derhan/semantic-scholar-manajemen-proyek huggingface dataset:
Identifying Coordination Problems in Software Development: Finding Mismatches between Software and Project Team Structures
Authors: C. Amrit; J. Hillegersberg; Kuldeep Kumar
Year: 2012

Today’s dynamic and iterative development environment brings significant challenges for software project management. In distributed project settings, “management by walking around” is no longer an option and project managers may miss out on key project insights. The TESNA (TEchnical Social Network Analysis) method and tool aims to provide project managers both a method and a tool for gaining insights and taking corrective action. TESNA achieves this by analysing a project’s evolving social and technical network structures using data from multiple sources, including CVS, email and chat repositories. Using pattern theory, TESNA helps to identify areas where the current state of the project’s social and technical networks conflicts with what patterns suggest. We refer to such a conflict as a Socio-Technical Structure Clash (STSC). In this paper we report on our experience of using TESNA to identify STSCs in a corporate environment through the mining of software repositories. We find multiple instances of three STSCs (Conway’s Law, Code Ownership and Project Coordination) in many of the on-going development projects, thereby validating the method and tool that we have developed.
Multi-objective Comprehensive Optimal Management of Construction Projects Based on Particle Algorithm
Authors: Zijing Wang
Year: 2019

Construction industry is one of the pillars of rapid economic development. The optimization of construction project management can greatly optimize the cycle, cost and quality of projects. In this paper, the multi-objective management optimization model of construction projects and the particle swarm optimization (PSO) algorithm for calculating the optimal solution of the model  are briefly introduced,  genetic operators are  introduced into the PSO algorithm to prevent "premature", so as to improve the accuracy of the solution, and then case analysis is performed on a single-storey building project. The results show that the algorithm converges to stability and obtains the optimum solution set after 400 times of iterations and a total of 63250 s.  The construction period of each process of  the solution with the shortest total construction period in the optimum solution set is shorter than that before optimization, the total construction period reduces by 56 days, the total cost reduces by 520,000 yuan, and the total quality increases by 3.58. In summary, the improved PSO algorithm can effectively optimize the management of construction projects.
Risk management system and intelligent decision-making for prefabricated building project under deep learning modified teaching-learning-based optimization
Authors: Huazan Liu; Yukang He; Qichao Hu; Jianfei Guo; Lan Luo
Year: 2020

This study establishes a model of prefabricated building project risk management system based on the Modified Teaching-Learning-Based-Optimization (MTLBO) algorithm and a prediction model of deep learning multilayer feedforward neural network (Backpropagation, BP neural network) to improve the requirements of risk management during the construction of large prefabricated building projects. First, we introduced the BP neural network algorithm based on deep learning. Second, the traditional Teaching-Learning-Based Optimization (TLBO) algorithm was modified by using information entropy, and the modified algorithm was simulated and tested in five test functions. Then, based on the BP neural network and MTLBO algorithm, we established the MTLBO-BP neural network prediction model and tested its performance. Finally, based on the MTLBO-BP neural network prediction model, MATLAB software was used to establish an intelligent model of the risk management system during the construction of prefabricated building projects, and the example verification was performed. In addition, the MTLBO algorithm was verified by test function simulation and established that global searchability is stronger than the TLBO algorithm. Of note, it is not easy to fall into a local optimum. The test results of the MTLBO-BP neural network prediction model revealed that the prediction model converges faster and exerts a better prediction effect. The example verification of the intelligent model of the risk management system during the construction of prefabricated building projects established in this study revealed that the algorithm proposed is more accurate in the reliability and cost prediction of the risk management of prefabricated building projects. Moreover, the algorithm proposed provides theoretical support for intelligent management and decision-making of prefabricated building projects. Overall, this study validates that this algorithm is essential for construction project management, decision-making, and quality assurance.
Implementación del Project Management Office (PMO) en las empresas del sector financiero
Authors: Héctor Andrés Hernández; Andrés Felipe Luna-Gómez; Genny Nohemí Martínez-Martínez; Deyby Sebastián Salas-Tosne
Year: 2023

