derhan/semantic-scholar-manajemen-proyek huggingface dataset:
PENJADWALAN PROYEK PADA PEMBANGUNBAN PRAKSANA RUANG ISOLASI PENYAKIT INFEKSI EMERGENCING (PIE) RSUD PROF. H. ALOE SABOE KOTA GORONTALO DENGAN MENGGUKANA METODE PDM (PRECEDENCE DIAGRAMMING METHOD)
Authors: Zulkifli Ngabito
Year: 2023

Abstract  Metode Precedence Diagramming (PDM) adalah salah satu teknik yang digunakan dalam manajemen proyek untuk menggambarkan hubungan antara aktivitas-aktivitas yang ada dalam suatu proyek. PDM menggunakan diagram jaringan untuk memvisualisasikan urutan, ketergantungan, dan durasi setiap aktivitas.Penerapan penjadwalan pada pembangunan RSUD Prof. H. Aloe Saboe Kota Gorontalo dengan metode Precedence Diagramming Method memiliki tujuan 1.)Penentuan urutan kegiatan: PDM membantu dalam menentukan urutan yang optimal untuk menjalankan kegiatan proyek. 2.) Identifikasi ketergantungan: Melalui PDM, kita dapat dengan jelas melihat bagaimana kegiatan bergantung pada kegiatan lainnya dalam suatu proyek. Hal ini membantu mengidentifikasi ketergantungan yang ada sehingga tim dapat memprioritaskan pekerjaan dengan lebih baik. 3.) Pengelolaan risiko: Dalam perencanaan proyek, pemahaman tentang ketergantungan antar kegiatan sangat penting untuk mengidentifikasi risiko potensial. Dengan menggunakan PDM, kita bisa menganalisis dampak jika ada penundaan atau masalah pada salah satu aktivitas tertentu. 4.) Estimasi waktu dan sumber daya: PDM juga membantu dalam estimasi waktu yang diperlukan untuk setiap aktivitas serta alokasi sumber daya secara efisien berdasarkan dependensi mereka di dalam diagram sekuensial.Berdasarkan hasil dan pembahasan diatas maka penjadwalan waktu dengan menggunakan metode PDM dapat direncanakan dengan menghasilkan diagram batang berupa Diagram Jaringan sesuai dengan hasil perencanaan dengan menggunakan metode PDM yang sudah ada. Diagram jaringan hasil perencanaan dapat dilihat pada lampiran. Berdasarkan hasil analisis pada pembangunan proyek dengan menggunakan metode PDM dan Microsoft Project 2007 menunjukkan percepatan durasi penyelesaian proyek yaitu 40 hari dari perencanaan awal proyek yaitu 150 hari menjadi 212 hari kerja.Kata kunci : Precedence Diagramming methode(PDM), Rsud, durasi, aktivitas, Microsoft Project
Training Model of High-Rise Building Project Management Talent under Multi-Objective Evolutionary Algorithm
Authors: Pan Qi
Year: 2024

—In order to meet the development needs of the construction engineering industry and further optimize and improve the talent training mode, this paper studies the talent training model of high-rise construction project management under the multi-objective evolutionary algorithm. The cognitive ability model of management talent is constructed, and the learning ability of management talent is analyzed. With the optimization objectives of minimizing the construction period, minimizing the project cost, and maximizing the benefit of skill growth in high-rise building projects, and taking the conditions of average proficiency and average duration of construction as constraints, the mixed immune genetic algorithm with the introduction of the double-island model is adopted to carry out multi-objective evolution of management talent training, so as to obtain the best training scheme for management talent in high-rise building projects. The experimental results show that after the optimization of this model, the skill proficiency of project management personnel can be effectively improved, construction time can be effectively reduced, construction efficiency can be improved, and construction costs can be improved.
Analisis Manajemen Proyek
Authors: Seger Santoso; Retno Desianti
Year: 2022

