derhan/semantic-scholar-manajemen-proyek huggingface dataset:
Planning in the Dark: Why Major Engineering Projects Fail to Achieve Key Goals
Authors: Philip Lawrence; J. Scanlan
Year: 2007

Abstract The arguments, analysis and observations in this paper are based on 10 years of research with partners in the European and US aerospace and defence industries. During this period, the authors were part of a team of researchers who were seeking to develop a new methodology and tool set for project management, particularly aimed at large aerospace projects. The research was motivated by the seemingly ubiquitous reality of project failure, with large engineering projects apparently always late and over budget. Here the authors focus on aerospace and defence, but the problems are generic across all branches of engineering. In their view, aerospace and defence have more excuses than most, because not only are the projects huge, but also they are globally distributed and highly complex. As work progressed, a fundamental conundrum emerged. Through discussions with project managers and assessment of the teams that were undertaking the projects, it became obvious that they were well educated, intelligent, highly motivated and very capable people. So why were so many projects going wrong? And it was not just aerospace and defence, as projects were failing in many different sectors and in numerous geographic locations. Obviously the problems were not to do with incompetence, as they were clearly so generic. As a result, the authors focused their analysis on factors inherent in the way all major projects are undertaken. The ultimate finding has been that the very technology available for managing projects today is inadequate. As argued within the paper, modern, complex projects cannot be planned and executed using 50-year-old project management tools. The paper tells the story of what is wrong with the current technology and how and why it needs to change. The authors are well aware that there are also cultural problems in project management, but many of these are exacerbated by the use of inadequate tools.
The Effect of Innovation on the Company's Performance in Small and Medium-Sized Businesses with the Mediating Role of Lean: Agile Project Management Office (LAPMO)
Authors: Abozar Zare Khafri; A. Aboumasoudi; Shakiba Khademolqorani
Year: 2023

Small- and medium-sized enterprises (SMEs) require less formalized project management methods than large corporations. However, project management can play a significant role in implementing innovations. Even though lean-agile project management offices (LAPMO) are becoming increasingly important for SMEs, each company’s performance varies significantly due to varying innovative capabilities and the dynamism of internal and external contexts. Based on a literature study, innovative capabilities, and LAPMO, we have developed a theoretical model with 11 assumption models. As a follow-up, we conducted empirical research, including critical variable metrics, data collection and analyses, validity tests, reliability tests, regression analysis, and structural equation modeling. The model developed in this study considers the many roles that innovation capacity and project agility play in enhancing corporate performance. LAPMO mediates the relationship between innovation and performance in small and medium-sized businesses. Organizational innovation, open innovation, and innovation capabilities affect companies’ performance. In small and medium businesses, they also affect LAPMO. For small and medium-sized businesses, LAPMO mediates the relationship between organizational innovation, open innovation, and innovation capabilities.
Gren “fuelled” by fire: lessons for project management
Authors: Savitha Chilakamarri; Prashanth Kumar Sreram
Year: 2023

Learning outcomes
The learning outcomes of this study are as follows:
1) illustrate the project management failures that contributed to the fire accident at Grenfell using a fishbone diagram;
2) identify and classify the power and influence of various stakeholders involved in a brownfield project using a relevant framework; and
3) elaborate the need for following effective stakeholder management processes and project leadership, especially in the context of a refurbishment/renovation project.

Case overview/synopsis
On 14th June 2017, the Grenfell Tower in North Kensington, West London, UK, caught fire. The fire raged for 60 h and around 72 people lost their lives. Many criticized the response of the London Fire Brigade (LFB) and their lack of preparedness to respond to such an emergency. There were calls for Dany Cotton, the Chief of LFB, to resign. However, there had been a major cladding-related refurbishment at Grenfell, and subsequent investigations revealed that the use of combustible materials, a lack of compliance with the fire-safety norms and a blatant disregard for resident safety had contributed to the fire. The tragedy was a cumulative outcome of failure on two counts: effective project management and stakeholder management during the process of refurbishment, especially in the context of a low-cost housing project. Given this situation, this case considers whether Dany Cotton should own up to her responsibility and resign from her position. In the process, the case considers Grenfell refurbishment from the theoretical lens of project management in the construction management scenario to understand the factors that could have led to an “avoidable” tragedy.

Complexity academic level
Postgraduate students of construction management; final year undergraduate engineering students who have a foundational course on project management; and architects.

Supplementary materials
Teaching notes are available for educators only.

