derhan/semantic-scholar-manajemen-proyek huggingface dataset:
Structured student-generated videos for first-year students at a dental school in Malaysia.
Authors: Hanan Omar; S. Khan; C. G. Toh
Year: 2013

Student-generated videos provide an authentic learning experience for students, enhance motivation and engagement, improve communication skills, and improve collaborative learning skills. This article describes the development and implementation of a student-generated video activity as part of a knowledge, observation, simulation, and experience (KOSE) program at the School of Dentistry, International Medical University, Kuala Lumpur, Malaysia. It also reports the students' perceptions of an activity that introduced first-year dental students (n=44) to clinical scenarios involving patients and dental team aiming to improve professional behavior and communication skills. The learning activity was divided into three phases: preparatory phase, video production phase, and video-watching. Students were organized into five groups and were instructed to generate videos addressing given clinical scenarios. Following the activity, students' perceptions were assessed with a questionnaire. The results showed that 86 percent and 88 percent, respectively, of the students agreed that preparation of the activity enhanced their understanding of the role of dentists in provision of health care and the role of enhanced teamwork. In addition, 86 percent and 75 percent, respectively, agreed that the activity improved their communication and project management skills. Overall, the dental students perceived that the student-generated video activity was a positive experience and enabled them to play the major role in driving their learning process.
On design of secure E-Services for public authority in the russian federation
Authors: Anton Makarov; A. Shabunin
Year: 2017

We analyze some foreign and Russian e-government development practices and propose the creation of the structured policy based on the PMI project management standards. We offer the IDEF0 standard as a methodology for public authority project management. Also, we suggest the workflow class notation for the lower levels. However, the current notation tools are not enough to reflect all the business processes of the e-services for public authorities. We propose a methodology for the project management development with some extra elements (objects and subjects) designed to describe the process types and the corresponding e-services more precisely. The additional task which was successfully solved thanks to the proposed e-services design technology is that the data security requirements were accomplished. We also describe how to use the offered approach to design the information systems and secure e-services for providing the citizens and the legal entities the land which is in the state possession.
PENERAPAN MANAJEMEN OPERASIONAL PADA PERUSAHAAN MANUFAKTUR PT CMP DI KOTA BATAM
Authors: Fendy Cuandra; Andrew; Azizul Syukriansyah; Rensia Ester; Thomas Eddison; Yuyu Enjelia
Year: 2023

PT.CMP menggunakan bahan baku dari daerah Bogor, Jawa Barat hal ini menyebabkan harus berjalannya manajemen operasional yang baik dari berbagai sisi mulai dari perencanaan dan seterusnya. Dalam menjalankan kegiatan bisnis nya perusahaan harus mengambil langkah yang tepat agar tidak mengalami kerugian. PT.CMP sejauh ini sudah melaksanakan kegiatan manajemen operasional yang baik dalam segala aspek. PT. CMP tujuan perusahaan ingin membuka pabrik di wilayah Kota Batam dikarenakan Kota Batam merupakan wilayah yang strategis untuk melakukan ekspansi kedepannya, biaya ekspor maupun impor lebih murah dibandingkan wilayah lainnya. Selain itu PT. CMP mengatakan bahwa daya beli masyarakat tergolong tinggi. Teori Project Management tidak dapat digunakan pada perusahan manufaktur PT CMP. PT CMP merupakan perusahaan yang bergerak di bidang industri manufaktur berhubungan langsung dengan proses produksi, Teori Process Strategy tidak dapat digunakan pada perusahan manufaktur PT CMP, dikarenakan PT CMP merupakan perusahaan yang melakukan perakitan barang produksi berupa kasur springbed. Inventory management juga merupakan sebuah sistem terpadu yang bersifat memudahkan semua kegiatan di dalamnya. Beberapa kegiatan utama, seperti manajemen stok, kemudian procurement, kemudian pemindaian barcode, relasi dengan supplier, pelacakan pengiriman, hingga pada tahap akhir di laporan inventarisasi dan monitoring gudang, semua masuk di dalamnya. MRP merupakan sebuah sistem manajemen operasional inventori, sedangkan ERP adalah program operasional bisnis. MRP hanya mencakup satu bagian dari operasional bisnis, sedangkan ERP mencakup operasi bisnis secara keseluruhan
Cooperación para el abordaje de Bibliotecas populares y Wikimedia en la gestión de proyectos culturales
Authors: Mario Villarreal
Year: 2024