Jumlah penduduk di Indonesia semakin hari semakin bertambah sehingga kebutuhan hidup semakin meningkat, salah satunya kebutuhan rumah tinggal. Hal ini menyebabkan semakin bertambahnya usaha bisnis di bidang properti seperti terlihat dengan adanya gedung perkantoran diberbagai wilayah, pembangunan apartemen, rumah susun, rumah KPR, rumah took (Ruko) dan rumah tinggal lainnya. Sehingga sebagian orang beranggapan bisnis di bidang ini sangat menjanjikan sebagai lahan investasi. Peran dari manajemen sangat penting dalam pengendalian internal. Manajemen adalah proses perencanaan, pengorganisasian, pengarahan, dan pengawasan usaha-usaha para anggota organisasi dan penggunaan sumber-sumber daya organisasi lainnya agar mencapai tujuan organisasi yang ditetapkan. Fugsi dari manajemen itu sendiri adalah merencanakan, mengorganisasikan, memimpin dan mengendalikan. Manajemen proyek merupakan hal yang harus diperhatikan sedangkan tujuan manajemen proyek harus mempertimbangkan kapan proyek dimulai dan kapan proyek dapat diakhiri dalam penjadwalan waktu yang tepat, sehingga proyek akan mempunyai nilai tambah (value added) dan nilai guna (value in use). Dalam penelitian ini sangat diperlukan adanya penambahanfungsi pengawasan produksi dan memperketat prosedur dalam otorisasi setiap dokumen yang terkait dalam kegiatan operasional perusahaan akan melindungi kekayaan, menjaga ketelitian dan kepercayaan data akuntansi, meningkatkan efisiensi dan efektivitas kegiatan juga mendorong dipatuhinya suatu kebijakan manajemen. Dengan demikian perusahaan akan terhindar dari adanya penyelewengan, kecurangan dan pemborosan serta masalah-masalah lain yang dapat menyebabkan kerugian bagi perusahaan.
Using return on investment to compare agile and plan-driven practices in undergraduate group projects
Authors: P. Rundle; R. Dewar
Year: 2006

In this paper we describe our experiences of introducing agile practices into undergraduate group work by comparing the results to more traditional plan-driven groups. When considering whether to adopt an agile or plan-driven project management strategy in a commercial context, Return On Investment (ROI) is an important factor. We have adapted the ROI model to our analysis to assess what affect a chosen development approach has on the outcome of the groups' projects. In our investigation we observed seven software teams as they implemented a business information system. Two groups adopted agile practices, including fortnightly iterative delivery; the other groups were controls. We found that being labelled agile did not necessarily imply that a group's practices were more agile. Also, it was unclear whether the so-called agile groups delivered a better ROI than their plan-driven counterparts.
Creation of Universal Application and Project Management in Georgian Companies
Authors: Ana Gegeshidze Ana Gegeshidze
Year: 2023

Developing an universal concept is a creative process. Their effective production is related to the development of production. Studying the concepts of development of well-known leading Georgian companies, both large and medium production, clearly indicates that the competitive advantages they use, are individual. The fundamental points must first be reflected in the universal and original adaptive system of company management proposed by the enterprise.
Each new universal concept must correctly reflect the core values of the brand. The universal concept is designed to connect the important problems of enterprise company management, all constituent components and provide a common focus on brand identity. This universal concept is also used by Georgian companies.
After the completion of the project development and implementation stages in Georgian companies, the developer carries out a full audit of the enterprise's activities. The development of goods and services is one of the main points of the universal concept. Georgian companies with successful brands are constantly improving their products and services. This process takes many forms, both improving the product itself and accompanying services.
Therefore, an important problem of company management is related to the adaptive system of correct management of the company. A universal concept will be created when the development of an innovative product begins, based on the creation of new ideas and concepts. The universal concept of product development is multifaceted and complex; And the closer the competing firms' products are, the more important it is to consider the entire range of values.
Keywords: Concept; Value; Integration; Management; Development.
The measurement of performance in IT projects
Authors: E. Kutsch
Year: 2007

