derhan/semantic-scholar-manajemen-proyek huggingface dataset:
453PPHASE 1 STUDY OF THE PARP INHIBITOR E7449 AS A SINGLE AGENT IN PATIENTS WITH ADVANCED SOLID TUMORS OR B-CELL LYMPHOMA.
Authors: R. Plummer; D. Dua; N. Cresti; A. Suder; Y. Drew; V. Prathapan; P. Stephens; J. Thornton; B. Heras; B. Ink; L. Lee; M. Matijević; S. McGrath; D. Sarker
Year: 2014

ABSTRACT Aim: E7449 is an orally bioavailable, brain penetrable, potent small-molecule inhibitor of poly (ADP-ribose) polymerase (PARP) 1 and PARP 2 with an IC50 of 1.0 and 1.2 nmol/L respectively. E7449 is a poor P-gp substrate. Preclinically, E7449 potentiates the antitumour activity of chemotherapy and radiotherapy and has activity as a single-agent in BRCA-deficient and other tumours. A Phase 1 study of E7449 as a single agent is underway to determine the MTD, safety, PK, PD, preliminary activity and perform exploratory biomarker analysis. Methods: Patients (pts) with advanced solid tumours or B-cell lymphoma, ECOG PS 0-1, > 18 years (yrs) and adequate organ function are eligible. E7449 is administered orally, once daily (QD), continuously. Blood samples for PK, PD and biomarkers are collected at multiple time points. Results: 28 pts have been treated at 6 dose levels: 50, 100, 200, 400, 800 and 600 mg QD. Tumour types most frequently included were pancreatic (n = 5), ovarian (n = 5) and lung (n = 4). Five DLTs have been observed, four at 800 mg: Gr3 fatigue (n = 1) and Gr2 fatigue requiring more than 7days (d) dose interruption (n = 3) and one at 600 mg, drug interruption for more than 7d and Gr3 allergic reaction. The MTD was achieved at 600 mg QD. Frequently occurring related adverse events (AEs) (any grade) are fatigue: 48% (Gr3: 12%), photosensitive rash (48%), diarrhoea and nausea: 32% each, chromaturia: 28%, depression: 20%, and decreased appetite: 20% (Gr3: 4%). No significant haematological toxicity and no Gr4 related or fatal AEs have been reported. One PR in a high grade serous ovarian (HGSO) cancer pt (BRCA unknown) and 6 SD for >23 weeks have been observed (one in a pancreatic cancer pt with BRCA2 variant of uncertain significance, one in a HGSO cancer pt BRCA mutant). E7449 PK exhibits rapid absorption, tmax ∼1.5 hrs and elimination t1/2 ∼9 hrs, with dose proportional exposures. Sustained PARP inhibition (PARPi) of ∼90% is observed in PMBCs at 600 mg QD. Predictive biomarker analysis is ongoing. Conclusions: In this study, E7449 was generally well tolerated at the MTD of 600 mg QD, with preliminary evidence of antitumour activity and sustained PARPi in PMBCs. Further evaluation will continue in Phase 1b/2 combination studies. Disclosure: B.D.L. Heras: I am Director of Clinical Development, Eisai Inc; B. Ink: I am Director of Project Management, Eisai Ltd; M. Matijevic: Associate Director, Eisai Inc.; D. Sarker: I have a consultant/advisory relationship to disclose at Eisai Inc.All other authors have declared no conflicts of interest.
How to develop lean project management?
Authors: Peter J. A. Reusch; Pascal Reusch
Year: 2013

Lean project management will improve existing concepts and standards on project management. Here we focus of extensions of project management standards to shape lean project management.
Қазақстан Республикасындағы мемлекеттік-жекешелік әріптестік жобаларының әлеуметтік-экономикалық тиімділігін бағалау механизмін жетілдіру жолдарының бірі ретінде салыстырмалы артықшылықтарды бағалау әдісі
Authors: M. Stepanov; A. Legostaeva; G. Filyuk
Year: 2023

