derhan/semantic-scholar-manajemen-proyek huggingface dataset:
Gaming for Agility: Using Serious Games to Enable Agile Project & Portfolio Management Capabilities in Practice
Authors: C. J. Stettina; T. Offerman; B. D. Mooij; I. Sidhu
Year: 2018

Organizations creating new products and services are increasingly adopting agile project and portfolio management capabilities to remain innovative. However, acquiring the necessary skills and spirit is troublesome for many organizations as they rely heavily on a distinct mindset and experience that can only be acquired in the process. Literature indicates that serious games can help to bridge that gap. In this paper we take the example of agile project management methods to understand how games are applied to support the acquisition of agile and entrepreneurial capabilities. In an explorative study, we conducted qualitative interviews with game developers, business consultants, and agile coaches from nine different companies, and conducted desk research on available open source serious games. Based on 475 minutes of recorded audio, 81 pages of transcripts as well as 26 identified open source games, we discuss the purpose, characteristics, and success factors of serious games and their embedment in training. Further, we provide an analysis of available games and what capabilities they address. Based on our findings we advocate for a wider use of serious games and simulations to support the adoption of agile project and portfolio management capabilities in practice. In particular, we believe the benefits of such an approach allow participants to experience, understand, and be able to work effectively across the different interconnected components of such a capability.
Essential practical connections between the disciplines of IS and CS
Authors: H. Topi
Year: 2011

connections between the Disciplines of IS and CS design, IS project management, enterprise architecture, user experience, and professional issues in information systems as those topics in the IS curriculum that have been and continue to be developed within the IS discipline. Areas such as programming fundamentals, algorithms and complexity , IT infrastructure, and operating systems, however, are clearly identified to be outside the core area of IS expertise. The practical consequences of acknowledging this distinction are broad. First, it means that IS faculty members IS 2010 made explIcIt one of the challenges of the information systems (IS) discipline: Significant elements of the undergraduate IS curriculum are based on expertise that has not been created and is not developed further within the discipline. Earlier, this was recognized to be the case for domain fundamentals (such as various business disciplines) and foun-dational knowledge and skills (including leadership and collaboration, communication , negotiation, analytical and critical thinking, and mathematical foundations). IS 2010, however, makes it explicit that many IS programs include in their core technical computing content that is based on expertise created primarily by computer scientists and computer engineers and maintained in the curricula and bodies of knowledge of these fields, respectively. Why do I believe it is important enough to highlight this in an ACM Inroads column and bring it to your attention again? The topic was, after all, discussed from a slightly different perspective already in my June 2010 column? It is important because the issue is closely linked to the ongoing discussion regarding the identity of the IS discipline and the primary value that it adds to the broader field of computing. The IS 2010 process identified IS management and leadership, data and information management, systems analysis and teaching in the areas outside the core knowledge creation domain of IS should follow closely the relevant areas in computer science research and pedagogy as part of their professional development. For example, it is clear that the computer science education community represents the latest pedagogical understanding related to teaching of programming languages , data structures, and algorithms. The core expertise required for teaching the fundamentals of these topics is the same regardless of the context in which the material is taught. IS faculty members teaching in these areas should take advantage of the strong computer science education tradition represented in areas such as the SIGCSE community, ACM publications related to computing …
Factors Influencing Outcomes of Clinical Information Systems Implementation: A Systematic Review
Authors: Dianne Gruber; G. Cummings; Lisa LeBlanc; D. Smith
Year: 2009

Healthcare agencies spend significant resources to acquire or develop clinical information systems. However, implementation of clinical information systems often report significant failures. A systematic review of the research literature identified processes and outcomes of clinical information system implementation and factors that influenced success or failure. Of 124 original papers, 18 met the primary inclusion criteria-clinical systems implementation, healthcare facility, and outcome measures. Data extraction elements included study characteristics, outcomes, and implementation risk factors classified according to the Expanded Systems Life Cycle. The quality of each study was also assessed. Forty-nine outcomes of clinical information system implementation were identified. No single implementation strategy proved completely effective. The findings of this synthesis direct the attention of managers and decision makers to the importance of clinical context to successful implementation of clinical information systems. The highest number of factors influencing success or failure was reported during implementation and system "go-live." End-user support or lack thereof was the important factor in both successful and failed implementations, respectively. Following the Expanded Systems Life Cycle management model instead of a traditional project management approach may contribute to greater success over time, by paying particular attention to the underrecognized maintenance phase of implementation.
INCREASING MANAGEMENT EFFICIENCIES AND EFFECTIVENESS OF HIV/AIDS PROJECTS USING DIGITAL HEALTH INTERVENTIONS IN KENYA: A QUALITATIVE INQUIRY
Authors: C. Mudogo; Angeline Mulwa; D. Kyalo
Year: 2024

Objective: The study explored perceptions on how digital health interventions could be used to improve management efficiencies and effectiveness of HIV/AIDS projects in Kenya.
 