The presentation develops the experience of training popular libraries in Argentina that develop cultural management projects with a territorial and community perspective in cooperation with the National University of Villa María. The novelty of the proposal lies in the use of Wikimedia tools that have, among other aspects, the promotion of free and open culture and the decolonization of Internet content. Argentine popular libraries respond to their environment, providing their communities with cultural and educational assets that they would not otherwise be able to access. In this sense, the use of technological tools and free digital platforms such as Wikimedia can be of great help for the development of cultural projects that preserve and disseminate local heritage, promote cultural education and encourage reading. To achieve these objectives, it is essential to have adequate project management that allows planning, executing and evaluating the different actions developed within the framework of cultural projects. This implies moving from isolated activities to institutional projects that involve the community and the context. This is why the training proposal that we carry out has a strong axis in the recognition of cultural makers of our communities. The presentation will develop the assumptions that support the initiative as well as the educational strategy and finally reflections will be made on the impacts and scope of training. We hope to contribute to collective reflections that have at their center the right to culture and the decolonization of content on the internet
2-LEVEL CONSTRUCTION PLANNING MODEL WITH A LOCAL CASE STUDY
Authors: Gizem Erdi̇nç; Feyza Gürbüz
Year: 2024

Two basic approaches underlie construction project management practices: Critical Path Method (CPM) and Program Evaluation and Review Technique (PERT). CPM widely used in the construction industry is criticized for its lacks of planning of repetitive or linear construction projects that contain the same or similar number of units such as mass housing. In this paper, a new 2-level location-based planning model (2-LCPM) has been presented to be used in the planning of construction projects consisting of repetitive activities and which is thought to eliminate the deficiencies of the existing models. It was designed at two levels: globally and locally. It provides a schedule with minimum delay to the planner at the global level while provides resource continuity at the local level. 2-LCPM was programmed in Go language and tested with a real case study by using Postman platform and SQL database. As a result, 2-LCPM is presented a new plan with increased resource continuity which are 5.32 %, 3.645% and 2.455% respectively, besides gives the same project complete time which is 15 months.
Key Success Drivers: Meta-Study Findings Applicable to Large High-Technology Projects
Authors: P. Crosby
Year: 2012

Success in project management, and particularly in large, high-technology/IT projects, is not easily achieved. This paper draws together a significant number of case studies and research efforts relating to the success and failure of projects from the last four decades, in what is believed to be the only modern meta-study of its type. The author posits that there is a body of knowledge within the literature from which a number of key indicators or focus areas can be derived for practical application especially in the early stages of projects. Studies encompassing more than 2,800 projects are examined, and the success factors for general, and high-technology, projects are newly grouped and ranked as strategic success drivers for use prescriptively by project practitioners and approvers. New correlations between success indicators are presented and the principal drivers examined in further detail to reveal sometimes less obvious characteristics influencing project success. In a series of fieldwork interviews with key staff in high-technology projects, these drivers also emerge consistently as important factors in project success.
Evaluating Software Security Change Requests: A COSMIC-Based Quantification Approach
Authors: Mariem Haoues; Asma Sellami; H. Ben-Abdallah; Onur Demirörs
Year: 2019

Software project scope defines functional and non-functional requirements. These requirements may change to satisfy the customers' needs. However, the control of scope creep represents one of the success keys in software project management. Changes in non-functional requirements affect the ISO/IEC 25010 quality characteristics such as security, portability, etc. Furthermore, some of these quality characteristics may evolve throughout the software life cycle into functional requirements. In this paper, we explore the use of COSMIC method - ISO/IEC 19761 to quantify and evaluate security change requests. Measuring the functional size of security change requests allows stakeholders to make appropriate decisions about whether to accept, defer, or deny the change.
Managing an Engineering Project
Authors: Nayem Rahman; A. Wittman; S. Thabet
Year: 2016

This article provides an overview of the comprehensive process in creating a "Project Plan" for an engineering project. The authors discuss the challenges of project management tasks, tools, and methods used. They also discuss and compare other commonly used project planning practices and techniques. This article includes authors' experiences drawn from their careers and industries that are applicable to projects of this nature. They propose methodical approaches to handle a large, and complex engineering and construction project that takes several years to complete. The project selected is a hypothetical biomass engineering plant considered for this examination.
The Dark Side of Empowering Leadership: How Empowering Leadership Affects Unethical Pro-Organizational Behavior in Construction Projects
Authors: Sen Lin; Siyu Chen; Xun-Lei Liu
Year: 2023

