derhan/semantic-scholar-manajemen-proyek huggingface dataset:
Research on Problems and Strategies of Optimisation in Construction Project Management
Authors: Guojie Du
Year: 2023

: This study focuses on the problems in construction project management and proposes corresponding optimisation strategies. In terms of problems, they mainly include organisational structure problems, information communication problems and cost control problems in construction project management. For the organisational structure problem, the study shows that the current management structure is unreasonable and needs to be optimised and adjusted. The information communication problem is due to the poor information transmission channels, which makes it difficult to transmit information to the relevant parties in a timely and accurate manner. As for cost control, the accuracy of cost prediction and control needs to be improved in order to reduce project costs. And for these problems, the study also proposes corresponding optimisation strategies. In terms of organisational structure, management levels, division of responsibilities and coordination mechanisms can be optimised to enhance efficiency and flexibility. Optimisation strategies for information communication include establishing an information management platform, improving communication channels and enhancing information sharing. The optimisation strategies in cost control are to improve cost management by developing scientific cost control mechanisms and establishing effective prediction models. The results of these studies provide useful references for construction project management and help to improve the efficiency and quality of project management.
Application of Systems Engineering to Risk Management: A Relational Review
Authors: B. Galli
Year: 2020

System engineering is an interdisciplinary field of engineering and engineering management that focuses on the design and management of the system. The system as a whole is the concern, which is followed by more technical aspects of the system, the design of everything, and the management of a complex system. Inspecting and making the system more efficient is the focus for system engineers. Additionally, risk management is being able to predict, evaluate, and solve risks that are going to happen or may happen in the future. There are three models that help system engineers with making a complex system look simpler and less frightening: the Vee, Spiral, and Waterfall models. While system thinking is a very important part of system engineering, there always has to be a collection of data to study for making decisions. As of now, there is no explanation in literature how these variables, their concepts, and models are beneficial to project management. This has created a research gap, so the study examined the most current variables, their concepts, and models in operations and project management. Furthermore, a design-science-investigate strategy was used to approve a valuable growth reveal for both reasonable and hypothetical application. As a result, an assessment model was generated to fill the research gap and to contribute to the engineering field through improved project success rates and team communication.
Unwrapping Software Projects Success in Asia: Assessing the Role Of Authentic Leadership, Psychological Empowerment, and Job Engagement in Project Success Using a Serial-Mediation Approach
Authors: S. I. Khattak; Tahir Rizvi; Muhammad Anwar Khan
Year: 2022

This research examines the impact of authentic leadership style on project success through mediation effects of psychological empowerment and job engagement in the software industry of Pakistan. Data were collected from 343 self-reports of employees working on different software projects in Pakistan. As per results, authentic leadership enhanced project success directly and indirectly through the serial-mediation effects of psychological empowerment and job engagement. The current findings contribute to prior literature in many ways: (i) social exchange theory—by identifying new antecedents and outcomes of job engagement; (ii) leadership literature—by offering an integrated framework with psychological empowerment and job engagement as two explanatory mechanisms (mediators) linking the under researched authentic leadership to project success; (iii) project management literature—by unwrapping new antecedents (i.e., authentic leadership, psychological empowerment, and job engagement) to project success; offers an empirical case for the potential applications of the undermined leadership style, authentic leadership, in the software sector.
R&D Investment on Chinese New Energy Vehicle Enterprises: A Development of Financial Performance Test Model
Authors: Yanqin Yin
Year: 2024

This study focuses on Chinese new energy vehicle listed companies, aiming to explore the effect of R&D investment on corporate financial performance and develop a financial performance testing model. The study used panel data from 2013 to 2023 and employed descriptive statistics, correlation analysis, and regression analysis to systematically analyze the relationship between R&D investment, R&D output, and financial performance.The research reveals that: (1) R&D investment significantly positively correlates with corporate financial performance, suggesting that an increase in R&D investment can significantly boost a company's financial performance; (2) R&D investment significantly boosts R&D output, leading to more innovative achievements; and (3) R&D output partially mediates the relationship between R&D investment and financial performance, suggesting that an increase in R&D output enhances corporate financial performance. The research results emphasize the crucial role of R&D investment in improving corporate financial performance and suggest that companies should attach importance to R&D investment, optimize R&D resource allocation, strengthen R&D project management, and build a corporate culture that supports innovation. Simultaneously, the government should implement incentive measures to stimulate enterprises' investment in research and development, thereby fostering technological innovation and industrial upgrading.
Possibility to use decision-making methods for project management information
 system
Authors: Ihor Berezutskyi
Year: 2024