Theoretical Framework: The Unified Theory of Acceptance and Use of Technology was employed.
 
Method: A total of 32 healthcare service providers who were on duty (during the period of data collection January-February 2022) at comprehensive care centers providing HIV/AIDS care and treatment services in eight high volume public health facilities in Kisumu county, Kenya were purposively sampled and subjected to a key informant interview guide. The participants were healthcare service providers who had been at the health facility for at least one year and had experienced the use of any digital health intervention. The study explored views on knowledge about the digital health interventions and perceptions on the impact of the interventions.
 
Results and Discussion: Most users perceived the digital health interventions to have increased management efficiencies in terms of keeping appointments by clients, reduction in turnaround times of receiving laboratory results, increased accountability for drugs and improved reporting due to real time data on the digital health interventions. Overall, digital health interventions resulted in faster, evidence based and appropriate clinical management decisions.
 
Research Implications: Technology has a critical role in improving project management practices by enhancing efficiencies and effectiveness in processes and service delivery.
 
Originality/Value: This study contributes to the literature on digital health which is a new area of interest particularly in Sub-Saharan Africa and Kenya in particular.
Supplier-involved collaborative product development in PLM
Authors: Xinghan Wang; L. Fu; X. Ming; F. B. Kong; Dong Li
Year: 2010

Increasing economic competition, globalisation and well-informed demand is constantly challenging companies. Past research efforts paid to supplier-involved Collaborative Product Development (CPD) mainly related on collaboration method, platform, tools and standards. Unlike the past, the performance of an enterprise now depends much on the performance of its partners in the value chain. To address such challenges, this study proposes a framework of supplier-involved CPD and a new method to analyse the collaborative scenario and interaction relationships. A new supplier-involved CPD framework in product lifecycle management is presented in details in this paper, which consists of three layers: Supplier Collaborative Business model, Supplier Collaborative Process model and Supplier Collaborative Operation model. The collaborative scenario and interaction is analysed using five processes, which are product planning, conceptual design, detailed design, design review and project management. A case study is demonstrated to show the efficiency and effectiveness of the framework developed in this paper.
Building capacity for pharmacist-provided patient care services.
Authors: Jennifer L. Rodis; J. Schommer; Michelle A Maguire
Year: 2011

training program to improve MtM capacity Pharmacy has been afforded many opportunities through the advent of the Medicare Modernization Act, medication therapy management (MTM) services, and, more recently, passage of the Affordable Care Act, leading critics and supporters to question whether capacity exists to support provision of direct patient care services by pharmacists, primarily in the community setting.1–3 Although research has shown that community pharmacists possess the clinical competency to provide MTM services,4 many community pharmacists yearning to engage in direct patient care services lack the time and training needed to develop them.5,6 Residency has been suggested as a required element of pharmacy education to ensure adequate preparation for the provision of direct patient care services.7 Although universal participation in residencies may be an ideal plan for developing future pharmacists, achieving this reality may not be feasible due to capacity limits and availability of open residency positions. Considering methods for training currently practicing pharmacists and students not able to complete residency is important, so that they may take advantage of current and future opportunities to provide direct patient care. The Ohio State University (OSU) College of Pharmacy (COP) Partner for Promotion (PFP) program was developed in 2005 to (1) enhance the skills and confidence of students and community pharmacy preceptors to deliver and expand direct patient care services in community pharmacies, (2) create sustainable direct patient care services in community pharmacies, and (3) increase the number of advanced pharmacy practice experience (APPE) sites for OSU COP. This program provides a systematic approach to enhancing direct patient care in community pharmacies through student-engaged service development. PFP partners APPE doctor of pharmacy students with preceptors at community pharmacies, and with training and mentoring by faculty at the college, these students and pharmacists work collaboratively through a 10-month experience to create and integrate a sustainable direct patient care service in the community pharmacy. Benefits to participants. Community pharmacies and pharmacists benefit from faculty expertise, trained students to work longitudinally with the pharmacy site, opportunities for formal training and continuing education, and continued support by OSU COP after initial involvement in the program through faculty consultation and student rotations. PFP offers students an opportunity to step outside the classroom and work through the process of service development in a real-life setting. Students gain additional benefit through practice and feedback from faculty related to time management, project management, and communication skills. OSU COP gains community pharmacy APPE sites able to provide student training in the provision of MTM services in the community.
Adoption of Lean Approach to Enhance Performance of Fast-Track Construction Projects
Authors: Amr Elmalky; S. Dokhan; Karim El-Dash
Year: 2024