Subject code
CSS 2: Built environment.
Rewarding improvement: unintended consequences of pay-for-performance.
Authors: J. Bauer
Year: 2007

6 Journal of Healthcare Information Management — Vol. 21, No. 1 The juxtaposition of this issue’s two themes, process improvement and project management, makes perfect sense. Healthcare delivery does not change without purposeful planning, organizing, and implementing. Decades of experience suggest the process of improving medical services must be managed if it is to happen at all. Left to their own devices, delivery systems and clinicians will perpetuate the traditional way of doing things, even when strong evidence suggests a different approach would produce lower costs or better quality. We should not be surprised other industries are increasing the pressure on providers to improve healthcare. By the end of the 1990s, executives from many of the nation’s largest corporations and public agencies had concluded they were wasting billions of dollars each year on a dysfunctional medical care delivery system. They believed the beneficiaries of their health plans were receiving uneven care and poor value. Specifically, studies published by the Institute of Medicine convinced corporate and government leaders tens of thousands of deaths occur each year as the result of preventable errors. They formed The Leapfrog Group in 2000 as a sign of their serious intent to impose performance improvement on hospitals and physicians. The Leapfrog Group’s slogan bluntly challenges providers to start managing for quality: “Informing Choices. Rewarding Excellence. Getting Health Care Right.”
System Health Monitoring Using a Novel Method: Security Unified Process
Authors: Alireza Shameli-Sendi; Masoume Jabbarifar; M. Dagenais; M. Shajari
Year: 2012

Iterative and incremental mechanisms are not usually considered in existing approaches for information security management System (ISMS). In this paper, we propose SUP (security unified process) as a unified process to implement a successful and high-quality ISMS. A disciplined approach can be provided by SUP to assign tasks and responsibilities within an organization. The SUP architecture comprises static and dynamic dimensions; the static dimension, or disciplines, includes business modeling, assets, security policy, implementation, configuration
and change management, and project management. The dynamic dimension, or phases, contains inception, analysis and design, construction, and monitoring. Risk assessment is a major part of the ISMS process. In SUP, we present a risk assessment model, which uses a fuzzy expert system to assess risks in organization. Since, the classification of assets is an important aspect of risk management and ensures that effective protection occurs, a Security Cube is proposed to identify organization assets as an asset classification model. The proposed model leads us to have an offline system health monitoring tool that is really a critical need in any organization.
The Live Teaching Case: A New IS Method and its Application
Authors: A. Cameron; Marie-Claude Trudel; Ryad Titah; Pierre-Majorique Léger
Year: 2012

When teaching Information Systems (IS), one of the crucial objectives is to make students understand the practical aspects of the integration of IS in organizations. Over the last decades, several pedagogical approaches were introduced to more tightly bridge theory and practice, e.g., hands on exercises, simulations, real world projects, guest speakers, and case studies. In this paper, we introduce a pedagogical approach novel to IS which brings practice into the classroom, i.e., the live teaching case method. The live teaching case method is a hybrid between a guest speaker event and a teaching case. The live teaching case method is different from a written case as it is the animator who experienced the case who is verbally presenting the case. The live teaching case is different from a guest speaker event as it is more focused around specific decision points, such as a written case would be. We believe that the live teaching case approach alleviates several of the traditional case method shortcomings while maximizing the benefits associated with the presence of a guest speaker in class. This paper outlines the various steps involved in the live teaching case including initiating contact, planning the decision points, selecting student readings and developing pre-course materials, guiding the initial presentation and discussion, guiding the presentation and discussion of the managerial decision points, and class wrap-up. This approach is explained and then illustrated using three different IS courses, namely, an IS project management course, a systems analysis and design course, and a capstone course on enterprise system implementation.
Predicting the Progress of Vehicle Development Projects using an Attention-based Encoder-Decoder Model
Authors: Oliver Bohme; Tobias Meisen
Year: 2022

The automotive industry is facing a technological transformation. Increasing requirements from customers, markets and the law are raising the complexity of its products. As the car evolves into a “smartphone on wheels”, its development engineers are facing unprecedented challenges. The growing technical product complexity is also pushing conventional project management methods to their limits. This results in changed constraints, which make it all the more necessary to predict the course of a vehicle development project, in advance. The use of deep learning methods offers great potential here. The goal of this paper is to predict the course of vehicle development projects. One of the major challenges are the nonlinearity and aperiodicity of the multivariate data resulting from short- and long-term dynamic behavior. In order to address these challenges, we apply different state-of-the-art methods for multivariate time series prediction onto a real-world dataset and compare as well as evaluate the results quantitatively. As result, we propose a multilevel attention-based seq2seq prediction model for multivariate time series. With this work we lay the foundation for the early detection of deviations from an ideal project course and thereby contribute to the virtual validation of vehicle development projects.
Distributed Scrum: Agile Project Management with Outsourced Development Teams
Authors: J. Sutherland; A. Viktorov; J. Blount; Nikolai I. Puntikov
Year: 2007

