derhan/semantic-scholar-manajemen-proyek huggingface dataset:
PROJECT MANAGEMENT IN THE ENERGY SECTOR DURING THE WAR: PRACTICE AND KEY ASPECTS
Authors: Alvina Oriekhova; Ihor Kiiakh
Year: 2024

In times of war, risk management becomes a critical part of project management and includes such aspects as risk assessment and management. Risk assessment begins with their identification. Risk assessment ends with an analysis of the probability of their occurrence and impact on the project. Risk management involves the development of response plans. During a full-scale war, rational resource management is key to the successful implementation of a project, including logistics, human resources, and financial aspects. In the presence of military threats, it is necessary to adapt traditional project management methodologies for energy projects to specific conditions. The first way to adapt the methodology is to divide the project into short cycles, which allows for a quick response to new conditions. The second is to divide each cycle into control points. The third is to incorporate key project constraints and principles into the methodology. Safety aspects are implemented through a number of measures, including the creation of evacuation plans, including the identification of safe routes, gathering places, and the allocation and arrangement of shelters. Communication and coordination are important management aspects. Communication includes the development of a communication plan that defines the main and backup communication channels, frequency and format of reporting, and the responsible persons. Effective coordination is manifested in the form of regular meetings to discuss progress, identify problems and make decisions. Innovative technologies and approaches are implemented through the use of automated control systems or artificial intelligence; optimization of operations in time and space; and the introduction of alternative energy solutions into projects. In the public or municipal energy sector, projects rely on foreign financial support, so the key aspect is to find partners among international financial organizations, funds, and governments. In the private energy sector, a mechanism of military risk insurance may be useful for attracting financing for projects.
The impact of time pressure on knowledge transfer effectiveness in teams: trust as a critical but fragile mediator
Authors: Torbjørn Bjorvatn; A. Wald
Year: 2020

With faster innovation and shorter product cycles, time pressure is a highly relevant factor affecting contemporary business processes. This study aims to extend prior research on the effects of velocity at the firm level by considering the effect of time pressure on knowledge transfer effectiveness (KTE) on the team level and the role of trust as a mediator of this effect.,We empirically assess the impact of time pressure on knowledge transfer effectiveness in teams. Further, we test the mediating effect of trust on this relationship. We study a sample of 285 project teams applying partial least squares structural equation modeling (PLS-SEM).,The authors find that time pressure is negatively associated with KTE. Moreover, trust among team members has a complementary mediating effect on this relationship. Thus, while trust is urgently needed for enhancing KTE under time pressure, time pressure reduces trust-building too.,This study establishes empirically the importance of time pressure and trust as drivers of KTE in teams. The contribution connects the field of knowledge management to important streams in the wider business literature: organization studies, management, strategic management, project management, innovation etc. Whereas the model is parsimonious, it has high explanatory power and high generalizability to other contexts.,Team managers should take care to allow enough time for knowledge transfer within the team. This is particularly important when knowledge sharing is central, e.g. in innovation, development and change processes. If this is not possible, measures should be taken to maintain trust among team members.,Effective knowledge management enhances the performance of business entities and public-sector organizations alike. Today, both the private and public sectors are under considerable pressure to increase both efficiency and effectiveness. Effective knowledge transfer within teams is a core capability to achieve this goal. More effective organizations result in more competitive private firms, more employment opportunities and improved public services to citizens.,Time pressure is an increasingly relevant factor in contemporary business but so far little explored in research. This study extends current knowledge by considering the effect of time pressure on KTE.
Managing Outsourced Software Projects: An Analysis of Project Performance and Customer Satisfaction
Authors: S. Narayanan; S. Balasubramanian; Jayashankar M. Swaminathan
Year: 2010

We examine the drivers of project performance and customer satisfaction in outsourced software projects using a proprietary panel dataset. The data cover 822 customer observations related to 182 unique projects executed by an India‐based software services vendor. Adopting a multidisciplinary perspective, we investigate how project planning, team stability, and communication effectiveness impact project performance and customer satisfaction. We delineate the direct and interactive influences of the antecedent variables. We also examine how these influences are moderated by two important project contexts: (a) the nature of software work (maintenance and development vs. testing projects) and (b) project maturity (new vs. mature projects). Among other results, we demonstrate that, when project planning capabilities are high, the positive impact of team stability and communication effectiveness on project performance is even higher. In addition, our results suggest that the impact of communication on project performance is muted when team stability is high. Finally, we also demonstrate that the impact of the antecedent variables on project performance varies with the nature of software work. Our findings offer specific and actionable insights to managers that can help them manage outsourced projects better, and open up new research perspectives in the context of outsourced project management.
Creating and observing impacts in transdisciplinary projects ‐ Insights from the social design lab
Authors: Marlene Franck; Nadja Hempel; Sebastian Preiß; Ralph Boch
Year: 2024

