derhan/semantic-scholar-manajemen-proyek huggingface dataset:
Improving Access to Internships with an On-Campus Software Development Center
Authors: Zachary J. Oster
Year: 2019

Internships are widely recognized as a high-impact educational practice that effectively prepares students for successful careers in the computing industry. Unfortunately, not all students have equal access to computing internships. Students are often expected to find internships independently, but their classes generally do not teach them the skills needed to search for computing internships or to succeed in a technical interview. Furthermore, at a university in a rural area with little or no public transportation, students may not be able to accept an internship offer unless they have a car and enough time to travel to and from a work site in a nearby city. These problems are especially severe for students of opportunity (e.g., students with low socioeconomic status, first-generation students): the exact students for whom an internship can have the greatest impact. To address this problem, our university is starting a software development center to provide campus-based internships in which student teams develop software products for clients. Students hired by the center will benefit from dedicated workspace on or near our campus, ongoing training in common software development practices (e.g., version control, project management, requirements engineering) that are not covered consistently in a classroom setting, and on-site mentoring from experienced software professionals. We believe that this co-curricular experience will improve participants' ability to begin and persist in a career in software development after graduation. We will discuss our experience with several pilot projects and our vision and goals for the center.
A method for evaluating project management competency acquired from role-play training
Authors: Yuki Tachikawa; H. Maruyama; Taichi Nakamura; A. Takashima
Year: 2013

The information technology industry in Japan has required universities to provide project management education. In Tokyo University of Technology, role-play training has been carried out as part of project management education. The role-play scenarios necessary to run role-play exercises have been created in accordance with the ADDIE (Analysis, Design, Development, Implementation, Evaluation) model. This paper describes a method for evaluating project management competency that learners gain through role-play training conducted using the scenarios. Competency in project management is assessed from a learner's behavior characteristics in taking an appropriate action when needed. We first examined the quality of the role-play scenarios by using a design checklist based on Goal-Based Scenarios (GBS). In addition, we analyzed the behavior of each learner during a role-play exercise by using rubrics based on how the user behaved. A high correlation was found between the acquired skill with which learners generally played the role assigned to them in role-play training and the level of quality of the role-play scenario. Based on the analysis results, we will propose a method for helping learners to be able to take effective action by providing appropriate advice from a software agent and feedback from a teacher, along with use of the GBS checklist.
Understanding the Phoenix Phenomenon: Can a Project Be Both a Failure and a Success?
Authors: C. Midler; Marc Alochet
Year: 2023

While the concept of project success remains largely open nowadays, we introduce here the Phoenix phenomenon, namely a project being both a success and a failure. Our analysis of an automotive vanguard project exhibits key characteristics of a Phoenix phenomenon: the very innovative and ambitious nature of the project; a project management approach that hybridizes causal innovative project development and effectual approaches; the strategic and operational capacity of the company to recover and valorize after the initial failure; and the learnings from and the achievements of the project in renewed scenarios. We conclude that project evaluation must now combine retrospective and prospective assessments methods to evaluate both achieved outcomes and potentialities of a project.
ADMINISTRATIVE MANAGEMENT IN INVESTMENT PROJECT CONTROL
Authors: Oleksandr Ponomarov; T. Ostapenko; O. Onopriienko
Year: 2024

The purpose of the article is to study the impact of administrative management on the implementation of projects in investment activity. Administrative management acts as an organiser of project activities in the investment sphere. The authors have analysed the algorithm of administrative management and identified its components that should be applied in the practice of investment activity. The research methodology used was a systematic approach and a structural analysis, as well as the method of comparison. The process of administrative management of an investment project has been presented as a sequence of steps or stages, which include planning, organisation, execution and control. A general outline of this process is provided hereunder. This process can be iterative, with changes and adjustments made at different stages of the project depending on changes in internal and external conditions. The main goal of investment project administration is to ensure the efficient use of resources and the achievement of project goals. Developing an investment project charter is an important step in the process of project preparation and implementation. The charter is a document that formalises the main aspects of the project, its goals, terms and conditions, and the procedure for its implementation. Here are some key elements that are usually included in an investment project charter: project name and description; goals and objectives; management structure; budget and financial terms; implementation schedule; implementation conditions; reporting and monitoring system; termination conditions. An analysis of the investment project and business plan is provided in the article. Administrative management in the investment projects management includes the use of various tools and methods to ensure effective planning, organisation, control and implementation of projects. Key administrative management tools that can be used to manage investment projects are as follows: SWOT analysis; PESTLE analysis; Gantt chart; RACI responsibility matrix; project management methodologies are: Methodologies such as PMBOK (Project Management Body of Knowledge), PRINCE2 (Projects in Controlled Environments), Agile, Scrum; customer relationship management systems (CRM); financial analysis and control.
Integrating Human Factors in an International Research Project: Lessons Learned from the PSIP Project
Authors: R. Marcilly; M. Beuscart-Zéphir; R. Beuscart
Year: 2013

