derhan/semantic-scholar-manajemen-proyek huggingface dataset:
A Review of Human Factors in Remote Software Project Management: A Progressive Look at Human Based Issues in Remote Software Development Environments
Authors: Tamunoemi Fancey Ockiya; Russell Lock
Year: 2023

There is a documented high rate of project failure within the software engineering community. Many researchers have discussed what the issues are and how to solve them using novel processes, technology, and tools, but the statistics remain mostly unchanged. We explored these issues from another perspective focusing on human based factors and how it affects remote software teams. Using a systematic literature review approach with selected criteria we explored the issues under several clusters. We found there exists a relationship between human based factors in remote software teams and success/failure, which, if better understood and managed could be used to reduce the challenges experienced by remote teams. We also identified a limitation in the availability of empirically tested data and suggest further research in understanding human based factors in remote teams as a precursor to reducing the rate of failure.
Core Capabilities for Achieving Sustainable Construction Project Management
Authors: V. Vijay Ananth; Mr. P. A. Prabakaran; Ms. U. Sindhu Vaardini; Mr. A. Aswin Bharath
Year: 2023

In recent times, sustainability in construction has emerged as a major problem. It is now regarded as one of the essential tools for completing building projects successfully. However, regular planning Construction project methods still don't use modern methodologies. While aims beyond time and money are frequently not regarded appropriately, project management decisions frequently centre on one specific project with well-established goals, such as cost minimization and timeline maintenance. The contribution emphasizes a complex method for planning construction projects and shows how this method may be used for contemporary construction management, including sustainable building practices. Thus, planning is predicated on the idea that, initiatives typically don't happen as isolated incidents but rather as a collection of related projects.
Software process anti-patterns catalogue
Authors: Přemek Brada; P. Pícha
Year: 2019

For software project managers and other practitioners, an important activity is to detect, and consequently find solutions to, insufficiencies and mistakes in process and other project management (PM) activities. Particularly interesting among these are anti-patterns: commonly occurring solutions with known negative effects. Their detection in running, as well as finished, projects is often hard as it needs to be performed by specialists, demands expertise and skill, and is prone to biases. Obtaining the expertise is a long-time effort and the sources of relevant knowledge are scattered and vary in the depth of treatment. These issues could be alleviated by detecting PM and software process anti-patterns in data available in project Application Life-cycle Management tools. To facilitate the work towards such an approach, we have performed a review of academic, professional and grey literature sources to collect currently known and defined software PM anti-patterns. The collected set shows that they vary in terminology and description format which can lead to misunderstandings, different interpretations and other difficulties, especially when trying to devise a universally acceptable method of detection. In this paper we describe the findings of the review and the design of a catalogue of PM and process anti-patterns, based on the knowledge obtained. It uses a description template designed to support data-driven detection of anti-pattern occurrence. An initial version of the catalogue has been made publicly accessible, with the aim to reconcile the various sources and foster community discussion on understanding and descriptions of the individual anti-patterns.
Project management in health informatics.
Authors: J. Ho
Year: 2010

This chapter gives an educational overview of: * the concept of project management and its role in modern management * the generic project lifecycle process * processes used in developing a plan for the management of resources - time, cost, physical resources and people * the concept of managing risk in projects * communication processes and practices that are important to the management of projects.
Prediction Of Project Schedule Performance Index for Trans South Java Road Project Lot 7 Blitar Regency Using Bayesian Network
Authors: Kristya Hadi Wicaksono; Jojok Widodo Soetjipto; G. Halik
Year: 2023