El sector financiero es el eje central de la economía mundial, a través de los años esta se ha visto enfrentado a muchas crisis que han sido catastróficas para todos los países y sectores económicos mundiales en términos de pérdidas de capitales y recursos, lo cual han obligado a ejecutar cambios en sus modelos económicos y financieros; es así como en la actualidad existen cambios globales y los conflictos que se viven en las diferentes naciones que son potencias mundiales, o incluso en nuestro país con los diferentes cambios políticos y legislaciones, lo cual incide mucho en la economía. Es por esta razón que el sector financiero se ve en la necesidad de realizar cambios estructurales o de sus servicios los cuales son proyectos de alto impacto para sus clientes. 
A través de los años la gerencia de proyectos ha tomado mucha más fuerza debido a su impacto positivo en todos los sectores económicos, lo cual les ha dado un valor agregado a las organizaciones y un desarrollo eficiente en sus proyectos en términos de alcance, costo y tiempo, es por esta razón que surge la oficina de gestión proyectos o Project Management Office (PMO), siendo una unidad central en la cual los proyectos que se ejecuten pueden solventarse en términos de conocimiento, lecciones aprendidas por medio de base, metodologías y herramientas para la correcta ejecución de los proyectos; por tal motivo el sector financiero no es ajeno a la implementación de una PMO dentro de sus estructura organizacional. 
Este articulo presenta un grupo de conceptos teóricos y técnicos de todo lo relacionado con la PMO, que se abordan desde lo individual a lo colectivo con el propósito de resaltar los fundamentos principales a tener en cuenta en la implementación de una PMO con el fin de realizar una propuesta de valor para sus clientes. El objetivo de este artículo se encamina analizar los fundamentos académicos de un gerente de proyecto, con el fin de desarrollar las capacidades y habilidades en la gestión de proyectos en aras de tener un criterio centrado en la implementación del Project Management Office - PMO que beneficie los procesos de una organización con miras al mejoramiento continuo y entrega de un buen servicio al cliente.
Investigating Critical Factors for Project Success and the Impact of Certification/Training: The United Nations Context
Authors: James Wan; R. Saadé
Year: 2018

This﻿paper﻿investigates﻿via﻿a﻿survey﻿methodology,﻿project﻿critical﻿success﻿factors﻿(CSFs)﻿of﻿a﻿UN﻿ organization﻿as﻿perceived﻿by﻿computer﻿and﻿information﻿technology﻿trained﻿and﻿certified﻿professionals.﻿ James﻿Wan﻿and﻿Raafat﻿Saade﻿adopt﻿their﻿CSFs﻿from﻿three﻿seminal﻿studies﻿done﻿at﻿different﻿times.﻿ They﻿provide﻿a﻿critical﻿analysis﻿of﻿those﻿factors﻿for﻿the﻿21st﻿century﻿United﻿Nations﻿context﻿facing﻿ today﻿an﻿increasing﻿need﻿for﻿agility﻿in﻿a﻿fast-changing﻿global﻿environment.﻿The﻿authors﻿investigate﻿ project﻿CSFs﻿in﻿this﻿study﻿with﻿two﻿goals﻿in﻿mind:﻿Firstly,﻿to﻿test﻿the﻿applicability﻿of﻿well-studied﻿ CSFs﻿in﻿the﻿United﻿Nations﻿context,﻿and﻿secondly,﻿to﻿assess﻿the﻿influence﻿of﻿certification/training﻿ on﻿these﻿factors.﻿Results﻿show﻿that﻿5﻿out﻿of﻿13﻿factors﻿differ﻿in﻿the﻿United﻿Nation’s﻿context﻿and﻿that﻿ certification﻿ is﻿not﻿perceived﻿as﻿ important﻿while﻿ training﻿ is.﻿Results﻿are﻿discussed﻿bringing﻿ forth﻿ insights﻿into﻿the﻿nature﻿of﻿UN-type﻿organization﻿project﻿management.﻿Results﻿have﻿shown﻿that﻿close﻿ to﻿40%﻿of﻿the﻿CSFs﻿previously﻿studied﻿do﻿not﻿apply﻿to﻿the﻿United﻿Nations﻿context.﻿At﻿the﻿same﻿time,﻿ correlation﻿analysis﻿shows﻿that﻿training﻿in﻿project﻿management﻿knowledge﻿areas﻿are﻿more﻿important﻿ that﻿actual﻿certification. KeywoRdS Critical Success Factors, Project Management, Project Management Certification, Training, United Nations
An Investigation of BI Implementation Critical Success Factors in Iranian Context
Authors: Ahad Zare Ravasan; Sogol Rabiee Savoji
Year: 2014