The article, through the use of the method of assessing comparative advantages, analyzes the current state of project management in the field of public-private partnerships. The authors used the procedure for assessing socio-economic efficiency to identify potentially attractive investment projects that can be implemented through the introduction of public-private partnership mechanisms. The study established the impact of changes made to the regulatory framework on the possibility of considering a larger number of alternative projects. Since the problem of choosing the best options has arisen, an improved model has been proposed for assessing the socio-economic efficiency of public-private partnership projects. For this purpose, the method of comparative analysis of projects was used in planning, examination and assessment of the social and economic aspects of projects.
 Мақалада салыстырмалы артықшылықтарды бағалау әдісін қолдану арқылы мемлекеттік- жекешелік әріптестік саласындағы жобаларды басқарудың қазіргі жағдайы талданады. Авторлар мемлекеттік-жекешелік әріптестік механизмдерін енгізу арқылы іске асырылуы мүмкін әлеуетті тартымды инвестициялық жобаларды анықтау үшін әлеуметтік-экономикалық тиімділікті бағалау тәртібін пайдаланды. Зерттеу нормативтік базаға енгізілген өзгерістердің баламалы жобалардың көбірек мөлшерін қарастыру мүмкіндігіне әсерін анықтады. Үздік нұсқаларды таңдау мәселесі туындағандықтан, мемлекеттік-жекешелік әріптестік жобаларының әлеуметтік-экономикалық тиімділігін бағалаудың жетілдірілген үлгісі ұсынылды. Осы мақсатта жобалардың әлеуметтік-экономикалық аспектілерін жоспарлауда, сараптауда және бағалауда жобаларды салыстырмалы талдау әдісі қолданылды.
 В статье посредством использования метода оценки сравнительных преимуществ, осуществлен анализ текущего состояния управления проектами в сфере государственно-частного партнерства. Авторы использовали процедуру оценки социально-экономической эффективности, чтобы определить потенциально привлекательные инвестиционные проекты, которые могут быть реализованы путем внедрения механизмов государственно-частного партнерства. В ходе исследования установлено влияние внесенных в нормативно-правовую базу изменений на возможность рассмотрения большего количества альтернативных проектов. Поскольку возникла проблема выбора наилучших вариантов, то предложена улучшенная модель для оценки социально-экономической эффективности проектов государственно-частного партнерства. Для этого использован метод сравнительного анализа проектов при планировании, экспертизе и оценке социальных и экономических аспектов проектов.
The impact of identified agility components on project success—ICT industry perspective
Authors: Lukasz Kanski; Katarzyna Budzynska; Jan Chadam
Year: 2023

Context The complexity of modern economic processes, along with the pressure from competition, the increasing client expectations and the need to introduce changes in the course of project implementation have led to a great interest in agile management methods. Therefore, the answer the question whether the implementation of an agile approach to project management can contribute to the project success is gaining relevance in a changing and inconsistent environment. Objective This study attempts to answer the question which aspects of agility and in what manner can influence the final outcome of project work? The underlying objective of the study was to identify the conditions and success factors of implemented projects. Method This paper presents the results of a survey conducted in companies in ICT sector. For this purpose, a number of reports and materials provided by organisations and associations dealing with project management issues, in particular ICT projects, were analysed, complemented with data obtained from statistical offices and financial institutions. For the purposes of the own study, an original questionnaire was developed to identify critical factors for project success, in particular the defined agile components. Results On the basis of the conducted survey it can be concluded that the presence and high level agility is conducive to successful projects. It is the high level of agility supporting project activities that is essential for success. Of no less importance are the people and interactions between them, as well as self-organising teams. They are crucial for a positive evaluation of the project activities. Conclusions Identification of the relationship between selected agility components and project success components allowed recommendations for solutions and attitudes that increase the chances of success in project management to be formulated. The synergy of individual agile components applied that increases the chances for project success.
USING INNOVATIVE SCRUM TECHNOLOGY IN THE RECRUITMENT PROCESS
Authors: Nadezhda V. Balashova; Uliya E. Pilipeyko
Year: 2024

