derhan/semantic-scholar-manajemen-proyek huggingface dataset:
Information-Analytical System for Evaluating the Activity of the Scientific-Pedagogical Staff Based on KPIs at Odesa National Maritime University
Authors: Sergiy Rudenko; V. Piterska; T. Kovtun
Year: 2024

The article is directed to the development of an information-analytical system for evaluating the activity of scientific-pedagogical staff based on KPIs at the Odesa National Maritime University. To realize the goal, the mission of Odesa National Maritime University was defined, the mechanisms of project management of the university were developed based on key performance indicators, the algorithm for the functioning of the information-analytical system at the university was determined, and the technical task for the information-analytical system for evaluating the activity of scientific-pedagogical staff was developed based on KPIs at Odesa National Maritime University. It was proposed to include basic and additional KPIs in the database of the information system. The development of an information-analytical system for evaluating the activities of the scientific-pedagogical staff of the university corresponds to the main directions of the development of the university, namely, the direction of informatization, management of the institution of higher education and personnel potential, improvement of the educational process, increasing the efficiency of scientific research and innovation. The result of the implementation of the information-analytical system for evaluating the activity of scientific-pedagogical staff based on KPIs is the improvement of the efficiency of the scientific-pedagogical work of university employees and the expansion of the scope of the use of information technologies and the project approach in the management of a higher education institution.
Project Management and Implementation of Bim in a Project in Albania
Authors: V. Prifti
Year: 2025

Information technologies and systems have become a familiar, inevitable or vital part of business. Firms with a focus on information systems are trying to gather the information needed for decision-making at various levels of management. Their influence is very visible in the way a business is managed and operated. They offer not only relief and faster solutions to problems, but also quality and efficiency. This paper focuses on the implementation and impact of Building Information Modeling (BIM) on monitoring and controlling construction projects. It identifies the challenges and potentials of this technology in improving the performance of construction companies, emphasizing the need for fundamental changes in work processes to increase productivity. Additionally, a specific case illustrates the tools used for project management during the implementation of BIM. In conclusion, the study asserts that the full utilization of BIM requires significant changes in work processes to improve productivity and emphasizes that BIM is a key tool for achieving the goals of construction projects.
Integrated Development of Single-Industry Towns: Experience in Samara Region
Authors: Maria S. Guseva; Julia R. Gabbasova
Year: 2017

Introduction. Sustainable development of the country and its individual regions largely depends on the socio-economic development of a special type – single-industry towns. Russia is characterized by 319 single-industry municipalities, including 100 ones with the most difficult social and economic situations. The 206 single-industry town unemployment rate exceeds the average. The continued dependence of single-industry towns on the core enterprises’ functioning, the poor quality of the urban environment trigger the need for the effective instruments of support and development in single-industry areas.Aims. The purpose of the paper is to study the conditions and trends of modern socio-economic development of single-industry areas in Samara region and to summarize the experience of the region in meeting the challenges of complex development of single-industry towns (for example, Tolyatti).The following methods were used: systems analysis, analogy and comparison, generalization, content analysis, statistical analysis. These methods allow ensuring reliability of the research and validity of theoretical conclusions and proposals.Results. Traditional and new tools of state support for single-industry areas at the federal and regional levels of government are systematized. The prerequisites and trends in the socio-economic development in Tolyatti in 2010–2015 are analyzed. Practices in Samara region in the state support single-industry city districts represented by Tolyatti are summarized. Current restrictions that impede the implementation of integrated development projects in Tolyatti are identified. Conclusion. The main barriers to a positive effect from the use of state instruments are the existing constraints in employment in Tolyatti – highly specialized areas of personnel’s expertise, the outflow of highly qualified specialists; residents’ mentality. The current restrictions in the multi-faceted socio-economic development in Tolyatti can be eliminated in several ways: successful functioning of the priority development territory; setting up an engineering center; the development of a new educational system; improving the urban environment. The tools of state support in Tolyatti refer to the traditional tools – subsidies and privileged taxation for the investors in the existing special economic zone “Tolyatti”, as well as the new ones, including Single-industry Town Development Fund, priority development territory, project management based on the program “Integrated Development of Single-Industry Towns”. Special attention is paid to the employees’ selection for Samara region teams managing the projects aimed to develop single-industry towns and to inform and to consult single-industry town development projects
The Development of a Roadmap for Project Management Framework and Processes
Authors: Mozhgan Pakdaman; Vahid Dokhtzeynal; A. Abbasi; R. Chakrabortty
Year: 2019