Nowadays, many organizations take Business Intelligence (BI) systems to improve their decision-making processes. Although many organizations have adopted BI systems, not all of these implementations have been successful. This paper seeks to identify critical success factors (CSFs) that impact on successful implementation of BI systems in organizations. So, at first, through literature review, 26 CSFs were identified. Following that, a questionnaire was developed and then filled out by domain experts who had at least three years of experience in BI implementation projects in Iran. Robust Exploratory Factor Analysis (EFA) was run for data analysis, which finally classified 26 CSFs into four distinct groups termed as "organizational", "human", "project management", and "technical". The results of this study provide a very useful reference for scholars and managers to identify the relevant issues of BI projects in Iran.
Evaluating a project management methodology to improve project performance
Authors: A. Rode; Anne Jensby; Per Svejvig
Year: 2024

PurposeProject management as a field of practice and research is characterized by impressive amounts of normative literature and extensive collections of best practices promising to improve project performance. On the other hand, research proving the effectiveness and efficiency of the proposed tools is limited. Project management methodology (PMM) evaluation is important but complicated and scarce. This paper evaluates a specific PMM designed to improve project performance.Design/methodology/approachBased on a multiple, embedded and comparative case study the paper evaluates 71 projects within and across 17 organizations.FindingsThe paper identifies conflicting indicators of PMM failure and success in terms of project speed and impact, and the results indicate the complexity, contextuality and challenge inherent in PMM evaluation.Originality/valueContributions include empirical evidence and contextual knowledge on the effectiveness and efficiency of a specific PMM, as well as a new conceptual model and a novel methodological design for PMM evaluation.
Using the exploration, preparation, implementation, sustainment (EPIS) framework to assess the cooperative re-engagement controlled trial (CoRECT)
Authors: Heather R. Elder; Simona G. Lang; M. Villanueva; Betsey John; K. Roosevelt; Frederick L. Altice; Kathleen A. Brady; Briana Gibson; Marianne Buchelli; Alfred DeMaria; Liisa M. Randall
Year: 2023

Background “Data to Care” (D2C) is a strategy which relies on a combination of public health surveillance data supplemented by clinic data to support continuity of HIV care. The Cooperative Re-Engagement Controlled Trial (CoRECT) was a CDC-sponsored randomized controlled trial of a D2C model, which provided an opportunity to examine the process of implementing an intervention for people with HIV (PWH) who are out-of-care across three public health department jurisdictions. Using the EPIS (Exploration, Preparation, Implementation, Sustainment) framework, we aimed to retrospectively describe the implementation process for each site to provide insights and guidance to inform future D2C activities implemented by public health agencies and their clinical and community partners. Methods After completion of CoRECT, the three (Connecticut, Massachusetts, Philadelphia) trial sites reviewed study protocols and held iterative discussions to describe and compare their processes regarding case identification, interactions with partnering clinics and patients, and sustainability. The EPIS framework provided a structure for comparing key organizational and operational practices and was applied to the entire implementation process. Results The trial sites varied in their implementation processes and the specific elements of the intervention. Factors including prior D2C experience, data management and analytic infrastructure, staff capacity, and relationships with clinic partners informed intervention development and implementation. Additionally, this review identified key lessons learned including to: (1) explore new supplemental sources for public health surveillance data; (2) work with stakeholders representing core functions/components in the early stages of the intervention design process; (3) build flexibility into all components of the follow-up activities; and (4) integrate data sharing, project management, and follow-up activities within existing DPH organizational structure. Conclusion The CoRECT study provides a general blueprint and lessons learned for implementing a D2C intervention for re-engagement in HIV care. Interventions should be tailored to local operational and structural factors, and responsive to evolving clinical and public health practices.
Project Management Maturity in Construction MSMEs in Southeastern Mexico
Authors: Cabrera Ana; García Jesús; Zaragoza Nicolás; González José
Year: 2024