: The construction industry in Egypt plays a pivotal role in the country's economy, however, inefficient project management practices have been identified as a significant challenge, impacting both the environment and the economy. Evidence showed that the integration of lean construction (LC) concepts and tools into construction management not only addresses challenges but also generates a synergistic impact on project performance. The study investigates the level of awareness, adoption, perceived benefits, and challenges of lean construction in Egypt. A questionnaire survey was used and was collected from 133 respondents from different levels among construction specialists. Additionally, the research explores the feasibility of a tailored framework for the adoption of lean principles, specifically targeting fast-track projects. The findings of this research contribute significantly to bridging the knowledge gap in the application and understanding of lean construction principles in the Egyptian construction industry. The study reveals a diverse landscape of awareness among respondents, emphasizing the importance of increasing knowledge levels for effective implementation. Participants with higher awareness demonstrated substantially higher adoption rates of lean methods, highlighting the interconnected relationship between awareness, adoption, and positive outcomes. This underscores the need for targeted educational programs and training initiatives to enhance professionals' knowledge and skills in effectively implementing lean principles in fast-track projects, especially in the face of current economic challenges. The proposed conceptual framework integrates insights from the literature review and questionnaire analysis, offering practical guidance for implementing lean construction principles. This will enhance the productivity of construction projects with best quality, limited waste, and on-time delivery. In conclusion, this research contributes to advancing knowledge and understanding of lean construction principles in the context of the construction industry in Egypt, providing a foundation for further research and practical strategies. It contributes to lean practices' effective adoption, promoting the industry's advancement and sustainability. Applying LC methods will enhance the implementation of fast-track projects with high quality, less cost and time. Future research considerations include contextual
Forum
Authors: Diane Crawford
Year: 2006

The things Peter G. Neumann described as risks in his “Inside Risks” column (“Risks Relating to System Compositions,” July 2006) I would generally characterize as stupidity. Unfortunately, too many software-oriented people, especially hackers and other free spirits, take an approach that is the equivalent of playing Russian Roulette, inevitably causing most of their own problems. Who hasn’t witnessed cowboys “improving” their code, only to break other modules and delay final integration and testing. Rigorous configuration management (CM) would prevent this, but most projects use erroneous forms of CM, requirements handling, and other processes. Worse, they sometimes take the Nike approach, that is, they “Just Do It.” The “risks” noted by Neumann are easily handled by a disciplined systems process that includes systems architecture and systems engineering supported by rigorous infrastructure processes (such as CM). Unfortunately, too many projects that do not omit architecture completely when not just jumping to a solution, confuse software architecture with systems architecture. Indeed, most software developers view software as the (entire) system, not just as a component of a larger entity. Systems architecture must include all necessary technical architectures (such as those for hardware, software, security, communications, information, and operations) while considering the context and constraints that determine solution alternatives for analysis and selection. A key result of the systems architecture is the selection of the nonfunctional requirements that drive solution feasibility. Most of what Neumann called composition problems are handled well by systems approaches usually called “emergent properties.” The other problem types are handled through other systems approaches. Admittedly, some systems engineers omit architecture, do not understand requirements, and otherwise fail to take a professional approach to solving problems. This is not a fault of systems architecture or systems engineering but reflects a lack of practitioner training and experience, the blame for which belongs to a program’s management. Moreover, the creation system (such as an enterprise’s executive management) can also cause problems (such as allowing faulty project management and failing to provide training or adequate resources). There are certainly large, complex, nonlinear, unprecedented systems with extreme constraints and difficult contexts for which software engineering is unable to guarantee solutions. But systems methods offer the best chance for success, while the traditional software approaches may actually guarantee failure. William Adams Springfield, VA When It Comes to Software, Don’t Just Do It
Helping SMEs to Better Develop Software: Experience Report and Challenges Ahead
Authors: C. Ponsard; J. Deprez
Year: 2017