Agile project management with Scrum derives from best business practices in companies like Fuji-Xerox, Honda, Canon, and Toyota. Toyota routinely achieves four times the productivity and 12 times the quality of competitors. Can Scrum do the same for globally distributed teams? Two agile companies, SirsiDynix and StarSoft development laboratories achieved comparable performance developing a Java application with over 1,000,000 lines of code. During 2005, a distributed team of 56 Scrum developers working from Provo, Utah; Waterloo, Canada; and St. Petersburg, Russia, delivered 671,688 lines of production Java code. At 15.3 function points per developer/month, this is the most productive Java project ever documented. SirsiDynix best practices are similar to those observed on distributed Scrum teams at IDX Systems, radically different than those promoted by PMBOK, and counterintuitive to practices advocated by the Scrum Alliance. This paper analyzes and recommends best practices for globally distributed agile teams
A Kotlin and Firebase Based Project Discovery Platform with Cosine Similarity-Based Recommendation
Authors: Prof. Avinash A. Utikar
Year: 2024

Abstract: In today's interconnected world, mobile applications have become integral to our daily lives, revolutionizing how we communicate, work, and collaborate. we present an Android application utilizing Kotlin, Firebase, and a cosine-based recommendation system to address the challenge of project collaboration and discovery. The application aims to provide users with a seamless and personalized experience, empowering them to discover, collaborate on, and contribute to projects aligned with their interests and expertise. By integrating Firebase, the application ensures real-time data synchronization, secure authentication, and cloud storage capabilities, enhancing user experience. The implementation of a cosine-based recommendation system further enhances project discovery by analyzing user profiles and project data to generate personalized recommendations. This paper offers insights into the architecture, methodology, and implementation details of the Android application, highlighting its innovative features and technologies for collaborative project management.
Integrating Scrum with the Process Framework at Yahoo! Europe
Authors: K. Scotland; Alexandre Boutin
Year: 2008

Large enterprise organisations usually have a project management office (PMO) whose responsibility it is to oversee a standardisation of project management practices across a portfolio. This can often be in conflict with the agile principles of self-organisation and inspect and adapt. We describe how one of Yahoo! Europepsilas teams helped implement a process which was compatible both with agile values and principles, and European PMO standards, and also how it has influenced international process framework evolution. As a result, we demonstrate that a PMO process can be compatible with an agile process, and that a PMO can add value to agile teams.
Reduction of conflictivity as a prerequisite for sustainable construction
Authors: L. I. Zaytseva
Year: 2023

The transformation of project management approaches and business processes organization in crisis conditions requires rethinking and supplementing the concept of sustainable construction in terms of the socio-economic component, taking into account an important feature of the investment and construction sector - huge number of disputes and contradictions, the effective resolution of which depends on the successful implementation of projects.
The article suggests such an indicator as the degree of conflicts (conflictivity), which should supplement the sustainability indicators, and can be measured on the basis of the following factors: the dynamics of the number of economic disputes, the amount of conciliation agreements concluded at the stage of litigation, the result of consideration of insolvency (bankruptcy) cases, the number of terminated government contracts, business participation in the implementation of major projects, the degree of alternative dispute resolution popularity.
Towards Tax Administration 3.0: Bracing the Challenges in Mobile Application Development
Authors: Darmawan Sidiq; Teguh Raharjo; N. W. Trisnawaty
Year: 2024