Thorough yet feasible impact assessment concerns projects of all kinds, including transdisciplinary real-world labs. In many cases, ex-post impact analysis for accountability and reporting is the goal. However, the real-time impact observation methodology developed by the social design
 lab seeks to identify impacts, potentials, and changing needs during the course of the project, complemented by ex-ante and ex-post analysis. This allows for learning and prompt iteration of the research/project design.In this article, we reflect on approaches for creating and observing
 impact in transdisciplinary projects. Based on the insights from the work of the social design lab (sdl), we describe the demands for impact observation in a transdisciplinary project context ‐ enable strategic project iteration through real-time observation of achievements, challenges
 and potential, learn about impact patterns and record intangible forms of impact ‐ which created the need for developing a new methodology. We therefore outline the main elements of our impact observation methodology: ex-ante impact orientation, impact observation and reflection throughout
 the process as well as ex-post analysis. The sdl’s experience has shown that integrating impact observation into daily work is time-consuming but worthwhile. For us, impact observation is a central research tool for identifying social transformation and its potential, to account for
 organisations’ own activities and for supporting internal learning and project management processes.
Capturing Software Project Management Knowledge with PROMOL: Project Management Modeling Language
Authors: K. Demir
Year: 2010

The reasons for software project failures are mostly project management related issues. Without analyzing these issues in failed projects or capturing the best practices in successful ones, repeating mistakes is inevitable. We developed a project management modeling language (PROMOL) that helps us to plan, understand, analyze and document management of software projects. PROMOL is a formal and visual modeling language. In this paper, we present an overview of PROMOL, provide a simple example and discuss how PROMOL can be used to analyze and capture functional and dysfunctional behavior in software projects.
An Outsourcing Acceptance Model: An Application of TAM to Application Development Outsourcing Decisions
Authors: John Benamati; T. M. Rajkumar
Year: 2008

The use of outsourcing is expanding rapidly. This study empirically tests a model of application development outsourcing acceptance based on the technology acceptance model TAM. TAM suggested perceived usefulness and ease of use mediate the effects of other variables on users' attitudes towards a technology. The model tested in this study suggests perceived usefulness and ease of use of outsourcing mediate the effects of the external environment, prior outsourcing relationships, and risks on decision-makers' attitude toward application development outsourcing. One hundred and sixty respondents to a survey sent to 3000 IT decision makers provided data to confirm the applicability of TAM and the influences of these external variables. Support for applying TAM in this alternative context was found. Three sub-dimensions of risk, project management, relationship, and employee risk emerged. Project management and employee risks along with prior relationships were found to significantly influence decision maker perceptions about application development outsourcing.
WebAnno: A Flexible, Web-based and Visually Supported System for Distributed Annotations
Authors: Seid Muhie Yimam; Iryna Gurevych; Richard Eckart de Castilho; Chris Biemann
Year: 2013

We present WebAnno, a general purpose web-based annotation tool for a wide range of linguistic annotations. WebAnno offers annotation project management, freely configurable tagsets and the management of users in different roles. WebAnno uses modern web technology for visualizing and editing annotations in a web browser. It supports arbitrarily large documents, pluggable import/export filters, the curation of annotations across various users, and an interface to farming out annotations to a crowdsourcing platform. Currently WebAnno allows part-ofspeech, named entity, dependency parsing and co-reference chain annotations. The architecture design allows adding additional modes of visualization and editing, when new kinds of annotations are to be supported.
FOSTERING CROSS-DISCIPLINARY COLLABORATION IN OFFSHORE PROJECTS: STRATEGIES AND BEST PRACTICES
Authors: Osayi Philip Igbinenikaro; Oladipo Olugbenga Adekoya; Emmanuel Augustine Etukudoh
Year: 2024