Small and medium-sized enterprises (SMEs) play a key role in the worldwide economy and are increasingly dependent on software as part of their products/services or to support their operation (e.g. e-commerce, smart manufacturing). Over the past 15 years, as a research and technology transfer centre, CETIC has been busy helping Belgian SMEs to increase their maturity in software development. We have also contributed specific methods and tools for the SME target, including the OWPL framework and now the ISO29110 standard. This talk aims at sharing what we learned from different types of SMEs (from startups to grownups, both IT and non IT) about common problems gathered in a long term survey. We then focus on key issues like requirements, technical debt, test/release and (agile/lean) project management. Finally, we share our thoughts on new challenges ahead raised by the ever increasing connectivity like cybersecurity and privacy regulation (GDPR).
An Approach to Probabilistic Effort Estimation for Military Avionics Software Maintenance by Considering Structural Characteristics
Authors: Tae-Hoon Song; Kyung-A Yoon; Doo-Hwan Bae
Year: 2007

The needs of software maintenance and the importance of maintenance project management increase rapidly in the military avionics industry. Although few previous studies related to the maintenance effort estimation were proposed, they had two drawbacks:(1) the needs of some input parameters which are hard to measure precisely at early stage, (2) the passive support of "what-if" analysis by exploring the impact of changes among input parameters for more realistic estimation. In this paper, we suggest probabilistic effort estimation model for military avionics software maintenance by considering structural characteristics. We elicited the four aspects to the maintenance effort including structural characteristics, developed probabilistic maintenance effort estimation model based on Bayesian network with a data set of 76 military avionics software maintenance projects in the Republic Of Korea Air Force (ROKAF).
Critical Factors to Overcome Project Scope Creep in the Oil and Gas Industry: Analytic Hierarchy Process Approach
Authors: Awadh M. Alkarbi; Mian M. Ajmal; A. Salameh
Year: 2022

This study aims to determine procurement and project management critical factors to develop procurement strategy with stakeholders to eliminate project scope creep (PSC) risks in the oil and gas (O&G) sector. Analytical hierarchy process (AHP) methodology is applied to prioritize the critical factors from tendering management (TM), contract quality (CQ), and project management (PM) criteria to solve the PSC problem. Data are from eight managerial levels and two specialists from procurement and project departments of two O&G companies in the UAE context. The study revealed that there are six factors out of 15 that are critical factors from procurement management: 1) tender strategy, 2) tender clarifications meetings and negotiation, 3) tender document preparation, 4) techno-commercial bids evaluation and award, 5) well-written contracts, and 6) supplier selection criteria. This study provides managers with tools and strategies for successful project management practices in the UAE.
Leadership Styles and Their Influence on Project Team Performance
Authors: Muhammad Abrar Ahmed; Syed Muhammad; Ali Naqi; S. M. Cheema
Year: 2023

In today's dynamic and competitive business environment, effective leadership stands as a cornerstone for successful project outcomes. This research delves into the multifaceted relationship between leadership styles and project team performance, exploring the intricate interplay between various leadership approaches and team dynamics. Utilizing a mixed-methods research design, this study comprehensively investigates the impact of leadership styles – including transformational, transactional, laissez-faire, democratic, and autocratic – on project teams across diverse industries. The quantitative phase involves structured surveys administered to project team members and leaders, aiming to quantify the prevalence of different leadership styles within various organizational contexts. Simultaneously, the qualitative phase employs in-depth interviews and focus group discussions, capturing the nuanced experiences and perceptions of team members and leaders regarding the influence of leadership styles on motivation, collaboration, and overall project success. Through rigorous analysis, this research reveals intriguing patterns and correlations between specific leadership styles and project team performance metrics such as quality, timeliness, and efficiency. Moreover, it sheds light on the underlying mechanisms through which leadership impacts team dynamics, uncovering the pivotal role of communication, empowerment, and adaptability in shaping collaborative efforts. Furthermore, this study emphasizes the significance of contextual factors, including project complexity and organizational culture, as crucial influencers of the leadership-team performance nexus. By understanding these contextual nuances, organizations can tailor their leadership strategies to optimize team synergy and enhance project outcomes. The findings presented herein not only contribute to academic discourse in the fields of leadership and project management but also offer practical insights for project managers and organizational leaders. By aligning leadership styles with the unique demands of their projects, businesses can foster a culture of innovation, resilience, and high performance, ultimately achieving sustainable success in today’s competitive landscape.