derhan/semantic-scholar-manajemen-proyek huggingface dataset:
LEADERSHIP DEVELOPMENT IN PROJECT TEAM MANAGEMENT
Authors: Олег Мушинський
Year: 2024

The article discusses the evolution of the role of leadership in managing project teams, in particular in the context of an agile environment. The relevance of the topic is driven by the transformation of the work environment, the growing popularity of hybrid working models, and the need to adapt leadership approaches to new conditions. The absence of a traditional hierarchical leader in agile teams requires the introduction of new roles that promote productivity, motivation and innovation. The purpose of the study is to define the functions of the project team coordinator as a key role that ensures the formation of a comfortable environment for the team. The research methodology includes an analysis of modern leadership concepts, a comparative analysis of agile approaches, a systems approach, and project management theory. The scientific results obtained are the identification of leadership styles: service, distributed, collaborative and inspirational, which are used holistically in team management; the key functions of the team coordinator are identified based on the analysis of agile approaches; a model for creating a comfortable work environment is formed, described by the triad ‘safety-trust- well-being. The theoretical significance of the study is to clarify the role and functions of leadership in project management and to identify the key factors of team management. Prospects for further research are to explore the possibilities of using HR technologies in the activities of a team coordinator and to investigate methods of maintaining well-being in long-term crisis situations.
Importancia de la Implementación de Gestión de Proyectos en Medianas Empresas Manufactureras de Baja California
Authors: Angélica Reyes-Mendoza; Juan Rositas-Martínez
Year: 2019

La gestión de proyectos es un tema de gran interés para las empresas independientemente de su tamaño, el saber manejar los proyectos en las empresas manufactureras es un tema crucial debido a la factibilidad que representa en la optimización de costos en los mismos, impactando en mayores utilidades, concluyendo proyectos en tiempo y forma, incluso en mejorar la competitividad de las empresas, además de la posibilidad de conocer la utilización de los estándares tales como la Guía de conocimientos de buenas prácticas en gestión de proyectos con sus siglas en inglés Project Management Of Knowledge (PMBOK) que le permite a los gerentes de proyectos, tomar decisiones para implementar medidas correctivas. El objetivo de esta investigación es demostrar mediante revisión de literatura la relevancia de la gestión de proyectos para la optimización de costos
Awarding academic titles as a public service: Optimization of administrative procedures and transition to a digital model
Authors: Sergey Pakhomov; Mikhail Petrov; Darya Velichko
Year: 2024

The transition to a digital model of providing the public service of conferring academic titles implies fundamental changes in this public institution, which are associated with both the need to make a technological map for digitizing the service and optimization of the very procedure for awarding academic titles. The paper discusses technological and institutional aspects of providing the public service of conferring academic titles in a digital form. The theories of public administration and public services, digitalization, jurisprudence and project management constitute the methodological framework of the article. The classical research methods, such as analysis and synthesis, are used. The empirical data are obtained through integration of the legal acts regulating the principles and mechanisms for rendering public services and conferring academic titles with the project documents of the Department of Scientific and Scientific-Pedagogical Workers Certification of the Ministry of Science and Higher Education of the Russian Federation. We indicate the need to legalize the procedures for initiating the nomination of an applicant for academic titles and justify the attribution of academic titles to the academic rights of scientific and scientific-pedagogical workers. Special focus of the study is on the reorganization of the academic titles institution and its role in assessing scientific qualifications and developing academic career. We address the controversial issue of granting the leading universities the right to independently confer academic titles (transition to a hybrid format) and emphasize the importance of balance between local and centralized regulation. In prospect the initiative to update the quantitative requirements and criteria for applicants for academic titles should be a key tool in revising the content of academic titles.
Case Study: Project Management Using Cross Project Software Reliability Growth Model Considering System Scale
Authors: Kiyoshi Honda; Nobuhiro Nakamura; H. Washizaki; Y. Fukazawa
Year: 2016

We propose a method to compare software products developed by the same company in the same domain. Our method, which measures the time series of the number of detected faults, employs software reliability growth models (SRGMs). SRGMs describe the relations between faults and the time necessary to detect them. Herein our method is extended to classify past projects for comparison to current projects to help managers and developers decide when to end the test phases or release a project. Past projects are classified by three parameters: lines of code, number of test cases, and test density. Then SRGM is applied. Our extended method is applied to the datasets for nine projects developed by Sumitomo Electric Industries, Ltd. Classification by test density produces the best results.
The Factors Affecting the Lack of Post-project Reviews in IT Projects
Authors: J. Howard; D. C. Smith
Year: 2016

