derhan/semantic-scholar-manajemen-proyek huggingface dataset:
PROJECT MANAGEMENT SYSTEMS IN THE HOTEL AND RESTAURANT BUSINESS
Authors: Yurii Bezruchenkov
Year: 2023

The article examines the main project management systems. It is noted that project management in the hotel and restaurant business is an important element, so it is necessary to choose a project management system in order to satisfy the needs of the business. This article describes a number of modern project management tools that you can win in the hotel and restaurant business: Agile, Scrum, Kanban, Waterfall, etc. Agile is the whole methodology, developed to achieve maximum flexibility and efficiency of projects, which is very important in the restaurant business, but often changes are needed. Scrum, one of the broadest project management methodologies, is based on an iterative approach to completion of a project and can be easily adapted to the needs of the restaurant business. Kanban is a method based on the visualization and management of document management, which allows you to visualize the working process and increase the transparency of project management. Waterfall follows the traditional methodology, as it is based on the last skin phase of the project, which can be corny, if it is stable before the project, and the differences in previous projects are insignificant.

Together with the most important methods of project management, its worth to promote actively smart technologies, such as Asana and Trello, as they will be available for the hotel and restaurant business for organizing various tasks and projects, helping to create menus, planning visits, and restaurant managers. One of the main advantages of using bad project management technologies is that they allow you to run all your projects in one area, to check your progress and guarantee that all team members are on the same side. The names of the system allow you to recognize the project manager and different members of the team, to show them the terms and conditions for the skin stage of the project that makes the project management process more efficient and organized. The adoption of sophisticated technologies in project management systems allows you to gain access to information that is available from any place and any building, connected to the Internet. This allows the team members to work on projects and tasks at any location, which is especially important for restaurants with a large number of places. Examples of the use of systems in the hotel and restaurant business are given.
Building Trust and Cooperation through Technology Adaptation in Virtual Teams: Empirical Field Evidence
Authors: Dominic M. Thomas; R. Bostrom
Year: 2008

This article reports findings of an empirical, field study of how virtual information systems development teams project managers improve team trust and cooperation by managing adaptation of information and communications tools. We examine the effect of leader style on the efficacy of interaction interventions. Results indicate how theory X (command and control) and theory Y (facilitate and support) leadership approaches enable and contradict effective technology adaptation, trust building, and outcomes. Successful technology adaptation led to increased trust. In order to achieve technology adaptation during interventions, leaders taking employing actions associated with a theory Y approach achieved greater success. Implications for virtual project management are introduced.
Exploring the Significant Impact of Communication in project Management: A Study on the role of Communication Management in Global Projects
Authors: David Oyekunle; Tumini Inoma Abbey; Florence Ibeh
Year: 2024

This article presents a thorough framework for project communication while examining the critical role that communication plays in managing multinational projects. Examining existing research on global project management success criteria, the study highlights contemporary global communication concepts and obstacles. The study suggests using cross-cultural communication practices to reduce miscommunication with a complete overview of the project communication life cycle, which includes planning, initiation, execution, monitoring, and closing. Developing an organizational structure and developing a plan are necessary before starting a project's communication. Environmental analysis, communication objectives, stakeholder identification, communication channels, information format, guidelines, resources, and project ethos are all included in the strategy. By identifying methods, designing content, and doing stakeholder analysis, project communication planning promotes alignment with project goals. Project communication implementation places a strong emphasis on communication skills, delivery methods, and information sharing. It's important to keep up communication skills, and having a specific channel for project information makes it more accessible. Monitoring adherence to communication management techniques, spotting deviations, and putting corrective measures in place are all part of controlling project communication. Robust document control, including identification, versioning, owner assignment, approval, distribution, retention, and security, is necessary for administrative closure. Cultural obstacles, language barriers, time zone differences, technical barriers, organizational hierarchy, and a lack of in-person engagement are some of the unique communication issues encountered in multinational initiatives. The pros and cons of various communication models—such as technology-driven, agile, interactive, transactional, cultural, and linear—are compared. The study offers a comprehensive framework, integrates multicultural features, explores problems, and suggests communication cycles, all of which greatly improve project management and communication in global projects. The significance of communication culture and recommendations for high-performing businesses are highlighted. According to recognized success criteria, the research emphasizes the importance of communication in project success. With all factors considered, it offers scholars and professionals insightful information as well as useful recommendations in the ever-changing field of international project management.
Increasing the transfer of simulation technology from R&D into school settings: An approach to evaluation from overarching vision to individual artifact in education
Authors: L. Blasi; Berta Alfonso
Year: 2006