In recent years, competitive environments require organisations to have a plan looking at the future. Project-based organisations are no exception to this rule and need an effective project management (PM) plan. They need a bespoke frameworks and processes to guarantee successful projects. Nowadays, some organizations have a wrong perspective on using PM frameworks. They just use PM framework, which are available in market, without any tailoring and plan. They need to have a plan not only to customize PM frameworks and processes but also to make an integration between different parts of an organization. An effective Project Management Roadmap (PMR) can enable organizations to overcome this issue. It creates a forward-looking map to improve PM processes to get more value from investments in portfolios of projects. This paper proposes a useful model to help organizations develop their PMR. This model considers internal and external environmental factors, PM frameworks and processes, potential portfolios of projects, and organization infrastructures as main layers to develop a bespoke PMR for organizations. It makes an integration between all parts of an organization and shows its future PMR as well.
The Organizational Contribution of the PMO: An Assessment Using Structural Equation Modeling
Authors: Zouheir El Yacoubi; Rachid Jahidi
Year: 2024

This research is part of a thesis project that includes two main phases, and it aims to develop and examine a conceptual model to understand and verify the contribution of the PMO to the performance of Moroccan organizations as well as to their level of project management maturity in terms of organization and practices. Thus, the main objectives of this research are: (1) to examine the PMO’s contribution to organizational performance and project management maturity, but also (2) to contribute to consolidating the theoretical basis of the project management school. To this end, a quantitative approach was adopted, with a questionnaire administered online over three consecutive months. Firstly, the president of the Moroccan chapter of PMI was contacted to solicit his collaboration. Secondly, direct interaction was carried out with people working in project management in organizations with a Project Management Office (PMO), who were able to respond to the questionnaire via the “LinkedIn” professional network. Two hundred and five (205) responses were received, of which seventy-six (76) were discarded because respondents stated that no PMO existed within their organization, or that it had existed for less than three years. Finally, one hundred and twenty-nine (129) responses were considered usable and represented our final database from which we proceeded to a series of analyses and tests. Data analysis was carried out in two stages. First, a descriptive and exploratory analysis of the data collected was carried out using SPSS. Then, a confirmatory analysis using structural equation modeling was carried out with SmartPLS to examine the validity of the model's concepts and test hypotheses. 
The results of this study provide a solid basis for linking PMO functions to organizational contributions. The study concluded that PMO functions contribute to organizational performance and project management maturity. It also highlights the mediating effect of project management maturity. However, the possible moderating effect of PMO type on structural relationships could not be verified.
An Assessment for IT Project Maturity Levels
Authors: Bersam Bolat; Asli Kusdemir; Ipek Ceren Uslu; G. T. Temur
Year: 2017

The statistical assessments point out that approximately half of information technology IT projects cannot provide basic necessities and a quarter of them fail. Therefore, the necessity of effective project management tools to enhance the project management practices increases day by day. "Project management maturity model" as one of these tools is attached more importance in IT firms. This study aims to present a framework for IT project maturity level measurement and indicate how project management maturity level differs in terms of firm characteristics. Within the scope of the research, Kerzner's Hexagon of Excellence is extended with additional questions related with firm characteristics, and a case study including 16 firms from Istanbul Technical University ITU ARI Techno Park is conducted. In the light of responses, 1 problems which are realized in the project management processes revealed out, 2 relation between firm characteristics and project management skills are discussed and 3 results are interpreted in order to provide managerial insights.
ManitobaSat-1: Making Space for Innovation
Authors: Amin Yahyaabadi; M. Driedger; Varsha Parthasarathy; Rishabh Sahani; Aimee Carvey; Tamkin Rahman; V. Platero; Jaime Campos; P. Ferguson
Year: 2019

CubeSat missions provide an excellent, low-cost platform for demonstrating new technologies while raising public awareness for space science and technology. This paper presents novel technologies and design approaches used for the ManitobaSat-1 CubeSat mission including innovative project management and teaming strategies, modularity, technology readiness level advancement, sophisticated test and verification methods, and a comprehensive educational outreach strategy.
Increasing Project Success in China from the Perspectives of Project Risk, Methodology, Tool Use, and Organizational Support
Authors: Charlie C. Chen; M. Nakayama; Y. Shou; Danuvasin Charoen
Year: 2018