Post-Project Reviews are highly rated as a process to evaluate project outcomes and to leverage learning. Nevertheless they have remained the least-developed area of project management although the incidence of failed projects remains persistently high. The purpose of this research was to determine factors which affect the slow uptake and often ineffectual application of Post-Project Reviews. A case study was undertaken in a large, multinational, mobile Services Provider with an ad-hoc approach to Post-Project Reviews. Storytelling was the approach employed to extract information from stakeholders and role-players, representing both project and business areas. Thematic analysis of the stories revealed that business personnel and project teams had widely opposing views. It was also determined that although there were sufficient frameworks available most of the stakeholders required executive direction to compel them into action, which was not forthcoming. Areas identified for further research are methods for effective transference of tacit data into organisational learning, and development of strategies to align project outputs to expected and successful business outcomes.
Decoding Success in IT projects: a Multi-Stakeholder Perspective
Authors: Haider Ali
Year: 2024

Purpose–This study evaluated how effectively key stakeholders (project managers, team members, and clients) could predict I.T. project success. Every stakeholder had an independent perspective on the project's success, which made it possible to evaluate the project's success by considering all the stakeholders' points of view.
Study Design/Methodology/Approach–Two focus groups studied how project managers, teams, and clients could determine I.T. project success. The study focused on assessing I.T. project success from various perspectives. Five to six stakeholders from different sectors with personal experience in I.T. projects participated in that study.
Findings – The results suggested that successful I.T. projects that met business goals, improved operational efficiency, and produced significant returns on investments depended upon communication and teamwork, and equal participation by all stakeholders, the project success would be improved.
Practical Implications – The research implications for project management strategies are that organizations could enhance their capacity to work together and achieve project goals by incorporating multiple stakeholder perspectives. This approach promoted creativity and encouraged IT solutions that aligned with business objectives.
Originality/Novelty – Project managers monitored I.T. project execution to balance corporate goals with technology demands. Project teams produced high-quality deliverables and communicated well to overcome difficulties. Clients preferred I.T. solutions that met their company objectives, improved operational efficiency, and provided significant ROI.
IEEE EMBS International Student Conferences —Insights From 2022 Editions
Authors: Andre L. Cakici; Bryan Aleman; Ethan Grooby
Year: 2022

Student members within IEEE Engineering in Medicine and Biology Society (EMBS) are one of the most active segments among all other membership levels. Student-led initiatives all around the world have shown the necessity to give students the opportunity to present solutions to educational challenges, aiming to make the learning of young people an enriching and continuous experience while honing their organizational skills. IEEE EMBS SAC [1], formed under vice president for member and student activities, has taken the responsibility to initiate and implement programs for undergraduate and graduate student members of the society. One of these programs, IEEE EMBS ISC, is the flagship event under the oversight of the Professional Development Portfolio. The purpose of the ISCs is to help students learn to manage an IEEE-style conference in a low-pressure environment and improve on their soft skills like leadership, communication, teamwork, and project management. Moreover, it gives them a platform to practice giving and receiving peer feedback on scientific writing and presentations, as well as making international connections which could turn into future collaborations.
PROJECT MANAGEMENT TECHNOLOGIES AND METHODOLOGIES
Authors: O. Shulgan
Year: 2024