The success of construction projects heavily depends on the compliance of parties with ethical codes of conduct. Unethical pro-organizational behavior (UPB) may serve as a barrier to close collaboration between parties. Although empowering leadership is generally considered to be beneficial to project management, this study argues that empowering leadership may unintentionally increase the tendency of employees to adopt UPB. The aim of this study is to uncover the influencing mechanism underlying empowering leadership and UPB by introducing the mediating role of role stress. It is hypothesized that empowering leadership can enhance employees’ role stress, thereby increasing the engagement of UPB. Moreover, organizational goal clarity can ease the negative effect of empowering leadership. With data collected from experienced construction professionals, the results of the covariance-based structural equation modeling (CB-SEM) supported the hypothesis. The findings help in understanding why employees may adopt unethical behaviors when they feel high levels of role stress that are caused by empowerment. Theoretically, the study enriches the literature on empowering leadership and UPB in the construction context. In practice, managers are reminded about the adverse effect of empowering leadership on employees’ unethical behaviors. Organizational management tools are suggested to assist in assigning work appropriate to employees’ roles. Regular checks and feedback about organizational goals are also necessary to confirm compliant behaviors and progress.
Assessing Team Development in an Engineering Project-Based Course
Authors: C. Davis; K. Wolfinbarger
Year: 2018

This Innovative Practice full paper discusses the use of a newly created Teamwork Evaluation Worksheet in an undergraduate professional development course for engineering and applied science students. This course covers topics not typically taught in other engineering courses, including leadership, teamwork, ethics, project management, technical writing, public speaking, and entrepreneurship. Students work in groups to complete a series of projects, each emphasizing a different skillset or theme. In the past, students have switched groups for each of the four projects, and almost every student has had the chance to serve as “team leader” for one project. This was intended to give students more diverse teamwork and leadership experiences. Although the structure provided some benefits, fostering good teamwork skills was not among them, in part because the students were not able to stay together long enough for their teams to develop effective teamwork practices.
Influencing: a critical skill for managing digital library project teams
Authors: H. F. Cervone
Year: 2005

Purpose – To develop an understanding of the role successful influencing plays in managing a digital library project team.Design/methodology/approach – Building on a prior article that discussed methodologies for coming to decisions within a group, the question remains of how to deal with situations where the team leader needs to influence people in order to accomplish the work of the project. This article outlines a methodology for practising effective influencing in a project team environment.Findings – Project managers can be more successful in influencing if they are attentive to the differing needs of team members and how they can best meet those differing needs. Different influencing styles interact with different personality types, so no one influencing style is universally appropriate and project managers need to be comfortable using several styles.Originality/value – All people are influenced, one way or another, by other people. This paper fills a gap in the digital project management literature...
Assessment of the Effectiveness of M&E System in Chicken Farming Projects in Samia Sub County, Busia County, Kenya
Authors: Caroline Stella Makokha; Dr. Kamwele Hellen
Year: 2024

Monitoring and Evaluation as an integral practice in project management cycle assesses progress against set objectives for informed decision making. However, minimal focus has been given to the M&E system effectiveness in chicken farming project. The study sought to assess the effectiveness of M&E system in chicken farming projects in Samia sub County, Busia County in Kenya. The objectives of the study were: to determine the effect of technical capacity, to assess the effect of budgetary allocation and to examine the effect of stakeholders involvement on Effectiveness of M&E system in chicken farming projects. The study adopted Resource Based View Theory while descriptive survey design, questionnaire, interview guide and FGDs were used for collecting quantitative and qualitative data from a sample of 82 participants out of 794 for descriptive statistics. Findings showed that 78.56% of the respondents were of the opinion that Technical Capacity has a strong effect on M&E system; 76.46% were of the opinion that Budgetary Allocation moderately affected M&E system while 80.4% were of the opinion that Stakeholder involvement had a strong effect on M&E system in chicken farming projects. The study concluded that budgetary allocation, technical capacity and stakeholder involvement have a significant effect on Effectiveness of M&E in projects. It is therefore recommended that, stakeholders should be integrated in the M&E process and continuous capacity building on technical M&E skills done while the budgetary allocation unit should be autonomous. Further research should assess the effect of ICT integration on effectiveness of M&E system in projects.
Optimizing IT Project Management: Leveraging Jira Automation for IT implementations
Authors: Andreea-Izabela Bostan
Year: 2024