In the realm of offshore engineering projects, the integration of diverse professional expertise is essential for successful planning and execution. This paper explores strategies and best practices for fostering cross-disciplinary collaboration in offshore projects, aiming to enhance project outcomes and mitigate risks. The abstract begins by highlighting the significance of cross-disciplinary collaboration in addressing the complex challenges inherent in offshore endeavors. It delineates the various strategies proposed for effective collaboration, including establishing clear project objectives, creating a collaborative culture, implementing robust communication channels, promoting mutual understanding, and encouraging interdisciplinary training. Furthermore, it outlines best practices such as forming cross-functional teams, utilizing integrated project management tools, holding regular interdisciplinary meetings, and embracing diversity. Through the analysis of case studies and examples, this paper illustrates the application of these strategies and best practices in real-world offshore projects, emphasizing successful outcomes and key lessons learned. The abstract concludes by emphasizing the importance of fostering cross-disciplinary collaboration in offshore engineering projects and suggests avenues for future research to further enhance collaboration methods and outcomes in this critical field. 
Keywords:  Cross-Disciplinary Collaboration, Offshore Projects, Integrating Diverse Professional Expertise, Planning, Execution, Offshore Engineering Projects.
Project Management Using Critical Path Method (CPM) and Project Evaluation and Review Technique (PERT)
Authors: Ezra Precious Ndidiamaka; Egedegbe, Favour Elohor; Nwafor, Cynthia Ndidiamaka; Igwe Ndubuisi Obasi; Okonta, Charles Arinze
Year: 2024

Project delivery within the established time line and project cost is one of the persistent issues in current project management practices. This work therefore aimed at assessing the appropriateness of Project Evaluation Review Technique and Critical Path Method in project management with a case study of a UNN lecture hall construction. Consequently, the research establishes the impact of these quantitative operations research tools on the efficient project management. Both of these project management techniques were explained and used in relation to the data that was obtained from the lecture hall construction project manager, concerning the project activities and the time taken for each of these activities. As indicated by the findings of this study, both the methods were posited to achieve success in project management where by relationship and connectivity of the activities that define a project life cycle persist as the key issues. As such, it was suggested that in view of the project critical activities determined by the CPM and/or PERT analyses, more resources and attention should be directed towards effective management of such activities to avoid the occasion of project delay as well as ensure the successful completion of projects.
The Impact of Cognitive Distortions on Decision Making in Agile Project Management Frameworks: Current Positions and Perspectives in the Academic Community
Authors: D. A. Khamitov
Year: 2024

The purpose of the study is to review the current positions and views of the scientific community regarding the influence of cognitive distortions (both individual and group) on decision-making within such an approach to project management as agile framework. The article defines the concepts of “project”, “project management”, “agile project management framework”, “heuristics”, “cognitive distortions”; it describes what kind of decisions (according to the hierarchical structure) can be made when using agile project management frameworks. On the basis of analysis of a number of scientific works, the existence of the problem of success (efficiency) of implemented (including IT) projects even if modern flexible frameworks of project management are used is fixed. The author of the study considers the concept of heuristics and cognitive distortions (both individual and group), describes the manifestation of individual and group cognitive biases, gives examples of individual and group cognitive biases’ impact to decisions taken in Agile project management. As a result, the author proposes a classification of likely to manifest individual and group cognitive biases at each of the three levels of decision-making in Agile (according to the hierarchical structure): operational decisions, tactical decisions, strategic decisions. The author also provides an overview of the development of decision-making theory and describes three main approaches to the consideration of the empirical decision-making process: according to D. Kahneman and A. Tversky (heuristic approach; behavioral economics), according to G. Gigerenzer (ecological rationality approach), according to G. Klein (naturalistic approach). The author also identifies a possible further vector for the development of research in this direction. The result of the work was the classification of probable individual and group cognitive distortions at each of the three levels of decision-making in flexible project management frameworks (according to the hierarchical structure): operational, tactical, and strategic.
Artificial Intelligence in Cloud Computing technology in the Construction industry: a bibliometric and systematic review
Authors: Jian Wang; M. Antwi-Afari; A. Tezel; Prince Antwi-Afari; Tala Kasim
Year: 2024