The south coast of Indonesia has considerable potential and competitiveness in the field of tourism. This encourages the government to strive to improve tourism infrastructure through the construction of the South Coast Road. In its implementation, project reporting must be measured and controlled to assist project management in identifying problems and factors that affect project activities.  This research aims to identify the most influential factors on Schedule Performance Index and develop a prediction model using the Bayesian Network. 5 main factors that affect project performance, such as Heavy Equipment, materials, Implementation and Work Relations, Labor, and Environment are used to are set 13 scenarios to detect the behavior of each factor appropriately. The factor is confirmed to the respondent to ensure that the factor occurs in the project. The study's results obtained Bayesian Network approach can be used to assess the condition of the JLS Lot 7 Blitar  Schedule Performance Index (SPI) with an accuracy of around 80%. The dominant factor affecting SPI is the condition of the Heavy Equipment.  The condition of the Heavy Equipment will affect the condition of SPI so closely that the contractor must maintain the performance of the heavy equipment so that the project performance is always in good condition. The identification results are expected to help in better decision-making and project risk management.
Economic and Mathematical Models for Determining the Level of Maturity of an Enterprise in Knowledge Management and Project Management
Authors: I. Chaikovska; M. Chaikovskyi
Year: 2023

The article offers an economical and mathematical modeling toolkit to determine the enterprise’s knowledge and project management maturity level. In particular, gray relational analysis and the hierarchy analysis method were used in forming a comprehensive assessment of the knowledge management system and determining the level of maturity of a knowledge management enterprise. Fuzzy logic was used in forming a comprehensive evaluation of a project management system and determining the maturity level of a project management enterprise. The following maturity levels are proposed: low, below average, average, above average, and high, and membership functions for these terms are formed. The obtained comprehensive indicators of the enterprise’s knowledge management and project management system can be used in modeling functional relationships in the knowledge management system in the operational and project activities of the enterprise to identify problem areas for achieving the target values of performance criteria.
Developing a Monitoring and Evaluation (M&E) Plan for Organization's Strategic Objectives Using the Design Thinking Approach
Authors: Abena Engmann; J. K. Baah
Year: 2024

The objective of this study was to develop a theoretical framework tailored for managers of small and medium-sized businesses, as well as project managers. Design thinking is human centered approach that involves stakeholders at different levels of its application in the development of innovations. Originally as an engineering method, it has been applied in diverse fields, including entrepreneurship. This paper presents an extended version of the double diamond framework used in design thinking. The double diamond framework was developed in 2005 as a graphical approach for achieving project design process.  The author’s in-depth analysis of the model indicates that it can be applied to formulating business strategic objectives, a use case not previously discussed in the literature.  Therefore, this paper aims contribute to the scientific body of knowledge by extending the double diamond model for strategic objective formulation. A normative conceptual methodology was used to develop this framework. The development of a monitoring and evaluation plan for businesses or projects, based on a traditional literature review methodology, illustrates how design thinking can offer a new perspective on these processes, helping to address key challenges. This paper demonstrates how each of the five stages in the design thinking process can be employed during the development of a monitoring and evaluation plan. Although this development process can be tedious and complicated, applying the design thinking approach can simplify and streamline it, ensuring active involvement from all stakeholders through the introduced extended framework. Recommendations for future research include applying the proposed extended framework in empirical studies involving large organizations. For practical implications, managers of small and medium businesses are encouraged to apply this model when developing strategies or incorporate it into project management to enhance the development of a project's monitoring and evaluation plan.
How will we Build Competences for Managing the Digital Transformation?
Authors: Carsten Wolff; Azimbek Omar; Y. Shildibekov
Year: 2019

Companies have a need for methods, tools and processes for the digital transformation. They need specialists as well as managers. Projects are a dominant organisational pattern for the management of the digital transformation - often in international cooperation. This creates the need for project management staff capable to implement digital transformation projects successfully. The necessary skills cannot be taught by a single discipline, but require an interdisciplinary approach. Nor can the competence be developed purely academically or purely through professional trainings. What is needed is a transdisciplinary approach with real projects in the real digital and projectized world. A prerequisite for a future education for the management of the digital transformation is a proper definition of the required competence based on a competence model for the digital transformation (CMDT). Another requirement is to know at what competence level a person or an organisation is and where it wants to go. This can be described in a digital transformation maturity level (DTMM). Companies and society have a great need for educational programmes and respective degrees and certifications for the management of the digital transformation. This contribution analyses the needs and requirements for such a future educational programme based on literature and a survey conducted in six countries.
Challenges and Best Practices Solution of Agile Project Management in Public Sector: A Systematic Literature Review
Authors: Puja Putri Abdullah; T. Raharjo; B. Hardian; Tiarma Simanungkalit
Year: 2023