In the dynamic landscape of Information Technology (IT) Project Management, the efficient utilization of resources and the timely execution of tasks are critical for successful project outcomes. The objective of this study is to explore the application of Robotic Process Automation (RPA) in the realm of IT project management, specifically focusing on leveraging Jira automation for software implementations. By automating repetitive tasks and workflows within the Jira platform, IT teams can streamline processes, reduce manual intervention, and enhance productivity. This study is relevant as it investigates implementation strategies associated with integrating RPA into Jira for IT project management. Drawing from industry insights on how methodologies are applied for project development, the research underscores the potential of Jira automation in optimizing the project workflows. Additionally, several scenarios, potential automation candidates, are discussed, and automated workflows are suggested in order to improve team collaboration and accelerate project delivery. Ultimately, this article aims to enhance efficiency and effectiveness in IT project management through the strategic deployment of Jira automation powered by RPA technologies.
Individual-level perception of research, development and innovation in the life of Hungarian enterprises
Authors: Oszkár Dobos; Ágnes Csiszárik-Kocsir
Year: 2023

In today’s fast-changing world, innovation is essential for organisations to thrive and to meet the challenges of the new age. However, innovation initiatives have a huge uncertainty factor that is difficult to manage. It is therefore important that all innovation initiatives are managed with a project approach, supported from the project management side. However, the link between innovation and project management is not yet clear. Both fields are understood as separate disciplines, and innovation is often seen as an elusive concept. The aim of this paper is to show the outcome and success factors of innovation initiatives, linking them to the doctrines of project management. The aim of this paper is to show the views on research, development and innovation projects from the perspective of project management and deliverables, and to explore the relationship between the views of different organisational managers. We also aim to shed light on the individual differences in perception that determine the success factors of research, development and innovation projects and the conditions for their successful implementation.
Risks in major innovation projects, a multiple case study within a world's leading company in the fast moving consumer goods
Authors: J. A. Keizer; J. Halman
Year: 2009

This paper investigates which risks characterise radical innovation projects. In-dept case studies were carried out via interviews and a questionnaire. The risk concept applied in this study includes three dimensions: certainty, controllability and impact. Three structural or unambiguous risks were found: new product performance according to specification, reliability of suppliers and new product adoption by consumers. The incidental or ambiguous risks that were found relate to: internal organisation and project management. These results can provide guidance for project teams and innovation managers regarding issues they must seek to tick off early and issues that continuously require team and management attention.
"... with interpersonal and project skills for all": Integrating Project Management and Organizational Behavior Instruction
Authors: J. Moore; M. Love; Susan Dustin
Year: 2012

We explain the journey that led to our development of a course for all undergraduate business majors that combines the teaching of “hard” and “soft” skills needed in projects. In this class, we use group projects to provide a practice field for the project management skills (e.g., developing a scope statement, creating and assigning tasks, tracking and reporting progress) as well as the interpersonal skills needed for successful projects. Interpersonal skills taught are those typically found in an organizational behavior class, for example: active listening, managing diversity, managing conflict, communication, effective team meetings, and dealing with underperforming team members. We share our course syllabus, strategies for course materials and staffing the class, as well as outcomes and lessons learned from our first time teaching the course in Summer 2012. We also share our vision for further elements that can be developed to support our mission of “interpersonal and project skills for all” students, faculty, and staff.
What's Wrong with Risk Matrices?
Authors: Louis Anthony (Tony)Cox
Year: 2008

Risk matrices—tables mapping “frequency” and “severity” ratings to corresponding risk priority levels—are popular in applications as diverse as terrorism risk analysis, highway construction project management, office building risk analysis, climate change risk management, and enterprise risk management (ERM). National and international standards (e.g., Military Standard 882C and AS/NZS 4360:1999) have stimulated adoption of risk matrices by many organizations and risk consultants. However, little research rigorously validates their performance in actually improving risk management decisions. This article examines some mathematical properties of risk matrices and shows that they have the following limitations. (a) Poor Resolution. Typical risk matrices can correctly and unambiguously compare only a small fraction (e.g., less than 10%) of randomly selected pairs of hazards. They can assign identical ratings to quantitatively very different risks (“range compression”). (b) Errors. Risk matrices can mistakenly assign higher qualitative ratings to quantitatively smaller risks. For risks with negatively correlated frequencies and severities, they can be “worse than useless,” leading to worse‐than‐random decisions. (c) Suboptimal Resource Allocation. Effective allocation of resources to risk‐reducing countermeasures cannot be based on the categories provided by risk matrices. (d) Ambiguous Inputs and Outputs. Categorizations of severity cannot be made objectively for uncertain consequences. Inputs to risk matrices (e.g., frequency and severity categorizations) and resulting outputs (i.e., risk ratings) require subjective interpretation, and different users may obtain opposite ratings of the same quantitative risks. These limitations suggest that risk matrices should be used with caution, and only with careful explanations of embedded judgments.