Besides lack of organizational support, using project risk management tools and methodology effectively has been one major challenge to project success. As China is extending its project management (PM) concepts from mainly construction and national defense projects to many other industries, project managers in those new industries rely on the use of PM tools and methodologies. However, it remains unclear to what extent the use of them can increase project success. To address the research questions, this study surveyed 93 project managers in China and found that success of project execution is contingent upon: (a) project risks, (b) PM methodology, (c) organizational support, and (d) PM tool use. The presence of project risk can stimulate increased use of PM tools, thereby helping achieve project success. Organizational support and PM tool use also remain conditions for project success. This study contributes to the current literature by assessing project success from the perspectives of organizational support, PM methodology, and PM tools.
Goals, Recommendations, and the How-To Strategies for Developing and Facilitating Patient Safety and System Integration Simulations
Authors: Mirette Dubé; Jonas Shultz; Sue Barnes; Bobbi Pascal; Alyshah Kaba
Year: 2020

Purpose: The aim of this article is to outline overall goals, recommendations, and provide practical How-To strategies for developing and facilitating patient safety and system integration (PSSI) simulations for healthcare team members and organizations. Background: Simulation is increasingly being used as a quality improvement tool to better understand the tasks, environments, and processes that support the delivery of healthcare services. These PSSI simulations paired with system-focused debriefing can occur prior to implementing a new process or workflow to proactively identify system issues. They occur as part of a continuous cycle of quality improvement and have unique considerations for planning, implementation, and delivery of healthcare. Method: The Delphi technique was used to develop the recommendations and How-To strategies to guide those interested in conducting a PSSI simulations. The Delphi technique is a structured communication technique and systematic process of gathering information from a group of identified experts through a series of questionnaires to gain consensus regarding judgments on complex processes, where precise information is not available in the literature. The Delphi technique permitted an iterative and multistaged approach to transform expert opinions into group consensus. Results: The goals, recommendations, and How-To strategies include a focus on project management, stakeholder engagement, sponsorship, scenario design, prebriefing and debriefing, and evaluation metrics. The intent is to proactively identify system issues and disseminate actionable findings. Conclusions: This article highlights salient features to consider when using simulation as a strategy and tool for patient safety and quality improvement.
An Integrated Reporting Improvements Proposal Based on Gaps in Governance Systems from State Companies in Brazil
Authors: G. Marchisotti; José Rodrigues de Farias Filho; S. França; Rodrigo Gris Souza
Year: 2023

The article proposes improvements in the integrated report, based on gaps identified in the governance system of Brazilian state-owned companies, which impact on their perception of value for the results/performance of these companies. The Governance System’s gaps were obtained using the bibliometric, critical incident technique, and a lexical/content analysis. These gaps were compared to the Integrated Reporting identifying convergences and divergences. The following gaps influence a negative perception of the Governance System’s ability to add value: inadequate people management, lack of results/performance orientation, harmful political influence, ineffective project management; misalignment with organizational culture; bureaucratization and complexity of processes; flaws in the organizational structure; unbalanced controls; and lack of cooperation and partnerships. The Integrated Reporting method could work more appropriately on the following variables, so that stakeholder perception is as close as possible to the real thing: Unbalanced controls, GS not focused on results, Inadequate People Management and Bureaucratic and Complex Processes, Harmful Political Influence, Conflicts in Partnerships/Cooperation, and Project Governance.
Designing Effective Projects: Decision Options for Maximizing Learning and Project Success
Authors: R. Volkema
Year: 2010

In recent years, more and more business schools have introduced team-based projects into their curricula as a means of addressing corporate, small business, and community-service issues while teaching students a variety of project management skills (technical and sociocultural). In designing a project-oriented course, an instructor has a number of options available with respect to project identification, project focus and scope, team size, composition and leadership, course content, content delivery, and student project evaluation. This article discusses the advantages and disadvantages of these various options, as well as the factors that are most likely to moderate an instructor’s choices in seeking to maximize student learning and project success.
An Experimental Study on the Dynamic Reconfiguration of Software Projects
Authors: Maurício Covolan Rosito; Marcelo Blois Ribeiro; R. Bastos
Year: 2013