Applying Agile methodologies in the public sector is nothing new. In recent years, governments worldwide have moved towards Agile development, especially with the Pandemic that requires governments to move and make decisions quickly. However, the difference between the government system and the private sector, such as holding the principle of a hierarchy of authority, still challenges Agile application. This study aims to explore challenges and provide solutions for applying Agile project management in the public sector by conducting a systematic literature review (SLR) using the PRISMA method. The literature used in the SLR was obtained from four paper databases, namely Scopus, IEEE Xplore, ACM, and Emerald Insight. Five hundred ninety-five papers were found, and 18 suitable papers were obtained, which were then analyzed and obtained a total of 43 challenging issues. Each of these issues is grouped based on eight project performance domains of PMBOK 7th edition, and the solution for each challenge is obtained from the mapping results from the SLR papers and PMBOK 7th edition Guide. The results showed that the most issues were in the Development Approach and Lifecycle and Project Work domain categories, with 8 issues each. Followed by Team with 7 issues, Stakeholder with 6 issues, Delivery with 5 issues, Measurement with 4 issues, Planning with 3 issues, and Uncertainty with 2 issues. This research can be useful for academics or practitioners as a reference in facing the challenges of implementing Agile project management in the public sector
Multidisciplinary R&D project success in small firms: The role of multiproject status and project management experience
Authors: Mengyang Pan; Aravind Chandrasekaran; James Hill; M. Rungtusanatham
Year: 2022

R&D projects in small biotechnology firms frequently involve knowledge from multiple technical fields and research in different problem domains. An increase in project knowledge scope, defined as the number of technical fields an R&D project covers, can be challenging for resource‐constrained small firms. These firms often rely primarily on their principal investigators (PIs), who act as heavyweight project managers in guiding project ideas to successful R&D outcomes. PIs also work concurrently on multiple projects, a strategy to promote learning across projects. To better understand how small firms PIs manage projects with high knowledge scope, our research assembles and analyzes a data set of 1374 R&D projects conducted by 933 small firms in the context of U.S. Small Business Administration awards. Results, after accounting for endogeneity, suggest a negative association between project knowledge scope and project success, which we measured using patent forward citation counts. We also find that a PI's multiproject status negatively moderates (i.e., amplifies) this association, while project management experience positively moderates (i.e., weakens) it. A follow‐up post hoc analysis suggests that a shared problem domain is a key contingency for the moderation effects of both multiproject status and project management experience. Taken together, our research offers insights on how to effectively manage R&D projects in resource‐constrained small firms.
A Journey through the Wilderness: An Autoethnographic Study of the ERP System Implementation Process As Created by IT Project Managers and Team Members
Authors: T. Kidd; C. Ashe; Natasha Carroll
Year: 2013

Autoethnography has emerged as a relatively new methodological approach within the fields of project management, information technology, organizational behavioral studies, and more broadly within the social sciences. As a reflexive methodology it offers the beginning and experienced researcher a means of critically exploring the social forces that shapes ones involvement in the information technology project implementation process and subsequent the project management experience. In this article the authors discuss the significance of autoethnography as it was utilized to research the experiences of project managers in the enterprise resource planning systems implementation process. The process involved recollecting, writing and re-reading experiences in light of social capital and organizational theories that explore the socio-psychological and cultural aspects within the implementation period of an enterprise resources planning system. The autoethnographic approach used in this article contributes to the emergent methodological literature that embraces the textual or narrative turn within qualitative studies of information technology and project management.
Project management in the implementation of the rural development strategy of the Irkutsk region
Authors: Н.В. Жданова; О.В. Власенко
Year: 2023