In the article, the authors determine the importance of innovative technologies in personnel management. Modern trends among managers to study and implement flexible approaches to personnel management in their companies have increasingly begun to contain project approaches to solving a specific problem. As part of the work, a group of Agile methods was touched upon and studied, which define a clear structure for flexible project management. A comparative description of the most popular Agile technologies is presented, and their advantages and disadvantages are identified. These methods were primarily created and used in the IT field for software development, but the authors proposed using one of the Agile technologies in personnel management. Systematization of information on Agile methods, in particular Scrum technology, was carried out. A technology structure has been developed, which the authors designated as Scrum-selection. The basic roles for Scrum selection are defined and their approximate structure is indicated, which in turn is consistent with the scale of the organization. The authors also described the main stages of the Scrum-selection system, which they visualized in the form of a diagram. In conclusion, the features of Scrum technology were identified, which can help solve problematic aspects in the field of personnel management, in particular in the recruitment system.
An effective framework to improve the managerial activities in global software development
Authors: Saba Siddique; Muhammad Naveed; Atif Ali; Ismail Keshta; Muhammad Islam Satti; Azeem Irshad; Zakaria Alomari; Onome Christopher Edo; O. A. Diekola
Year: 2023

Abstract Global Software Development (GSD) is a contemporary approach to software development that offers numerous advantages, including enhanced cost-effectiveness and timely delivery. It enables access to a vast pool of skilled developers and facilitates the exchange of best practices and innovative ideas within the software industry. However, effective project management plays a vital role in ensuring successful product development. Organizations that achieve project success consistently adhere to well-defined project management methodologies, resulting in desired outcomes within predefined time frames and allocated resources. The success rate of software projects significantly increases with diligent software management efforts. Nevertheless, the distributed nature of GSD presents significant challenges related to collaboration, information dissemination, and process control, which ultimately impede effective development and compromise software quality. In this study, we identify various challenges associated with the GSD process and propose strategies to overcome obstacles to effective project management. Additionally, we introduce a comprehensive framework designed to enhance managerial activities in GSD.
About the contributors.
Authors: Edwin Louis; Barnhart Contributors; Raymond M Allen; Edwin Lawrence Bamhart; K. R. Amamath
Year: 2010

" May you live in interesting times. " He said the phrase was of Chinese origin, although even Chinese are not sure of this, but it certainly applies to us who have become deeply involved with information technology (IT). Dan Brandon took his first computer course in college in 1966 and has been fascinated by IT ever since. As he started his career, IT was also really just starting. The disciplines of " Computer Science " , " Software Engineering " , and " IT Project Management " all were formulated and solidified during his working years. He has designed and developed software for every generation of software (assembly thru object oriented), and almost every generation of IT architecture and hardware (mainframe, mini, PC, client-server, web). He has also programmed in most major computer languages including ALGOL, and modern web-based languages as PHP to develop applications in a wide variety of areas encompassing the business, engineering, and scientific fields. As his career moved him from programmer to designer to manager, he was always involved with the application of new computer technology and concepts to the solution of application problems. The effective management of all the resources and stakeholders involved with building, integrating, and deploying IT applications has always represented a major interest and challenge to him. Along the way he managed to fit in some schooling, obtaining a BS (Case Western Reserve University), MS, and PhD in Engineering (University of Connecticut); his PhD specialization was in computer methods. Before returning to the university environment, Dr. Brandon accumulated over thirty years of commercial experience in both the IT technical and management arenas. He was a Senior Engineer at Mobil Research, Manager of Application Development for Control Data Corporation, MIS Manager for several companies, and Director of Information Services at the NASA Stennis Space Center. He is currently a professor of Information Technology Management (ITM) at Christian Brothers University (CBU) in Memphis, TN. CBU is a part of the De La Salle Christian Brothers global educational organization with 1000 plus schools in over 80 countries. Dr. Brandon's research interests include both the management and technical side of IT. At CBU he teaches undergraduate and graduate courses in IT,
INTEGRATED CHANGE MANAGEMENT AND PROJECT MANAGEMENT STRATEGIC FRAMEWORK PART II: LESSONS LEARNED FROM A LARGE DIGITAL TRANSFORMATION UTILIZING THIS FRAMEWORK
Authors: Joseph E. Dicianno; A. Gigliotti; Nicole Costantino; Jacquelyn M. Demianczyk
Year: 2020