The construction industry operates under strict deadlines, limited budgets, and extensive interaction among
human resources from various knowledge fields. These factors, combined with the unique nature of each project,
represent a significant challenge to management. This necessitates the implementation of project management,
which is essential for planning, organizing, and supervising both resources and tasks required to achieve specific
objectives within a defined time and cost frame. Although project management is not a new topic, it is crucial to
measure its positive influence on the industry. This research evaluates the project management maturity level in
the local construction sector. The study assessed the maturity level in areas such as initiation, planning,
scheduling, execution, quality, and project closure through surveys conducted with 30 professionals in the sector.
This descriptive, cross-sectional research with a quantitative approach used a structured questionnaire with
closed-ended questions based on the 32 key practices outlined in the Organizational Project Management
Maturity Model (OPM3). The findings revealed that construction project management in Southeastern Mexico currently ranks at a low maturity level, scoring 56.31%. According to CIM3, this places it at the upper boundary of immaturity level 1/3 and, according to OPM3, at the standardization process phase.
Critical Success Factors in Enterprise Resource Planning Implementation A Case-Study Approach
Authors: B. Zarei; Mina Naeli
Year: 2010

Although introducing Enterprise Resource Planning ERP to an organization has enormous benefits, it may entail new hazardous challenges if it cannot be well managed. This research focuses on the critical ERP success factors from a case study involving the Esfahan Steel Company, which started ERP implementation in September 2002. An in-depth research of ERP implementation processes and the level of adhering to five chosen ERP critical success factors-project management, top management supports, business process reengineering, and change management and Training-are conducted. Research results revealed that the five critical success factors CSFs are highly interdependent and the strengths and weaknesses of each have influenced the quality of ERP implementation to a large extent.
Evaluating the Role of Project Management Offices (PMOs) in Large-Scale Construction Projects: Insights from Construction Industry Professionals
Authors: Vijayakumar Umasekar
Year: 2024

This research paper evaluates the role of Project Management Offices (PMOs) in large-scale construction projects, with insights from construction industry professionals. The study's main objective was to bridge the gap in literature by obtaining direct perspectives from those managing these projects. A structured online survey, encompassing both quantitative and qualitative questions, was administered to a diverse group of professionals. The analysis, conducted using statistical software for quantitative data and thematic analysis for qualitative insights, led to several key findings. PMOs were perceived as highly effective in aligning project objectives, resource allocation, process standardization, communication facilitation, and risk management. Notable challenges included resistance to change, inadequate senior management support, resource constraints, and project complexity. PMOs positively impacted project timelines, budget management, stakeholder engagement, and quality of deliverables. High integration of sustainability practices and moderate to high adoption of innovative technologies were also observed. Key success factors for PMOs included effective leadership, clear objectives, skilled teams, robust risk management, and effective stakeholder communication. Over 89% of respondents were satisfied with PMO performance. The study contributes to the existing body of knowledge by providing practical insights and confirming the critical role of PMOs in the success of large-scale construction projects. It highlights the importance of PMOs in driving sustainability and technological advancements, thus offering actionable guidance for enhancing PMO effectiveness in the construction industry.
Application of Project Management in Healthcare
Authors: Ainura Sassykova
Year: 2023