Most literature in project management suggests that project success and failure should be measured by the project manager's ability to meet cost, quality and time objectives. However, the concept of project success and failure remains ambiguous and ill defined. This paper presents the results of an empirical study investigating the project outcome criteria that project managers perceive as salient for categorising the project outcome. A survey was carried out to gather data from project managers in IT projects for the purpose of testing their perceptions about how project success and failure is actually judged.
A Logic Model Framework for Evaluation and Planning in a Primary Care Practice-based Research Network (PBRN)
Authors: Holly Hayes; M. Parchman; Rayven L. Howard
Year: 2011

Evaluating effective growth and development of a practice-based research network (PBRN) can be challenging. The purpose of this article is to describe the development of a logic model and how the framework has been used for planning and evaluation in a primary care PBRN. An evaluation team was formed consisting of the PBRN directors, staff, and its board members. After the mission and the target audience were determined, facilitated meetings and discussions were held with stakeholders to identify the assumptions, inputs, activities, outputs, outcomes, and outcome indicators. The long-term outcomes outlined in the final logic model are 2-fold: (1) improved health outcomes of patients served by PBRN community clinicians and (2) community clinicians are recognized leaders of quality research projects. The logic model proved useful in identifying stakeholder interests and dissemination activities as an area that required more attention in the PBRN. The logic model approach is a useful planning tool and project management resource that increases the probability that the PBRN mission will be successfully implemented.
Evaluation of the planning and control process of offshore oil and gas platform projects at the engineering stage with the Project Management Body of Knowledge (PMBOK) approach, 6th and 7th editions to improve time performance
Authors: Retno Ajeng Paramitha Dhevy; Yusuf Latief
Year: 2024

The oil and gas exploration process continues to be carried out in order to achieve the oil and gas production target. However, offshore oil and gas platform projects are often found to experience delays in completion. Therefore, a comprehensive evaluation of the project planning and control process is needed to improve project time performance, so that it can be completed according to target effectively and efficiently. This study focuses on the evaluation of offshore oil and gas platform project planning and control at the engineering stage using the approach in PMBOK Editions 6 and 7. This approach aims to identify the main activities in planning and control and evaluate the suitability of the process with the PMBOK guidelines. In addition, it is also to identify the dominant risk factors that affect project time performance. This study was conducted using a case study approach and qualitative analysis using secondary data from various literature and documents related to the project. This evaluation is expected to provide insight into the gap between theory and practice in the field and produce strategic recommendations to improve the effectiveness of offshore oil and gas platform project management.
Risk Management of Security Assessment Project based on AHP: A Case Study
Authors: Yuan Yuan; Jun Wu; Yi Ma
Year: 2012

We analyze risk management for the security assessment project based on the AHP method. A real-world case is presented and analyzed based on the software. What we got from weight calculation is of much help for the practice in security assessment project management. The remaining computational and output will be given by Yaahp software. We only provide the calculation results. The calculation process is omitted here.
The Application of BIM and RFID Technology in Building Engineering Informatization Based on IPD Mode
Authors: Peiming Qiao
Year: 2023

: This paper expounds the IPD mode, namely the integrated project delivery mode, BIM model and RFID technology, studies, analyses and discusses the integration and application of BIM and RFID technology from the perspective of the value of IPD mode, and studies the effect and actual benefit of the integration of BIM and RFID technology in construction project management through the application of engineering practice cases, the application of the combination of BIM and RFID technology in construction site personnel management and intelligent building construction is analysed and discussed in detail. The integration of BIM and RFID technology is an important guarantee for the implementation of intelligent building project management and an inevitable trend for the development of intelligent buildings and smart cities. Through the theoretical research and engineering practice of this paper, it is expected to provide reference and reference for the engineering management of the construction industry in china, and promote the level and status of the construction industry as the pillar industry of national economic development.
Nursing Project Management to Reduce the Operating Room Infection
Authors: Yuanyuan Chen; X. Han; Yongjie Xu; Weihua Li
Year: 2017