Стратегия развития сельских территорий Иркутской области предусматривает реализацию большого количества проектов. Проекты направлены на комплексное развитие сельских территорий Иркутской области. Осуществление проектов растянуто по времени и управление проектами по этой причине затруднено. Авторами предлагается их осуществление в виде управляемых проектов с четким определением исполнителей, их роли и задач при их осуществлении. Рассмотрены факторы влияющие на результативность проектной деятельности и их влияние.
 The rural development strategy of the Irkutsk region provides for the implementation of a large number of projects. The projects are aimed at the integrated development of rural areas of the Irkutsk region. The implementation of projects is stretched over time and project management is difficult for this reason. The authors propose their implementation in the form of managed projects with a clear definition of performers, their roles and tasks in their implementation. The factors influencing the effectiveness of project activities and their impact are considered.
Collaborative process management and virtual teams
Authors: Hilko Donker; Malte Blumberg
Year: 2008

This position paper describes the requirements for facing essential problems of virtual teams. Further, the current deficits of project management tools and collaborative tools are focused. We will describe our opinions on how to solve these problems. In general, we see an essential necessity in creating a symbiosis between project management tools and collaborative tools, as these two areas are both crucial for virtual project management. Currently, the lack of connection between them significantly decreases the quality of virtual work. Our ideas show new ways of managing virtual work in order to increase the effectiveness of virtual teams and help companies to get their work done over the distance of time and space.
Student Team Formation Using SCRUM
Authors: Asad Azemi; Xiaoguang Ma
Year: 2023

SCRUM (Scrum) is a popular framework for developing and sustaining complex products. It is designed to be an agile methodology that emphasizes collaboration, flexibility, and customer satisfaction. At its core, Scrum is built around the concept of a small, self-organizing team of people, known as a Scrum Team. This team works together to achieve a common goal, each member taking on a specific role and responsibility. In this paper, we propose a modified Scrum Team structure as a model for student teams in academic project environments. Our modification involves identifying specific roles within the team to provide more structure and align with industry practices. By doing this, we hope to help students better understand the importance of roles and responsibilities in project management and improve their project outcomes. The proposed approach involves providing a Scrum mapping for student teams of three and four members, with each member taking on a specific role based on Scrum principles. In our proposed approach, roles will rotate after each new assignment or a set number of times, giving students the opportunity to experience different roles and responsibilities within the team. We believe this approach will provide further exposure to the popular agile design approach and help students develop critical project management skills. We implemented our modified approach in a computer engineering course with lab components focused on microcontrollers to test our modified approach. Our experience using this approach was positive, with students reporting a greater understanding of project management concepts and improved project outcomes. Finally, we believe that our modified Scrum Team structure will also aid in the assessment of ABET's student outcome 5, which focuses on teamwork, communication, and project management. By providing a clear framework for project management and emphasizing the importance of roles and responsibilities within the team, we hope to help students develop the skills they need to succeed in their future careers.
Project Management as a Service
Authors: Marina Stoshikj; N. Kryvinska; C. Strauss
Year: 2013

Project management is an important management process and finds application in different industries. Not every organization has the same project management guidelines or possesses project management knowledge. We propose that today's market structure and technological development open possibility for offering project management as a service in different forms. Companies specialized in project management may manage a project for the benefits of other party, using client's technical knowledge and principles of work. Companies that want to manage their projects internally need project management training service and software solution with certain functionalities and characteristics. The solution must follow the company policies in regard to resources, time and cost management, collaboration etc. Due to companies' specifics, it is highly unlikely that an off-the-shelf solution is applicable in every organization. The service of customization of an existing tool or development of a system specifically for the company needs can be also considered a project management service.
Information Technology Workforce Skills: Does Size Matter?
Authors: J. C. Simon; K. Kaiser; C. Beath; T. Goles; K. Gallagher
Year: 2007

ABSTRACT Changes in information technology (IT) services and their delivery have shifted the need for non-IT firms' (i.e., firms whose primary business is something other than providing IT goods and services) IT skills and capabilities to emphasize a business focus while integrating more outsourcing options from both domestic and global third-party providers. This paper explores how organizations of different sizes value critical IT skills and investigates firms' needs for entry-level and mid-level capabilities. The results show that smaller organizations consider more in-house hiring than their counterparts. Although desired entry-level skills differed among organizations of varying sizes, they all valued project management skills highly for mid-level IT staff.