The integration and impact of artificial intelligence (AI) and cloud computing (CC) technology in the construction industry (CI) would support their implementation process and adoption. However, there is a lack of research in the extant literature, and recent advances in this field have not been explored. As such, the key research question focuses on the extent of existing literature, main research hotspots, and recent advances (i.e., research gaps and future directions) in AI in CC in the CI. To address this research question, this study aims to conduct a state-of-the-art review of AI in CC in the CI by providing a qualitative discussion of the main research hotspots, research gaps, and future research directions. This review study used a four-step bibliometric-systematic review approach consisting of literature search, literature screening, science mapping analysis, and qualitative dis-cussion. The results found four main research hotspots, namely (1) construction project performance indicators, (2) data analysis and visualization, (3) construction quality control and safety, and (4) construction energy efficiency. These findings would provide valuable insights for scholars and practitioners seeking to understand and integrate AI and CC technology applications in the CI. This review study will lay a better foundation for future developments in construction project management processes, data-sharing protocols, real-time safety monitoring, and ethical implications of AI and CC technologies.
The analysis of the optimum equilibrium to a game and theory model of hierarchic game under conditions of a mixed joint project management
Authors: L. Chernova; S. Titov; S. Chernov; Lyudmila Chernova; Nataliia Kunanets
Year: 2024

The article provides an analysis of the optimum equilibrium to a game and theory model of hierarchic game under conditions of a mixed joint project management. The authors considered a situation providing for a project being managed both by the head organization and by several contractor companies. They proposed a mathematic model enabling determination of the optimum strategies of each party and finding the Nash equilibrium in the game. The analysis results can be useful for efficient management of joint projects under conditions of competition and cooperation between contractors and the head organization. The paper shows an approach to analysis and synthesis of management in matrix structures of the project management based on the game and theory modeling in hierarchic game systems.
Distributed Agile Development Communication: An Agile Architecture Driven Framework
Authors: Y. Alzoubi; A. Gill; A. Al-Ani
Year: 2015

Agile methods depend on active communication and effective knowledge sharing among team members for producing high quality working software systems in short releases and iterations. However, effective communication in Distributed Agile Development (DAD) can be challenging due to a number of different factors, such as physical locations, multi-cultures and time-zones. The agile body of knowledge mainly discusses some technology and non-technology solutions and strategies to mitigate the DAD communication challenges from a project management perspective. Nevertheless, it has recently been argued that there is a need to understand and analyze DAD communication from other related but different perspectives, such as enterprise strategy, enterprise architecture and service management. Due to the fact that agile EA provides a holistic view and blueprint of the whole environment in which a number of projects are developed and managed, we attempt in this study to explore the effect of agile Enterprise Architecture (EA) on DAD communication. Particularly, we propose the development of an agile EA driven approach from the architecture body of knowledge for handling the DAD communication challenges that have not been thoroughly investigated before.
Lost Roots: How Project Management Came to Emphasize Control over Flexibility and Novelty
Authors: Sylvain Lenfle; C. Loch
Year: 2010

The discipline of project management (PM) adheres to the dominant model of the project life cycle or phased stage-gate approach to executing projects. This implies a clear definition of mission and system are given at the outset (to reduce uncertainty), and subsequent execution in phases with decision gates. It contrasts with approach applied in the seminal projects that are credited with establishing the foundation of the discipline in the 1940s and 50s. Those projects started out with missions that were beyond the currently possible; any solutions had to emerge over time. They succeeded by a combination of parallel trials (from which the best would then be selected) and trial-and-error iteration (allowing for the modification of solutions pursued over a period of time). Although the success of these approaches was well documented and explained by scientific study in the 1950s, today they seem to fly in the face of accepted professional standards, making managers uncomfortable when they are encountered. The explanation for this contradiction has its roots in the 1960s, when the so-called McNamara revolution at the Department of Defense (DoD) gave a control orientation to the PM discipline. This shift was cemented by the codes and practices of the DoD and NASA, contemporary scientific writing, and the foundation of the Project Management Institute, a professional organization that translated the standard into the educational norm for a generation of project managers. The project management discipline was thus relegated to an "order taker niche" – the engineering execution of moderately novel projects with a clear mission. As a result, it has been prevented from taking center stage in the crucial strategic change initiatives facing many organizations today. This article describes the historical events at the origin of PM's reorientation, and argues that the discipline should be broadened in order to create greater value for organizations whose portfolios include novel and uncertain projects.