Background: Nursing project management is widely used in different aspects of the society. However, whether the nursing project management can control the infections in the operation room (OR) is rarely reported. We evaluated the outcomes of surgical patients after implementing a nursing project management program to provide new scientific ways to manage the OR infections. Methods: Overall, 382 patients, who underwent surgical treatment in Qilu Hospital of Shandong University, Shandong, China from May 2015 to January 2016, were enrolled as observation group. Besides, 347 cases were selected as control group. Patients in the observation group were treated with the nursing project management plan, while patients in the control group were treated with the routine operation-room nursing measures. The infection control rates in the OR, and the patient satisfaction with the nursing team postoperatively were both compared between the two groups of patients. Results: The OR air, the surgical and personnel’s hands surfaces were sampled for colony forming units, and all were found to be significantly of better quality (indicated by less colony forming units) in the observation group (P<0.001). In addition, there were 3 cases (0.79%) of post-operation infections in the observation group, while 12 cases (3.46%) occurred in the control group. The overall infection rate of the observation group was significantly lower than that of the control group (P = 0.011); and the satisfaction of patients with the nursing team in the observation group was significantly higher than that of the patients in the control group (P = 0.001). Conclusion: It is worth popularizing and applying a good nursing project management plan for surgical patients in hospitals.
Talk Before It's Too Late: Reconsidering the Role of Conversation in Information Systems Project Management
Authors: Stefano Mastrogiacomo; S. Missonier; R. Bonazzi
Year: 2014

Effective team coordination is essential for the information systems (IS) projects' success. We present a four-year study, based on design science research, to develop and instantiate a conceptual model—called Coopilot—to improve real-time coordination in IS projects. Coopilot is a simple conversational guide to help IS project managers minimize the number of coordination surprises that arise for teams during their project meetings. Drawing on coordination literature outside the IS research field, we have adapted and instantiated the theory of joint activity developed by psycholinguist Herbert Clark. The results illustrate the value Clark's theory can add to the IS field and both the importance of conversation intended as a new theoretical construct in IS team project coordination as well as the importance of reaching a sufficient level of understanding. Project managers involved in this study who used Coopilot reported both higher levels of confidence that their projects were on a successful path and overall higher levels of team motivation.
Unlocking the Potential of Construction Governance: Developing Participants’ Capability Scale
Authors: Zhizhe Zheng; Yikun Su; Junhao Liu
Year: 2024

There is a consistent lack of consensus on critical elements in the study of construction governance. To advance the practice and theoretical development of project governance, this paper aims to construct a scale for the governance capabilities of participants in construction projects. By employing agency theory, stakeholder theory, resource dependence theory, and transaction cost economics, this study examines the governance capabilities of participants in construction projects and conceptualizes a comprehensive framework for governance capabilities. Based on post-positivism, the triangulation method was used to collect data, and the Governance Capability Scale was developed through a pre-survey and formal research. The research findings identify governance capabilities across eight dimensions and 47 measurement items, encompassing business, finance, human resources, learning and innovation, marketing, organizational management, project management, and procurement. The scale has satisfactory applicability. Among these constructs, only organizational management is negatively correlated with the other constructs. The findings significantly clarify capability constructs in construction governance, aiding project managers in achieving refined management during construction. Essentially, this study advances the knowledge base of project governance. This contribution not only supports the theoretical development of governance practices but also promotes high-quality development in the construction industry.
Perceived Required Skills and Abilities in Information Systems Project Management
Authors: Jerry Cha-Jan Chang; G. Torkzadeh
Year: 2013

This article reports on results of a study on Information Systems (IS) project management skill set based on a two-round data collection from IS project managers and professionals. The first phase involved interviews with 47 project managers that resulted in identification of 12 important project management skills. In phase two, a survey was developed, based on phase 1 study results, to collect data from 41 IS project managers and professionals. Results identify rankings of the 12 skills as the 12 skills are further grouped into four categories of Communication and relationship management, Resource management, Change leadership, and Administrative.
Measuring effort in a corporate repository
Authors: M. VanHilst; Shihong Huang; J. Mulcahy; Wayne Ballantyne; Ed Suarez-Rivero; D. Harwood
Year: 2011