In late 2018, we published an article in this journal outlining a theoretical approach to an integrated change management and project management strategic framework. (Dicianno & Gigliotti, 2018).  The details of this framework were an integral part of a digital transformation disrupting our managers and employees as part of technology change with our Human Resource Information System (HRIS).  There had not been a technology change in this space in over 25 years and this strategic framework provided us with a solid foundation for managing such a large change.  However, it did not come with several lessons learned along the way and a follow-up article was necessary to continually improve on this strategic framework and allow other practitioners and change experts to learn the same lessons we learned while implementing this strategic approach.  In this follow-up article, we shared key lessons learned during this large digital transformation to build on the framework in the previous article. We hope this would be a springboard for the future of digital transformations seeking to utilize the integrated change management and project management approach. Keywords: Digital Transformation, Change Management, Mindset Shift, Change Champions, Social Learning CITATION: Dicianno, J. E.,  Gigliotti, T. M.,  Costantino, N.,  Demianczyk, J. M.  (2020). Integrated change management and project management strategic framework part II: Lessons learned from a large digital transformation utilizing this framework. The Strategic Journal of Business & Change Management , 7(2), 607 – 614.
Evaluasi Biaya dan Waktu pada Pembangunan Gedung Kantor Bupati Pasuruan Dengan Metode Earned Value
Authors: Ardi Feriyanto; A. M. Hajji; Imam Alfianto
Year: 2024

The Pasuruan Regent Office Building Construction Project is a very important project because it involves the implementation of services to the community so that timeliness and quality in the implementation of development is a must. In week 17 the project experienced delays in implementation where in week 17 the progress plan was 36.906% but the facts in the field were still 22.70% so that there was a delay deviation of -14.204%. This study aims to serve as an early warning and evaluate the performance that is indicated to experience delays so that future realization progress can be carried out in accordance with the plan schedule. The method used is Earned Value Analysis which is a project management method used to measure and analyze project performance based on a comparison between the actual value of the work that has been completed (Earned Value, EV), the costs that have been incurred (Actual Cost, AC), and the estimated costs that should be incurred (Planned Value, PV) at a certain point in the project. EVM is a useful tool for monitoring project progress, identifying potential problems, and making predictions about how the project will proceed. Existing data is analyzed to obtain a prediction of the final state of project completion related to the estimated cost and schedule required. Data collection is carried out by collecting documents related to construction projects. From the results of the analysis, it was found that.
Propuesta de diseño de un modelo de madurez para proyectos de desarrollo e impacto social basado en prácticas globales consolidadas
Authors: Diego Fernando Rojas Escobar
Year: 2024