Project management in today's world is an important task that requires constant
 decision-making to successfully complete projects. Project Management Information
 Systems (IMS) help with this, but their ability to use decision-making methods is often
 limited and the decision-making process itself is the responsibility of the project
 manager or other stakeholders. However, the use of decision-making techniques can
 significantly improve the efficiency and effectiveness of project management by
 considering various factors and alternatives. In the course of the study, an analysis of
 decision-making methods, such as the method of decision-making based on data, the method
 of optimization, the method of selecting scenarios, the method of prioritization, the
 method of balancing resources, the method of multi-criteria analysis, was carried out
 for the possibility of integration into the modules of the IMS to improve project
 management. The classification of project management information systems based on
 modules is also presented and described and a description of these modules is provided.
 As a result, it is found that the method of selecting scenarios, the method of
 prioritization and the method of multi-criteria analysis can be effectively used in
 separate, defined, modules for decision-making in the project environment. Integrating
 these methods into the IMS can help project managers make better decisions that meet the
 needs and goals of the project. This study confirms the importance of using
 decision-making techniques in IMS to improve project management. The integration of
 these methods will reduce risks, optimize costs and increase management efficiency.
 These findings stimulate further development of the functionality of the IMS and
 contribute to further research in this area.
Mutual Understanding in Information Systems Development: Changes Within and Across Projects
Authors: Tracy A. Jenkin; Yolande E. Chan; R. Sabherwal
Year: 2019

Although information systems development (ISD) projects are critical to organizations and improving them has been the focus of considerable research, successful projects remain elusive. Focusing on the cognitive aspects of ISD projects, we investigate how and why mutual understanding (MU) among key stakeholder groups (business and information technology managers, users, and developers) changes within and across projects, and how it affects project success. We examine relationships among project planning and control mechanisms; sensegiving and sensemaking activities by, and MU among, these stakeholder groups; and project success. Combining deductive and inductive approaches for theory building, we develop an initial model based on the literature and then modify it based on the results of a longitudinal embedded mixed-methods study of 13 projects at 2 organizations over a 10-year period. The results provide insights into the development of MU within projects, including (1) how MU changes during projects as a result of cognitive activities (sensegiving and sensemaking); (2) how planning and control mechanisms (and the associated artifacts) affect these cognitive activities; (3) how MU, and achieving it early in the project, affects success; and (4) how stakeholder engagement (in terms of depth, scope, and timing) affects the relationships in (1) and (2). The results also indicate that project management mechanisms, stakeholder engagement, and MU may change (either improve or deteriorate) across projects, depending on the disagreements among stakeholders in previous projects, the introduction of new project elements in subsequent projects, and the reflection on previous projects.
Project Management Contracts with Delayed Payments
Authors: H. Dharma Kwon; S. Lippman; K. McCardle; Christopher S. Tang
Year: 2010

When managing projects with considerable uncertainty, such as those arising in construction, defense, and new product development, it is customary for a manufacturer (project manager) to offer contracts under which each supplier (contractor) receives a prespecified payment when she completes her task. However, there are recent cases in which the manufacturer imposes “delayed payment” contracts under which each supplier is paid only when all suppliers have completed their tasks. By considering a model of one manufacturer and n ≥ 2 identical and independent suppliers with exponential completion times, we analyze the impact of both a delayed payment regime and a no-delayed-payment regime on each supplier's effort level and on the manufacturer's net profit in equilibrium. When the suppliers' work rates are unadjustable, we conjecture that the manufacturer is actually worse off under the delayed payment regime. However, when the suppliers' work rates are adjustable, we obtain a different result: the delayed payment regime is more profitable for the manufacturer either when the project revenue is sufficiently small or when the number of suppliers is sufficiently large.
University meets industry: Calling in real stakeholders
Authors: B. Penzenstadler; Martin Mahaux; P. Heymans
Year: 2013