Project management is used to produce specifically defined deliverables, by a certain time to a defined quality, with a given level of resources, so that planned outcomes and benefits may be achieved. The health care systems from different countries are choosing project management as a tool to meet their budgets and increase the quality of medical care. In health, a project is recognized a particularly useful way to introduce innovations, address new challenges, or find solutions for problems that the existing procedures and routines do not accommodateThe purpose of this article is to provide an overview of the literature on project management applications in the healthcare field. The search of the literature on project management applications in the healthcare field was conducted utilizing r scholarly databases PubMed, Cochrane Database of Systematic Reviews, Embase. The findings of this research show the significant and increasing role of project management in healthcare. The results indicated the existence of different types of health projects, describing the specific characteristics of each type. Project management is an effective tool to improve healthcare quality management outcomes. The healthcare experts can apply project management to improve healthcare quality management outcomes. Recent systematic reviews identified healthcare project success factors and project management's role in healthcare quality management outcomes improvement. Additional research is needed to improve knowledge about project management applications in public health projects. Keywords: project management, health, healthcare, public health, healthcare quality, success factors, success criteria.
The Impact of Script Coercion in Computer-Supported Collaboration: A Case Study on Learning Benefits When Technology Makes Learners' Thinking Processes Explicit
Authors: P. Papadopoulos; S. Demetriadis
Year: 2012

This study presents how the degree of script coercion can affect the learning outcome in a setting for computer-supported collaborative learning. In the study, 42 junior students majoring in Informatics were randomly assigned into two study conditions: High Coercion (n=22), and Low Coercion (n=20). Initially, students worked individually, studying material and answering ill-structured problems on the Software Project Management domain in a technology-enhanced learning environment. Next, students worked in pairs reviewing each other's answers, following a review microscript. Eventually, the students had to collaborate and agree on a final common answer. Post-test result analysis showed that students obligated to submit their review comments as deliverables back into the learning environment (High Coercion) far surpassed those for whom review submission as deliverables was optional. This outcome is in line with studies emphasizing that learning is improved when technology tools require that learners make their thinking explicit.
Detection of Resource Overload in Conditions of Project Ambiguity
Authors: M. Pelikán; H. Stiková; I. Vrana
Year: 2017

The planning of project resource allocation is an important part of project management, but it often suffers from uncertainty and ambiguity. Ambiguity conditions can be described and simulated by the theory of fuzzy sets and fuzzy quantities. The fuzzy approach to project planning is usually applied in critical path setting and project duration monitoring. In this article, we show a new application of the fuzzy set theory that involves planning project resource allocation and monitoring resource workloads. We derive the theoretical relations for the membership functions of the corresponding fuzzy quantities and demonstrate their application by taking a simple project as an example. The derived methods were used in planning a real project whose purpose was to analyze the possible resource workload. As a result, it was possible to recognize the serious risk of resource overload, which is not possible with the deterministic approach. They contributed to the success of the project.
ИННОВАЦИОННОЕ РАЗВИТИЕ ЭКОНОМИКИ РЕГИОНА
Authors: Гаджимурад Идзиевич Идзиев
Year: 2020

Для достижения регионом среднероссийского уровня необходимо существенное увеличение темпов роста основных социально-экономических показателей. Решить данную задачу, на наш взгляд, возможно путем формирования новой концепции инновационного развития. Делается вывод о том, что в настоящее время в рамках расширения использования проектных методов управления социально-экономическим развитием необходим более явный акцент на стимулировании инновационной активности. Поддержка инноваций должна стать одним из приоритетов в политике республиканского правительства.
 For the region to reach the average Russian level, it is necessary to significantly increase the growth rates of the main socio-economic indicators. To solve this problem, in our opinion, is possible by forming a new concept of innovative development. It is concluded that currently, within the framework of expanding the use of project management methods for socio-economic development, a more explicit emphasis is needed on stimulating innovative activity. Support for innovation should become one of the priorities in the policy of the republican government.