La gestión de proyectos efectiva es un pilar central para el éxito organizacional, particularmente bajo metodologías orientadas a resultados como Project Management for Results (PM4R). Sin embargo, la adaptabilidad y eficacia de PM4R pueden verse potenciadas mediante un modelo de madurez específico que integre prácticas globales consolidadas y esté orientado a la obtención de resultados tangibles. Este estudio propone un modelo de madurez innovador para PM4R, fundamentado en una síntesis de los modelos de madurez más reconocidos como CMMI, OPM3, Modelo de Kerzner, PRINCE2 Maturity Model y P3M3. Mediante un enfoque de investigación cualitativa, se analizan y adaptan características clave de estos modelos para formular un marco que responda específicamente a los desafíos y necesidades de PM4R. Los hallazgos revelan que un modelo de madurez integrado y orientado a resultados no solo mejora la eficiencia y efectividad de la gestión de proyectos, sino que también facilita una cultura de mejora continua y adaptabilidad en contextos diversos. Este modelo representa un avance significativo en la literatura de gestión de proyectos y ofrece una guía práctica para organizaciones que buscan mejorar su capacidad de entrega y medición de resultados en proyectos.
AGILE TEAM COMMUNICATION IN CONSTRUCTION PROJECTS: A SURVEY-BASED APPROACH
Authors: Handan Kunkcu; K. Koc; A. Gurgun
Year: 2024

Agility is a concept that provides new opportunities for proper management of construction projects. Since little is known about role of communication in agile project management, focusing specifically on the concept of communication to improve agile project practices would be beneficial. Communication plays a central role in project team development and increasing relationship quality with stakeholders. This study aims to evaluate factors measuring agile communication addressed in existing literature using a questionnaire survey. To achieve the study objective, data were collected from civil engineers working in various construction projects. Then, relative importance index (RII) was used to analyze data gathered from the respondents. The findings indicate that the significant role of face-to-face communication to convey information and continuous interaction of the client in the project execution process were the most important indicators of agile project communication, respectively. The study findings are expected to aid improving the agile communication practices, and eventually contributing to the adoption of agile solutions for professionals in the construction industry.
A CNPVaR-NPV Trade-off Model for Resource- Constrained Project Scheduling Problem Under Random Environment
Authors: Sin Yin Teh
Year: 2024

Projects face various risks and opportunities throughout their lifecycle. Integrating risk management into the project progression is a crucial factor for project success and an essential component of project management. This paper aims to evaluate the trade-off between Conditional Net Present Value at Risk (CNPVaR) and Net Present Value (NPV) in a stochastic environment. By assuming the activity duration and cash flow as random variables and setting activity start and execution modes as decision variables, a CNPVaR-NPV trade-off model is established with the objectives of minimizing CNPVaR and maximizing NPV, under priority relationships, execution mode, resource supply, and deadlines constraints. Based on the characteristics of the model, an algorithm combining nondominated sorting genetic algorithm II and Monte Carlo simulation is designed. The HVAC system project of Dongguan Jinyun Digital Park 5# Building is used as a case study to illustrate the effectiveness of the model and the algorithm. The results show that considering the CNPVaRNPV trade-off model can effectively mitigate potential risks and reduce project losses.
Strategic Project Management of the Socio-Ecological Development of the Arctic Zone of the Russian Federation
Authors: A. A. Zaretsky; A. A. Kozyrev
Year: 2024

The article analyzes the processes of project management in the implementation of social and environmental programs in the Arctic zone of the Russian Federation. Current regulatory and legal acts aimed at ensuring the development of the Arctic zone are considered. The problems of rational environmental management, development of territories with minimal negative impact on the state of the environment and taking into account the environmental situation in the region is identified. State programs for support and assistance to people living and working in the regions of the Arctic zone of the Russian Federation, aimed at economic support, development of a personnel reserve and health preservation, and environmental projects, are analyzed and presented. The priority importance of social and environmental projects to develop infrastructure, improve the quality of life of the population and preserve the primary ecosystem is noted. The use of methods for calculating environmental safety indices and urban environment quality indices of the Ministry of Construction of the Russian Federation when ranking the subjects of the Arctic zone made it possible to identify the most problematic areas in ensuring the quality of life, and, accordingly, priority areas for the development and implementation of strategic projects. The importance of strategic programs and projects to reduce the level of pollutants, to increase the population’s supply of high-quality drinking water in cities and to improve the quality of the urban environment is emphasized to improve the quality of life of residents of the cities of the Arctic region.