Teaching the discipline of requirements engineering (RE) is slowly establishing at universities within the software engineering curriculum. While several studies have shown that case study-based education was more efficient in RE, many teachers are still reluctant to change their teaching style, and stay with classical lectures and complementary exercises. These courses often fail to relate the different steps and stages of RE to each other and do not address crucial communication and project management issues that are common in industrial RE practice. They also miss the chance for using the classroom as a near-to-real-settings research lab, and won't show students the stakes existing in doing engineering in our society. We describe our experiences in teaching RE with a case study in two universities, achieving a triple-win: putting students in contact with real stakeholders, showing students their responsibility towards a sustainable world and doing empirical research in the classroom. We report on the course design, the evaluation, the lessons learned, and the potential success factors for such courses. We conclude that case study-based approaches to teaching RE considerably improve skills valued by industry, are feasible at a reasonable cost, and are enjoyable for the students, the teachers and the stakeholders. With this paper, we want to encourage RE educators to implement such courses in their setting.
Students' Experiences on Using Nerepa: A Web-Based System for Students to Learn Financial Analysis Methods
Authors: R. Hans; N. D. Chuene; C. Lepota
Year: 2015

The aim of NeRePa, a web-based interactive system, is to enhance students' understanding and learning experience on financial analysis methods and concepts. The system provides first year project management students with hands-on problem-solving skills and knowledge on financial analysis methods such as Net Present Value, Return On Investment and Payback Period methods which are used in evaluating and selecting a suitable project. This study reports on the students' experiences on using the NeRePa system. The findings indicate that the majority of students have found the system to be useful in improving their knowledge of financial analysis methods and as a result are performing much better in the subject assessment. This study has also established that many students find the system to be user friendly. However, some students have expressed their frustration at the slow response rate of the systems at times.
How Does Governance Influence Decision Making on Projects and in Project-Based Organizations?
Authors: R. Turner
Year: 2020

Research on the governance of project management suggests governmentality and governance are associated with improved project performance. However, the mechanism is unknown. We propose that they influence decision making, which, in turn, improves performance. Few articles on governance comment directly on how governance influences decision making. We identify six areas of organizational psychology that influence decision making, and study what research on the governance of project management suggests about how governance influences those six areas. We review 36 articles on the governance of project management published in the past six years in the three main journals in project management.
Implementasi Standar K3 Di Ketinggian Sebagai Upaya Pencegahan Kecelakaan Kerja Di Proyek Pembangunan Gedung X (Studi Kasus Proyek Pembangunan Gedung X Kota Semarang)
Authors: Rizky Dwi Prasetyo; Evi Widowati
Year: 2022

Abstrak 
Proyek gedung sangat berkaitan dengan pekerjaan di ketinggian. Pekerjaan ketinggian pada pekerjaan struktur diketahui bahwa memiliki tingkat risiko yang tinggi. Berdasarkan data Canadian Centre for Occupational Health and Safety tahun 2021, lebih dari 42.000 pekerja cedera setiap tahun karena jatuh. Sekitar 67% jatuh terjadi pada tingkat yang sama akibat terpeleset dan tersandung. 33% sisanya jatuh dari ketinggian. Tujuan penelitian ini untuk mengetahui implementasi standar K3 di ketinggian sebagai upaya pencegahan kecelakaan kerja di Proyek Pembangunan Gedung X Kota Semarang. Jenis Penelitian ini adalah deskriptif kualitatif yang dilaksanakan pada bulan Februari 2022 sampai bulan Maret 2022. Hasil Penelitian ini diketahui bahwa dari 22 poin indikator, presentase indikator yang sesuai sejumlah 9,09% (2 indikator), tidak sesuai sejumlah 59,09% (13 indikator), dan tidak dilakukan sejumlah 31,81% (7 indikator). Simpulan dari penelitian ini yaitu implementasi standar K3 di ketinggian sebagai upaya pencegahan kecelakaan kerja di Proyek Pembangunan Gedung X Kota Semarang Belum Maksimal. Saran dari penelitian ini yaitu manajemen proyek Pembangunan Gedung X, melaksanakan indikator yang tidak sesuai dan tidak dilaksanakan. 
Abstract 
The building project is closely related to the work at height. Work at height on structural work is known to have a high level of risk. Based on 2021 Canadian Centre for Occupational Health and Safety data, more than 42,000 workers are injured each year from falls. About 67% of falls occur at the same rate as a result of slipping and tripping. The remaining 33% fell from a height. The purpose of this study is to determine the implementation of the K3 standard at high altitudes to prevent work accidents in the Semarang City Building X Construction Project. This type of research is descriptive and qualitative and will be carried out from February 2022 to March 2022. The results of this study are known that from 22 indicator points, the percentage of corresponding indicators amounted to 9.09% (2 indicators), did not match the number of 59.09% (13 indicators), and did not do 31.81% (7 indicators). This study concludes that the implementation of the K3 standard at high altitudes as an effort to prevent work accidents in the Semarang City Building X Construction Project has not been maximized. The advice from this study is the project management of Building X Construction, implementing indicators that are not appropriate and not implemented.
An investigation of the project management approaches of agile and plan-based companies
Authors: I. Khomyakov; Ruzilya Mirgalimova; A. Sillitti
Year: 2020