This paper presents how a Human Factors (HF) engineering approach has been applied to a European Project aiming at preventing Adverse Drug Events. Methods used by HF experts and their main contributions are depicted. Main lessons learned from HF involvement in this project are proposed in terms of methods for ADE prevention interventions and project management.
Influence of Project Funding on Implementation of Government-Funded Projects in Imenti North Sub-County, Meru County
Authors: Lenah Nkirote; Kiambi; Dr. S. Ngacha Njeri
Year: 2023

Monitoring and evaluation is a critical component of project design, execution, and management. Kenyan county administrations have been carrying out development projects since 2013, but the completion of some of the development projects has faced serious implementation challenges. This study analysed the monitoring and evaluation practices that influence the implementation of a project that is financed by funds from the government. The targeted population comprised 113 staff working in the selected five departments in Meru County Government that deal with projects at the sub-county level. A sample size of 92 staff participated in the study. Staff was selected using the proportionate stratified together with a simple random sampling technique, while all heads of department were purposively picked. A questionnaire was distributed to staff while HODs were interviewed. Piloting enabled checking the reliability and validity of instruments. The mean and standard deviation helped to summarise the collected data. The results indicated that project funding, competencies of a project manager, employee capacity building and community participation were empirically confirmed to have significant weight on the successful implementation of projects. The study noted that reliable revenue streams, standards, best practices, and a well-designed financial plan are essential for the successful implementation of projects. The study recommends the need for the county government to allocate sufficient funding at the project’s inception to facilitate the acquisition of requisite equipment and finance initial operational activities. The government departments at the county level should prioritise enhancing the project management skills of staff involved in projects. The finishing of the identified projects is indispensable; hence, the results will change the manner in which government-funded projects are implemented by the county government.
Seeing the Trees or the Forest? The Effect of IT Project Managers' Mental Construal on IT Project Risk Management Activities
Authors: Jong Seok Lee; M. Keil; Eliezer Shalev
Year: 2019

In this research, we focused on one of the core issues associated with Information Technology (IT) project management, namely the tendency to inadequately manage project risks. Project managers (PM...
Application of BIM in project management in China
Authors: Xi Liu
Year: 2023

As a nation that is quickly developing, Chinas construction industry faces a variety of issues. Despite the size and technical complexity of some Chinese projects, the old paper documents and two-dimensional drawing techniques are no longer adequate to meet demand. Chinas construction sector has enormous potential. Therefore, effective digital technology and the best project management are crucial for the growth of Chinas construction business. Throughout the whole life cycle of a construction project, including all phases of planning, design, building, operation, and maintenance, Building Information Modelling (BIM) can be used. This study intends to investigate the use of BIM in project management in China with a particular emphasis on how BIM impacts project design, construction, and operation. By analysing the successful cases of BIM in Chinas project management, the prospect and development of BIM in Chinas construction industry are discussed. In the whole process of project management, BIM improves quality, efficiency, sustainability and maintainability through various applications. It is intended to provide Chinas construction industry with a tool to promote the modernization and long-term growth of the industry.
Economic and social factors and the impact of COVID-19 on the success and failure of women entrepreneurs: A study of governance context
Authors: Rasha Istaiteyeh; Lara Mansour; Qusai M. Talafha
Year: 2024