Building and evaluating artifacts specifically for K-12 education, technologists committed to design sciences are needed along with an approach to evaluation increasing the systemic transfer from research and development into school settings. The authors describe THE VIRTUAL LAB scanningelectronic microscope simulation, including (a) its development from a design and project management perspective at NASA and (b) the formative evaluation, drawing on a usability study conducted in high school science classrooms by University of Central Florida. The authors offer a four-level assessment that begins with the overarching vision that guided developers. Over time, a team of evaluators (a) verify (the artifact), (b) check variation (of content), (c) verify (in context), and (d) document value (in the field of education). THE VIRTUAL LAB usability study is offered as a specific example in the evaluation process using both quantitative and qualitative data while responding and contributing to an overarching vision for education.
THE INFLUENCE OF RISK MANAGEMENT ON PROJECT PERFORMANCE
Authors: Irina Andreea Pegulescu
Year: 2023

Through the project, an idea is implemented, based on several interconnected steps. The project is composed of several elements, without it cannot exist, mandatory elements that complete the project, by means of a well-developed project management. Thus, a link is created, positive or negative, between the elements of the project, which are interdependent and cannot exist one without the other. The present research is part of a broad analysis of the elements of project management, however, for the present research only two elements of the project were considered, namely risk management and performance, in order to discover the relationship created between them, the influences and effects on a project. It will also aim to outline some solutions to maintain, strengthen or improve, if necessary, the relationship between the elements of the project subject to the current research: risk management and project performance.
Analysis of MEP Work Waste Management Efforts in Building Construction Projects in Jakarta Greater Area
Authors: Elfira Augustin; L. Karlinasari; Erizal
Year: 2024

Construction projects are among the sectors that are growing rapidly in Indonesia and have an impact on the environment from the resulting construction waste. The purpose of this study is to analyze the highest type and quantity of construction waste generated from Mechanical Electrical Plumbing (MEP) work from the difference in the amount of material from the BOQ with the amount attached to the as-built drawings, evaluate the economic value by calculating the ratio of the amount of waste generated to the amount of material at BOQ (waste level) × the scope of work percentage (waste cost), selling value of waste (the quantity of waste × the local selling price), and costs of disposal of construction waste based on the agreement of each project management. This study uses a descriptive quantitative method. The results showed that most of the construction waste generated was based on its type, consisting of copper-based cables, steel and plastic pipes, and polyurethane ducts. The highest quantity of construction waste came from the office project, which was 2 × 1.5 mm2 NYA cables (216,515 m). The highest waste level value came from office, condotel, and factory projects using several types of cables (> 94%). The highest waste cost value came fromthe condotel project is polyurethane duct (IDR 5,727,267,000.00). The metal waste produced is sold by contractors to collectors for recycling. Non-metal waste is disposed by paying a civil contractor. Construction waste management policies must be implemented to reduce the amount and impact of construction waste generated.
Managing Outsourced Logistics Service Projects as Complex Networked Resources
Authors: F. Awaleh; P. Engelseth
Year: 2018

A single case study of outsourced project-organized logistics services reveals particularities of managing this form of logistics operations. Focusing on features of business relationships, interaction strategy, value creation, and the interplay between these factors, organizing project management of outsourced logistics services is considered to enhance market capability. Complexity is found through the case at two levels, the supply chain structure changing albeit at a slower pace than service processes. Service management therefore supports value creation at the project’s process level while also dealing with changing constraints at the project network level as a contextual factor. Furthermore, business relationships transcend the individual project organization; a third layer of investigation. This provides an analytical framework for studying strategic management of outsourced logistics services.
Process Protocol for Prevention through Design (PTD) Implementation in Malaysian Construction Industry – A Concept Paper
Authors: Nur Nilam Sari Md Yusoff; Norhazren Izatie Mohd; Hamizah Liyana Tajul Ariffin
Year: 2024

