed and classified according to eight criteria: publication channels, year of publication, research approach, contribution type, SDEE technique, Technique used to handle categorical data, types of categorical data and datasets used. The results showed that most of the selected papers investigate the use of both nominal and ordinal data. Furthermore, Euclidean distance, fuzzy logic, and fuzzy clustering techniques were the most used techniques to handle categorical data using analogy. Using regression, most papers employed ANOVA and combination of categories.
An Exploratory-Comparative Study of Implementation Success Factors for MSS/DMSS and MIS
Authors: Manuel Mora Tavarez; G. Phillips-Wren; Fen Wang; O. Gelman
Year: 2017

This research paper presents a novel complementary approach to the system implementation research stream by comparing implementation success factors for management support systems (MSS), also called decision-making support systems, (DMSS) and management information systems (MIS). Data were collected over a 14-year period from 132 information technology (IT) practitioners from an industrialized region in Mexico and analyzed using exploratory factor analysis (EFA). While implementation success factors for MSS/DMSS and MIS have been studied previously, few comparative studies have been reported. Differences in implementation success factors between MSS/DMSS and MIS were found. Three clearly identified implementation success factors were found for MIS (i.e., project management, organizational feasibility and IT resources), and two factors emerged for MSS/DMSS with mixed items (i.e., system-organization-technical feasibility, and alignment between users, team, system and organization). The results indicate that achieving MSS/DMSS implementation success is more complex than for MIS. Although exploratory in nature, the comparative differences offer guidance to IT practitioners in implementing such systems and contribute to the MSS/DMSS literature with insights on implementation success factors that are unique to this type of IT system.
Linking Stakeholders' Viewpoint Concerns and Microservices-based Architecture
Authors: M. Sultan
Year: 2020

Widespread adoption of agile project management, independent delivery with microservices, and automated deployment with DevOps has tremendously speedup the systems development. The real game-changer is continuous integration (CI), continuous delivery, and continuous deployment (CD). Organizations can do multiple releases a day, shortening the test, release, and deployment cycles from weeks to minutes. 
Maturity of container technologies like Docker and container orchestration platforms like Kubernetes has promoted microservices architecture, especially in the cloud-native developments. Various tools are available for setting up CI/CD pipelines. Organizations are moving away from monolith applications and moving towards microservices-based architectures. Organizations can quickly accumulate hundreds of such microservices accessible via application programming interfaces (APIs). 
The primary purpose of these modern methodologies is agility, speed, and reusability. While DevOps offers speed and time to market, agility and reusability may not be guaranteed unless microservices and API's are linked to enterprise-wide stakeholders' needs. The link between business needs and microservices/APIs is not well captured nor adequately defined. 
In this publication, we describe a structured method to create a logical link among APIs and microservices-based agile developments with enterprise stakeholders' needs and viewpoint concerns. This method enables capturing and documenting enterprise-wide stakeholders' needs, whether these are business owners, planners (product owners, architects), designers (developers, DevOps engineers), or the partners and subscribers of an enterprise.
Software Effort Estimation in the Early Stages of the Software Life Cycle Using a Cascade Correlation Neural Network Model
Authors: Ali Bou Nassif; Luiz Fernando Capretz; D. Ho
Year: 2012

Software cost estimation is a crucial element in project management. Failing to use a proper cost estimation method might lead to project failures. According to the Standish Chaos Report, 65% of software projects are delivered over budget or after the delivery deadline. Conducting software cost estimation in the early stages of the software life cycle is important and this would be helpful to project managers to bid on projects. In this paper, we propose a novel model to predict software effort from use case diagrams using a cascade correlation neural network approach. The proposed model was evaluated based on the MMER and PRED criteria using 214 industrial and 26 educational projects against a multiple linear regression model and the Use Case Point model. The results show that the proposed cascade correlation neural network can be used with promising results as an alternative approach to predict software effort.
Success and Risks Related to Housing Projects in Pakistan: A Moderating Role of Project Management Risk Management
Authors: Burhan Sami; Ahmed Saeed Minhas; Usman Ahmad
Year: 2023

This study investigates the critical success factors (CSFs) and their interplay with project risks in determining the success of housing projects in Karachi, Pakistan, while considering the moderating role of risk management. Analyzing data from 432 project management professionals within Karachi-based housing societies, the study establishes significant relationships between CSFs and various project success dimensions, including time, cost, quality, project profile objectives, impact, stakeholder satisfaction, and preparation for the future. Additionally, the research reveals that project risks exert substantial influence on these success dimensions. Risk management is a strong moderator, increasing risk variable’s influence on project results. The findings provide insightful information for decision-makers, recommending the creation of sector-specific rules that place a strong emphasis on the highest standards in risk management and project execution. The construction industry benefits from this since it encourages long-term development and leads to better results for projects.
Enhancing cognitive readiness: Instruction and assessment
Authors: C. Mgbere
Year: 2017

The need to mitigate the effects volatility, uncertainty, complexity, ambiguity characterises the modern project environment. At the project team level, this need requires coordination by competent team members highly proficient in efficient decision-making. Project team members and teams must demonstrate a capacity in adaptability to recognise patterns in a chaotic project situation, modify problem solutions associated with these patterns and implement plans of action based on these identified solutions to respond to threats uncertainty, opportunities and risk efficiently. In this paper, the authors address an instructional approach based on the "Theoretical framework for training team cognitive readiness" [1] to enable project teams to become cognitively ready. Linking cue recognition strategies to behavioural responses in support of adaptive team performance make this possible. The key to effective instruction for project teams is the authenticity of the cognitive processes practised in the training environment based on available knowledge to project team members. The IPMA Individual Competence Baseline version 4 (ICB4) framework for competence development of project members is the proposed knowledge base for effective instruction in project management. Environmental cues are factored together with the ICB4 and assessment measured based on the "key competence indicators". Environmental cues are "responsible for triggering rapid pattern recognition processes that lead to initial problem solutions" [2]. To act efficiently from the team coordination standpoint, only accurately assessed project situation could enable a team to engage the appropriate behaviours necessary to decision-making. When a team or team member recognises "that either the team has inaccurately assessed a situation or a new cue suggests the team is on the wrong solution path, then the team must rapidly coordinate an adaptive response (i.e., change its behaviours) [1, p.14]". Team adaptability has more to do with how teams effectively deal with altered and/or unplanned events [3]. Choose the right response for Decision-making to eliminate the cause of deviation.