The success of Jordanian women entrepreneurs during the COVID-19 pandemic has been affected by a range of non-financial factors. The research aims to understand the impact of economic and social factors on the success and failure of Jordanian women entrepreneurs, with a focus on the effects of the COVID-19 pandemic. On the other hand, this study sheds light on the reasons for the success of the projects of female entrepreneurs in Jordan, so it helps women to know the strengths that help them in the continuity and success of the project, after interviews conducted with 32 female entrepreneurs. The result was that the research confirms that project success goes beyond the financial aspects and involves careful planning and skills acquisition. This holistic perspective means that support programs should include a broader range of training modules, including business planning, project management, and personal skills development. By addressing these multifaceted aspects, women entrepreneurs can build a more resilient foundation for their businesses. In summary, entrepreneurship is not only affected by financial matters, and COVID-19 did not only have a bad effect, but it had a good effect on most women. Therefore, we must take into account that it was a reason for the success of most women in their projects.
Development of a System for Effectiveness and Efficiency Evaluation of Small and Medium-Sized Business Projects
Authors: A. A. Gudkov
Year: 2023

Project activity at present is an integral part of almost any business throughout the life cycle of new products or services. Under conditions of high market competition for small and medium-sized businesses, control over current and planned projects should be especial-ly accurate. In portfolio projects management companies need a tool to determine success-fulness of the current project and investment attractiveness of planned projects. The paper suggests an approach to formation of evaluation model of the project successfulness using measures of project effectiveness as such a tool.
The Study of Power Engineering Project Risk Management
Authors: Chuansheng Xie; Xiaoxi Jia; Dapeng Dong
Year: 2011

With the special characteristics of power engineering project in construction process, there are many uncertainty risk factors. This paper estabLished a comprehensive risk evaluation index system through analyzing its characteristics and industry environment, and at the same time mathematical model was adopted. First of all, column and inverse method was used to calculate the weight of each index, and then fuzzy evaluation method was used for the risk degree evaluation. QuaLitative and quantitative analysis were combined to calculate the risk degree of power engineering project, and obtained the risk degree was medium. Example calculation shows that the method can well evaluate the risk of power engineering project management and it provides theoretical basis for power grid enterprises to strengthen the work of risk management.
The Influence of Individual Characteristics on Knowledge Sharing Practices, Enablers, and Barriers in a Project Management Context
Authors: L. Marouf; O. Khalil
Year: 2015

The knowledge management KM literature in general is short on field evidence concerning knowledge sharing KS practices in project management settings, where knowledge occupies a central place. In addition, research on KS enablers and barriers has largely overlooked the fact that individual characteristics may influence the choice to share knowledge. This research explored departmental KS practices, enablers and barriers at a Middle-Eastern project management company. It also investigated the influence of a number of individual characteristics on KS, enablers and barriers. The findings confirm that Knowledge is partially shared within departments, and the employees have varying views on KS enablers and barriers. Although many do not perceive organizational enablers as catalysts for KS, they somewhat believe that the information technology IT enablers do facilitate KS. The employees, however, do not believe that the identified individual, organizational and IT barriers hinder KS. In addition, gender, age, department type and job type have varying effects on the perceived KS practices, organizational enablers, and IT enablers and barriers. These findings and their implications are further discussed in the paper.
Talent Development Issues in the Power Sector
Authors: I. Mitra
Year: 2014

A the CEO of a power company what keeps him awake at night and he will probably reply "Workforce issues". And among the workforce issues, the question of attracting, developing and retaining talent occupies pride of place. A critical issue for any industry, it assumes even greater criticality in the Indian power sector, given the kind of growth needed. It has been estimated that, for adding the 1 lakh MW capacity envisaged in the 12th Plan, over 3 lakh skilled manpower and about 75,000 non-technical manpower need to be inducted into the power sector during the Plan period (2012-17). In addition to the technical manpower thousands of highly skilled managers will be required in areas such as project management, planning, project fi nance, monitoring and review.
Monitoring Software Projects with Earned Value Analysis and Use Case Point
Authors: Jinhua Li; Zhibing Ma; Huangzhen Dong
Year: 2008