The construction industry is among the most hazardous sectors globally, with high rates of accidents, fatalities, and occupational illnesses often stemming from unsafe workplaces, flawed design decisions, and fragmented procurement practices during the pre-construction phase. To address these risks, Malaysia’s Twelfth Malaysia Plan (2021–2025) introduced the Occupational Safety and Health (Construction Work) (Design and Management) Regulations 2024, emphasizing the integration of Prevention through Design (PtD) principles. The Regulations assign clear roles and responsibilities to stakeholders, including designers, contractors, and clients, to prioritize safety throughout the construction lifecycle. However, awareness and understanding of the PtD concept embedded in the Regulations remain limited due to the early stage of its enforcement, and research on PtD implementation under the CDM Regulations 2024 is scarce. This study explores current PtD practices in the construction industry, identifies legal requirements under the CDM Regulations 2024, and highlights issues arising from PtD implementation. A content analysis was conducted using a systematic literature review methodology guided by the PRISMA framework, analyzing 40 relevant articles. The findings reveal four main categories of PtD implementation issues: unresolved legal and contractual barriers, lack of awareness, procurement challenges, and industry culture. Subcategories include coordination, cost and time, liability, policy, lack of knowledge, fragmented procurement systems, and the inherent nature of the industry. By advancing understanding of PtD responsibilities and implementation strategies, this study contributes to improving occupational safety and health practices within Malaysia’s construction industry, fostering sustainable and safe construction environments. The findings emphasize the need for a structured process protocol in future studies to clarify stakeholder duties, address contractual ambiguities, and cultivate a culture of safety-driven project management.
On the Current Situation of Safety Management in Civil Engineering Construction
Authors: Zhenpeng Wang
Year: 2024

Civil engineering information management is a mature and young subject, mature is civil engineering, civil engineering practice has been carried out for thousands of years, such as Qin Shi Huang built the Great Wall. The youngest is the information management of civil engineering, which ensures that the cost, quality, schedule and safety of the project are fully controlled through information management. Civil engineering information management is an emerging discipline that has only been proposed in recent years with the modernization of project management. Although some results have been received, there are still some problems. In order to solve these problems, it is necessary to clarify the significance of information management, discover problems in a timely manner, solve problems, and realize the informatization of construction project management as much as possible. Therefore, this paper discusses the practice of information construction of engineering project management.
Managing the Institutional Context for Projects
Authors: P. Morris; J. Geraldi
Year: 2011

Project management is widely seen as delivering undertakings on time, on budget, and on scope. This conceptualization fails, however, to address the front end and its management. Addressing the front end moves the discipline to a second, more strategic level. This article proposes a third level of conceptualization: the institutional level, where management is focused on creating the conditions to support and foster projects, both in its parent organization and its external environment. Management here is done for and on the project rather than in or to it. We show that management at this level offers an enlarged research agenda and improvement in performance.
Process Analysis in Humanitarian Voluntary Geographic Information: the case of the HOT Tasking Manager
Authors: D. Herrera-Murillo; Héctor Ochoa-Ortiz; Umair Ahmed; F. J. Lopez-Pellicer; Barbara Re; Andrea Polini; J. Nogueras-Iso
Year: 2024

Abstract. Geographic information is vital for organising humanitarian campaigns and helping those in need. The leading Humanitarian OpenStreetMap Team (HOT) organises projects to create the necessary geographical information and connect to the organisations that need to make decisions on the ground. This work provides insights into project management dynamics and volunteers’ interaction with user interfaces in Volunteered Geographic Information (VGI) in a humanitarian context. We do so by conducting a process analysis of 746 completed, fully validated, and archived projects in the HOT Tasking Manager (HOT-TM) over the past two years. The analysis encompasses a process discovery stage from the perspectives of control flow, time, organisation, and outcome of the mapping tasks that comprise a project. The findings offer valuable implications for future project planning and execution in similar contexts. Our process mining exploration of the task states found a clear path that involves mapping and validation operations with minor deviations. However, we did find a major bottleneck from the mapping to the validation phase, which could reflect that validation capabilities are a scarce resource. Proactive notification for validators, artificial intelligence adoption for task planning, user interface redesign, and strategies for better harnessing the collective intelligence of volunteers could improve the process.
Integrating Tools for Supporting Software Project Time Management: An Ontology-based Approach
Authors: Glaice K. S. Quirino; R. Falbo
Year: 2013