Developing a software product is a complex activity that involves many uncertainties. Software projects usually experience many modifications during their execution phases. These adjustments can be understood as reconfigurations in the schedule, in the resources allocation and other design elements. The large amount of information that the project manager must deal, combined with the frequent changes in the scope and planning, makes this activity more challenging. In addition, the manager may need to consult other departments in the organization during the execution of a software project. The distinction between the specific activities in a project with activities that take part in the organization’s common activity flow can be observed. In order to contribute to the solution of the noted difficulties, it was proposed a computational model called SPIM. In this sense, this article presents the results of an experimental study related to dynamic reconfiguration of software projects, with emphasis on the integration of project management with organizational flows. A software tool was built to demonstrate and evaluate the results.
PROBABILITY-BASED APPROACH TO ASSESSING THE INTERNAL AND EXTERNAL ENVIRONMENT OF THE PROJECT
Authors: Natalia Piddubna; Larisa Dmitrieva
Year: 2024

n many developed countries, project management is recognized as an important methodology and tool for planning, controlling, coordinating, and implementing any activities. Project management, like any scientific field, has its own methods of solving problems. However, as practice shows, some of the methods are poorly formalized and need a mathematical apparatus created or the methods of other scientific directions attracted and adapted. The objective of the study was to consider the possibility of eliminating the subjective assessment of the influence of factors of the internal and external environment of the project on its development, as well as the adaptation of mathematical methods to justify the project idea implementation. The article presents the structure of project activities and defines the stage where SWOT analysis is used to analyse the project environment. The features of the use of SWOT analysis as an effective way to improve the organization and management of projects are considered. The technique of modified SWOT analysis is suggested, which is based on the application of the method of multi-criteria assessment of the factors of the internal and external environment of the project and the assessment of the project by methods of probability theory. The reasoning is based on the consideration of the fields of traditional SWOT analysis in the form of systems of the external and internal environment, with the presentation of analysis factors as elements of these systems. This approach, with the quantitative assessment of elements using the method of analysis of hierarchies, made it possible to reduce the degree of subjectivity of their significance. The influence of subsystems inside and outside systems is suggested to be assessed using the formulas of probability theory. A probabilistic criterion for the effectiveness of the development of the project idea has been introduced, which makes it possible to assess the prospects for project development. An algorithm has been developed according to the methodology suggested. An example of the use of the developed methodology is given.The considered methodology opens up the possibility of further study of the effectiveness of projects using the methods of probability theory for timely reassessment of the influence of elements of systems of the internal and external environment.
DETERMINANTS OF PROJECT MANAGEMENT EFFICIENCY
Authors: Yu. H. Bocharova; T. V. Kozhuhova; O. Ishchenko; Yuliya Lyzhnyk
Year: 2023

Objective. Analysis of determinants of project management effectiveness in the world.

Methods. The following methods and techniques of cognition were used in the research process: theoretical generalization and comparison, analysis and synthesis, induction and deduction, generalization and systematization.

Results. It was established that project management (project management) began to develop actively in the 70s of the 20th century, which is associated with a change in the business environment and, as a result, the appearance of a whole series of new temporary tasks that must be solved by the enterprise in order to ensure its competitiveness. It was determined that there is a significant demand for specialists with knowledge and skills in the field of project management on the world labor market. According to the results of the Findstack study, by 2030 the need for project management specialists will be 25 million people. It was established that starting from the 70s of the 20th century, the institutionalization of the development of project management was recorded, which was manifested in the emergence of a number of international organizations that focus their attention on research, coordination and dissemination of the best practices of project management (Project Management Institute - Project Management Institute (PMI ), International Project Management Association (IMPA), Association for project management (APM), Global Alliance for project performance standards (GAPPS), etc.), development of project management standards, including PMBOK, ISO, etc.It was determined that despite the fact that project activity is gaining more and more popularity in companies all over the world, it is not always guaranteed to bring the desired effect and be effective. It is substantiated that the main factors affecting the effectiveness of project activities in the organization are: understanding by the management of the enterprise of the value and purpose of project management; the level of project knowledge and skills of personnel involved in project management at the enterprise; the ability to clearly define and monitor in real time indicators of the effectiveness of project implementation; the level of digitization of the enterprise, including the availability and effectiveness of the use of specialized project management software, project management methodology in general and risk management in particular; the ability to ensure quick and transparent communication between project team members, with the customer, effective inter-project management, etc.