The earned value analysis (EVA) is a project management method for controlling project progress. Two problems cause the difficulty in applying the method on software projects. The first problem is how to consistently express project baselines and to measure technical progress of software projects. The second is due to the conventional Work Breakdown Structure that is prematurely structured around the product cannot reflect the software changes in the development. After discussing the issues and solutions for using EVA on software projects, the paper presents an evolutionary WBS focusing on the elements of software processes, and describes the adoption of use case points as software project baselines and performance measurement. An approach to monitoring software project progress with EVA and use case points is presented. A controlled experiment is described which shows the usefulness and effectiveness of the EVA method for tracking and controlling schedule and costs in software projects.
Soft Skills in Favor of Advanced Military Education
Authors: Maroua Cherni; Feten Slimeni
Year: 2024

The concept of military education has evolved significantly during the years, reflecting the changing education methods from physical training and hard knowledge-based activities to more advanced and effective techniques. Modern military education recognizes the importance of soft skills required for adaptation to the complexities of twenty-first century military operations and resilience to future challenges. Developing new abilities like critical thinking, problem-solving, and flexibility can significantly support academic performance and enhance students’ capabilities. Also, the role of a multiskilled teacher is crucial, not only for improving students’ academic outcomes but also arming them with techniques to face life challenges. This article emphasizes this requirement and suggests leveraging project management (PM), emotional intelligence (EI), and neuro-linguistic programming (NLP) to enhance educational psychology and pedagogy principles. These strategies—PM, EI, and NLP—provide adequate soft skills to boost the teaching-learning experience by improving communication, understanding emotional cues, and effectively managing the teaching and learning projects. The proposed methodology is detailed and illustrated using application examples. Finally, results highlight its effectiveness in the transformative global landscape.
Group Decision Support System Untuk Menentukan Manajer Proyek Pada Perusahaan Smart Integrated System Menerapkan Metode Fuzzy Tahani
Authors: Arif Athallah; Diana Diana
Year: 2023

Project is a series of activities carried out within a limited period of time with certain resources to achieve the best results in the future. In a series of activities, the project must have problems or obstacles. The success of the project is influenced by who and how to deal with problems or obstacles during the project. The project manager is the person chosen to be responsible for activities in the project management process for the benefit of the company and is a core figure in the success of a project and is the most influential factor in the success of project management. The obstacle that exists in Smart Integrated System companies is that there is no project manager selection process that implements a requirement to become a project manager. Plus, the role of the project manager is always changing and being chosen on the spur of the moment and randomly. This study aims to overcome problems that may arise in group decision making in Smart Integrated System companies. Solving problems in Smart Integrated System (SIS) company will use a system called a website-based Group Decision Support System (GDSS) that will apply the Fuzzy Tahani method. Admin determines the high Query Fuzzification value for each set of Membership Function criteria / sub-criteria. The results of system testing on four project manager candidates found that a candidate named Jaka has the right to become a project manager. The project manager candidate selected according to the system is the best project manager candidate based on the criteria provided.
LOCALIZATION – NEW CONCEPT OF PROVIDING HUMANITARIAN AID
Authors: Agron Ferati; Jozefina Beke-Trivunac; Stefan Milojević
Year: 2023

Localization is a term describing a humanitarian and development approach that prioritizes project management, ownership and control of humanitarian and development programs by making principled humanitarian and development action as local as possible. To answer the questions about the impact of humanitarian and development programs by using localization approach is multi-layered. This also includes providing an answer to national organizations organizational development, the right balance of organizational structure, policies, culture, procedures, and people procedures, including monitoring, evaluation, accountability and learning system and practices.
Critical Behavioral Competencies for IT Project Managers: What Are They? How Are They Learned?
Authors: Hazel Taylor; J. Woelfer
Year: 2010

What behavioral competencies do experienced IT project managers apply when facing critical situations in their projects, and how have they developed those competencies? In this paper, the authors answer these questions. The authors interviewed 23 experienced IT project managers from 11 organizations, focusing on critical situations that they now managed differently from their earlier, novice, practices, and on how they had learned to develop these different approaches. The authors discuss a variety of management development and training interventions. They use a thematic analysis to identify the key competencies being applied and learning methods experienced by this set of managers. Results suggest that IT project managers are drawing on a different set of competencies from those required for project management in other industries. Additionally, this paper reveals the importance of informal learning channels, often involving project experiences, for the development of IT project management competencies.