Tax Administration 3.0 calls for tax administrations to be a high-tech adaptive organization with human touch. To that extent, tax administrations worldwide have developed mobile app as a taxpayer touchpoint. As the results of tax administrations’ digital maturity assessment shows major room for improvement, the mobile app development also faced with challenges. This study aims to investigate challenges in tax services mobile app development using M-Pajak as a case study. The descriptive qualitative approach used as our research method is composed of literature review, semi structured interview, open coding, and thematic analysis. Our study finds that M-Pajak development faces challenges related with project management and application requirements. To mitigate the challenges, it is important to ensure that projects are sufficiently staffed. Furthermore, change management must be implemented by focusing on user needs, who largely determine the application success. Meanwhile, fragmentation can be considered as the most critical challenge as it affects other challenges. Diversity of platforms and devices in which the mobile application will be operated potentially affects other factors, such as interoperability, user experience, privacy, and security. This study is important for tax administrations to anticipate challenges in developing their mobile app. Finally, this study also enriches the literature through the investigation of the mobile app development challenges in the context of tax services mobile app.
Feasibility of using the gantt chart for the development of project documentation
Authors: Y. Novak; Y. Sobko; O. Sumariuk
Year: 2023

Gantt chart - considered an important part of project management, using the dates on the chart, you can accurately plan the delivery of materials, equipment, work of crews and subcontractors. The top level of the WBS is a project that represents the totality of the entire scope of work. The project consists of smaller works of different scope and importance, which are usually called work packages. The head of works often distributes work packages according to responsibility, assigning a responsible person to each package - an individual, a department, a subcontractor. In turn, each work package is subdivided into tasks or contains its own, smaller, internal work packages, the completion of which marks the end of work on the work package as a whole. Work on a work package is considered completed when the persons responsible for it (team) have completed all internal work packages and all tasks (events). 
A network diagram allows you to graphically establish the relationship between individual operations/work packages throughout the project area. The relationship and sequence between operations may vary from project to project, depending on the system you use in your work, the availability of funds, employees, etc. Actions are usually planned in a sequential order. Depending on the relationship between the beginning/end of previous and subsequent operations, four types of dependence are distinguished: 
 
finish-start – a new operation begins immediately after the end of the previous one; 
start-start – the start of the next operation is related to the start of the previous one, that is, in fact, two operations start at the same time; 
finish-finish - the finish of the next one depends on and is connected with the end of the next one, that is, two operations are completed simultaneously; 
start-finish – the beginning of the previous operation is connected with the end of the next one, that is, the finish of the next one is connected with the beginning of the previous one. 
 
When planning a relationship, you can enter lead time or delay time. The delay time creates a pause between the predecessor action and the successor action. 
The Gantt chart is the most important tool for designers. The schedule allows you to plan and coordinate the work of teams, agree on the delivery dates of equipment and materials, monitor the actual performance of work with the planned, make corrections to the planned work if the project starts to fall behind the schedule or costs exceed the budget, in order to focus available resources on the performance of tasks that will allow fix problems and eliminate delays.
Soft computing techniques for software effort estimation
Authors: S. Sehra; Y. S. Brar; Navdeep Kaur
Year: 2013

The effort invested in a software project is probably one of the most important and most analyzed variables in recent years in the process of project management. The limitation of algorithmic effort prediction models is their inability to cope with uncertainties and imprecision surrounding software projects at the early development stage. More recently attention has turned to a variety of machine learning methods, and soft computing in particular to predict software development effort. Soft computing is a consortium of methodologies centering in fuzzy logic, artificial neural networks, and evolutionary computation. It is important, to mention here, that these methodologies are complementary and synergistic, rather than competitive. They provide in one form or another flexible information processing capability for handling real life ambiguous situations. These methodologies are currently used for reliable and accurate estimate of software development effort, which has always been a challenge for both the software industry and academia. The aim of this study is to analyze soft computing techniques in the existing models and to provide in depth review of software and project estimation techniques existing in industry and literature based on the different test datasets along with their strength and weaknesses
Factors for successful management of digital transformation projects
Authors: Н.Н. Куликова; Е.С. Митяков; В.И. Шостко
Year: 2024

В статье представлены ключевые особенности управления проектами цифровой трансформации с точки зрения изменений внешней среды организации, выделены и обоснованы факторы успешного управления проектами цифровой трансформации, а также результаты успешного управления такими проектами. Среди факторов выделяются стратегия, культура, лидерство, коммуникации и технологии. Доказано, что все факторы управления проектами цифровой трансформации связаны друг с другом, не существуют изолированно, взаимодополняют друг друга и должны рассматривать в комплексе.
 The paper presents the key features of digital transformation project management from the point of view of changes in the organization’s external environment, identifies and substantiates the factors for successful management of digital transformation projects, as well as the results of successful management of such projects. Among the factors for successful management of digital transformation projects, the authors highlight: strategy, culture, leadership, communications and technology. The article proves that all factors of digital transformation project management are related to each other, do not exist in isolation, complement each other and should be considered as a whole.