Background Agile Methods have been around for almost 20 years but still, there is an ongoing debate whether they are able to improve software development. In particular, project management is one of the most controversial aspect of Agile Methods. Objective This paper investigates how Agile companies implement project management compared to the ones adopting plan-based approaches. Methodology The research problem is defined using the Goal Question Metric approach. A questionnaire has been defined and submitted to senior members of the staff of 122 companies over a timeframe of four years (2016-2019). Results The results of the research highlight that even if some important differences exist, all the companies approach project management in similar ways: many approaches that are considered Agile are used in Plan-Based companies as well.
Collaborative Decision-making in Design Project Management. A Particular Focus on Automotive Industry
Authors: M. Jankovic; J. Cardinal; J. Bocquet
Year: 2010

The Project Definition phase in New Product and Process Development (NPPD) is decisive because the project outcomes depend upon the success of this phase, i.e. capability to define ambitious and feasible objectives corresponding to the market. The two main research questions are: how to support collaborative decision-making in the early stages of NPPD, and what an adapted project management approach for these phases is. Research methodology used in this study is case-based using semi-structured interviews and participation/observation of working groups. The case study concerns 7 managers or engineers working in this phase and 9 vehicle development projects. The findings of this research point out the need for a new management paradigm and a proposition of a project management framework for the early stages of NPPD.
Leadership practices and communication framework for project success – The construction sector
Authors: Ashok Rehan; David Thorpe; Amirhossein Heravi
Year: 2024


 Globalisation has brought complexity to construction project management, with challenges like design complexity, evolving stakeholder expectations, and disruptions from the COVID-19 pandemic leading to uncertainties such as cash flow disruptions, schedule delays, and health-related issues. Despite modern management techniques, many project-based organisations face cost overruns, schedule delays, and client dissatisfaction. A literature review emphasises the importance of leadership and communication practices, trust development, collaboration, stakeholder management, and relationship and conflict management in addressing these challenges. This study aims to provide insights into the relationship mechanisms between leadership practices, communication, and project success, introducing a novel framework that encourages practitioners to adopt innovative behavioural practices, helping bridge the gap for empirical evidence-based studies. The methodology involves responses collected randomly from experienced project professionals, employing exploratory factors/multivariate regression to identify five key success factors: effective communication, relationship management, leading by example, self-management, and interpersonal sensitivity, along with 18 contributing behaviour practices that will help address challenges experienced in the Australian construction industry: delays and inefficiencies, supply chain management, communication barriers with multicultural workforce and safety protocols implementation, regulatory and safety compliance, infrastructure demands, skills shortages, sustainability, and new technology adoption. The study identifies high-to-moderate levels of interpersonal and emotional behavioural practices, advocating for people-oriented and relationship-building practices to enhance project success, contributing to improved outcomes by adopting our developed framework. Twofold implications include (1) categorising leadership dimensions into clusters, providing a practical tool for project managers and (2) the key success factors tailored to address sector-specific challenges, enhancing project outcomes.