Project management and process improvement are a critical part of software development in an organization, especially for large scale and long-lived software. Metrics can be used as one of the means to evaluate this process. However, traditional methods of measuring effort, for example, focusing on editing time and lines of code produced, do not reflect the true cost to the organization. The organization pays developers for their time, regardless of whether they are writing code or performing other activities. This paper describes an experimental approach to track and measure effort in developer days, using log files from a corporate repository. The data is fine-grained, empirical, and non-invasively collected. Results have been tested on several projects in a large organization over a period of many years.
Managerial Complexity in Process Industrial R&D Projects: A Swedish Study
Authors: D. Chronéer; B. Bergquist
Year: 2012

Process industries often have features that differ from other businesses, such as round-the-clock production and costly and specialized production processes—features that have not been dealt with in the project management literature. We highlight and identify the complexity of R&D projects in the Swedish process industry and its interrelated process development and product development activities based on results from interviews and a case study. The different competence areas in which a project manager must integrate and manage R&D projects is illustrated. We conclude that a project manager needs both production and product-related competence, including customers' processes.
Software project management towards failure avoidance
Authors: T. Nguyen
Year: 2014

Development tasks, in the thousands or more, are involved in a complex system/software project. These tasks aim at three objectives in the project, namely on budget, on time and on performance. Behind these tasks are decisions made on them to move the project forward. Project failure is an aggregated and cumulative failure of these tasks due to errors in tasks and/or decisions made. The project errors from faulty strategies to wrong builds, collectively called exceptions are much harder to detect than cost overrun (amounts spent) or time delay. The paper suggests a biologically-inspired approach to project failure avoidance which is different than most. It focuses on exposing exceptions as they occur and understanding the decisions made on them. Thus, there are two pieces needed for the proposed approach. The base piece is a management by exception (MBE) framework to monitor development exceptions occurred for management attention. The second piece is an adapted measurement method which will elicit, analyse and evaluate the decisions made on the reported exceptions. We argue that using the proposed approach, failure avoidance is possible and software project performance (in scope, intended features and desired quality) would be under control, and so are expected cost and time.
ISO 9001 and Agile Development
Authors: Bill McMichael; M. Lombardi
Year: 2007

Conventional thinking would conclude that agile and ISO must not be compatible. After all, ISO is often characterized as being heavy on process / heavy on documentation - the opposite of agile. Just as the assumption that agile is about no documentation is faulty, so are the assumptions that ISO needs to be a burdensome process. ISO 9001:2000 is not only compatible with agile, but can provide just enough structure to help ensure your agile processes are followed. This paper describes how Primavera Systems, a developer of enterprise project management software, established a quality management system (QMS) that was aligned with ISO 9001 while still maintaining all of the benefits of its Scrum / XP agile practices.
Mismatch between conservation higher education skills training and contemporary conservation needs
Authors: Helena Slater; Janet A. Fisher; George Holmes; Aidan Keane
Year: 2024

Scholars have detailed the range of skills required for conservation and voiced concerns that training is not fit for purpose. Still, we have little understanding of what skills conservation education aims to teach. This study uses survey data and content analysis of online module descriptions to examine skills and methods teaching in conservation higher education across the United Kingdom and Australia. We found most conservation‐specific modules aimed to develop disciplinary and communication skills, but fewer than half aimed to develop interpersonal or project management skills. Social science methods training was absent from the core offering of over half of the conservation degrees reviewed. To prepare students for conservation careers and the complex problems they will encounter, the conservation education sector should further focus on building essential nonacademic skills and provide training on the breadth of methods that contribute to effective conservation science. This analysis can help educators to reflect on teaching aims and forge a curriculum that will best prepare students for contemporary conservation challenges.