Project Management is a complex process involving several activities and a large volume of information. There are several tools offering partial solutions for supporting this process, increasing the need for integrating some of them, in order to provide a fuller support to the Project Management process. This paper presents an integration initiative aiming at semantically integrating dotProject, a web-based project management application, to ODE, an Ontology-based software Development Environment. This integration initiative focuses on the project time management, mainly for supporting the following activities: definition of project activities, allocation of human resource to these activities, and scheduling. This initiative was conducted partially following OBA-SI, an Ontology-Based Approach for Semantic Integration, and it was done using a domain ontology built from a Software Process Ontology Pattern Language.
A Design Change, Knowledge, and Project Management Flight Simulator for Product and Project Success
Authors: Raymond K. Jonkers; Kamran Eftekhari Shahroudi
Year: 2021

Cost overruns and schedule delays are pervasive in complex projects despite the use of systems engineering and traditional project management models and tools. These disciplines can often work in isolation leading to inconsistencies in product information, tracking of design changes, and challenges in decision-making. While the literature proposes theoretical approaches to integrating these disciplines, there does not appear to be a practical approach offered. In response, this article presents a management flight simulator that represents a digital twin of set-based design, design change, knowledge, and agile project management practices. It integrates discipline-specific submodels through key linkages that are derived from the intrinsic properties of a system case study and intangible assets such as knowledge, communication, culture, and process maturity. It captures the techno-socio-economic and cultural factors involved in design change decisions and project management. The simulator provides immediate feedback on whether a change is going to help or disrupt design integrity through the monitoring of system attribute trends and cues. It also provides the impact on lifecycle management curves using a system dynamics submodel. From this feedback, several system, policy, and process levers are available within the simulator for what-if scenarios with the goal to improve product, organizational, and project performance.
How do a company's information technology competences influence its ability to innovate?
Authors: S. Gordon; Monideepa Tarafdar
Year: 2007

Purpose – The purpose of this paper is to describe research that explores how an organization's information technology (IT) competences influence its ability to innovate.Design/methodology/approach – This paper draws on prior research to describe stages of the innovation process and to identify several IT competences that have been linked to innovation success. Then, examining innovation at three case study sites, it demonstrates how IT competences can influence the success of innovation at various stages of the innovation process.Findings – The paper finds that IT competences in information and knowledge management, project management, collaboration and communication, and business involvement are likely to improve an organization's ability to innovate.Research limitations/implications – The research in this paper is exploratory. The small number of cases limits one's ability to claim that the IT competences one has identified always affect innovation.Practical implications – The paper shows that organiza...
Project risk management in educational organizations
Authors: Ludvík Eger; Dana Egerová
Year: 2016

The past 20 years have been a period of reforms for school systems in Visegrad countries. However, the successful implementation of educational reforms requires effective leaders and managers and, to produce effective leaders, changes in the system of leadership and management programmes need to be adopted. From 2004, the Czech Republic saw a growth of school project activities, with educational projects becoming important tools for supporting innovations in teaching and learning processes. Despite the new system of leadership development, there was a gap between level of headteachers’ competencies and the competency required to manage educational projects successfully. This study focuses on the leadership competencies of project management, particularly risk management, in the context of educational organizations. The survey data were collected through interviews with headteachers, senior teachers and project managers in 118 educational subjects from nine regions of the Czech Republic. The research team acquired data from 300 educational projects. The key findings show that headteachers have difficulty in managing the risks of educational projects. Survey results also indicate that a very high level of risk occurred in 8% of the examined projects, and medium risk, in 27%. It is suggested that training and knowledge-transfer programmes about project management, including risk management, should become priorities when preparing headteachers for their role.
Hardware Project Management - What we Can Learn from the Software Development Process for Hardware Design?
Authors: R. Drechsler; A. Breiter
Year: 2007

Nowadays hardware development process is more and more software oriented. Hardware description languages (HDLs), like VHDL or Verilog, are used to describe the hardware on the register-transfer level (RTL) or on even higher levels of abstraction. Considering ASICs of more than 10 million gates and a HDL to gate ratio of approximately 1:10 to 1:100, i.e. one line of HDL code on the RTL corresponds to 10 to 100 gates in the netlist, the HDL description consists of several hundred thousand lines of code. While classical hardware design focuses purely on the development of efficient tools to support the designer, in industrial work processes the development cycle becomes more and more important. In this paper we discuss an approach, where known concepts from software engineering and project management are studied and transferred to the hardware domain. Several aspects are pointed out that should ensure high quality designs and by this the paper presents a way working towards a more robust design process by a tight integration of hardware design and project management. The intention of this work is not to provide an exhaustive discussion, but many points are addressed that with increasing circuit complexity will become more and more important for successful ASIC design.