Modern technologies and methodologies for project management have been considered. It is argued that project management is a complex process that encompasses various stages from initiation to completion and involves the use of diverse methodologies, tools, and approaches to achieve goals, effectively utilize resources, and ensure high-quality results. From the author's perspective, project management methodology should be viewed as a comprehensive approach that defines general principles, processes, rules, and standards to be followed in managing a project. A project management technique is a specific method or process used to accomplish a particular task or phase within the methodology. Techniques can be part of a methodology or applied separately. Project management tools are regarded as specific means or technologies used to support and automate project management processes. A comparative analysis of the main project management methodologies has been conducted, proposing to classify them into four groups: traditional (Waterfall model), agile methodologies (Scrum, Kanban, Extreme Programming - XP), hybrid (Scrumban, Agile-Waterfall Hybrid), methodologies for managing large projects (PRINCE2 – Projects In Controlled Environments, PMI’s PMBOK – Project Management Body of Knowledge) and Lean methodologies (Lean Project Management). This division is arbitrary, but it allows us to systematize the main project management tools and techniques according to the complexity and content of the tasks performed. It is proven that each of the examined management methodologies has its own characteristics, advantages, and disadvantages, which should be taken into account when choosing an approach to project management. The methodology determines the approach to project implementation: planning work processes, interaction with stakeholders, risk management, relevant tools, and so on. The selection of a specific methodology and appropriate tools depends on the specifics and complexity of the project, the field of activity, stakeholder requirements, team size, and other factors.
DEVELOPMENT OF A KNOWLEDGE BASE ON THE INTEGRATION OF PROJECT MANAGEMENT METHODOLOGIES
Authors: V. Kharuta; Oleh Karun
Year: 2023

In the context of global disruptions caused by pandemics, massive armed conflicts, and other destructive factors, the economic sector requires a reevaluation of paradigms and the application of new approaches and tools for project management. Risk management, as a component of the management system, is undergoing transformation in a state of perpetual uncertainty and turbulence. Project management methodology, as a means of achieving defined goals, cannot be solely based on predictable attributes and must provide flexibility in response to dynamic changes in the external and internal environment. The rapid pace of digital transformation is shaping a new understanding of the digital space, its content, automation tools, and information support. The rapid development of information technologies based on artificial intelligence and the intensive migration of production and management processes to remote forms necessitate business adaptation to new conditions and effective application by project managers. The information field is overloaded with various project management methodologies, a large amount of derivative and secondary information characterized by a lack of clear structure and low practical value. The continuous transformation of the modern environment requires scientific research to explore the development and adaptation of flexible and hybrid approaches to project management by use of modern information systems. The purpose of this article is to develop a concept of integrating project management methodologies with the resources of a corporate knowledge base. The article explores current knowledge in project management methodology through the genesis and analysis of document interrelationships, which allows for the identification of dependencies and potential synergistic effects of such methodologies. Integration methods and components of these methodologies are analyzed, revealed, and complemented to ensure effective project management. A concept is developed to facilitate a creative approach to project management with an interactive system for accumulation, structuring, implementation, retrospective, and adaptation of accumulated knowledge regarding project management approaches within an enterprise. Principles for constructing a corporate knowledge base on project management methodologies are formulated, and approaches to applying accumulated knowledge are discussed. The proposed tool is implemented with the support of modern information systems, enabling the application of adaptive, valid, and effective project management methods tailored to individual project requirements. The conclusion is drawn that the proposed concept of a corporate knowledge base, combined with existing methods of integrating project management methodologies, is a promising foundational tool for implementing a creative and proactive approach to project management.
Applying Best Practices for Improving the Performance of Software Project Manager
Authors: Samih Buo-Oga
Year: 2023

This paper focuses on proposing a quality assurance model for Software Projects Management. This paper presents some important concepts related to this field. It presents the phases and activities of software project management. This paper presents a set of proposed steps for achieving each activity of planning ISs projects. Depending on the proposed steps and a combination of statistical techniques, this paper introduces a proposed quality assurance model for software project management activities. This proposed model can be used to build an automated software tool.
Proposed E-government Foresight Framework in Developing Countries, A Systematic Approach
Authors: F. Saghafi; K. A. Shahkooh; A. K. D. Abadi; B. Zarei
Year: 2009

E-government foresight is a major issues for many countries. It is a systematic approach for looking into the long-term futures. E-government initiatives are currently at a stage of integration and new orientation in developing countries. Smaller steps of government modernization have in part been successfully implemented; larger ones still lie ahead of us. This demands a framework for e- government foresight studies. This paper proposes a conceptual framework for the e-government foresight. Firstly, the main components of foresight from different foresight frameworks were identified using meta-synthesis approach. Then, expert’s opinion about identified components are collected and validated. The e-government foresight framework was proposed based on the Zachman architecture framework. Finally, appropriate activities and methods for conducting each stages of the framework are summarized. The implications of the results addressed a range of main issues such as dedicated framework, increased internal communication and knowledge sharing, and enhanced project management effectiveness.
Holacracy as a flexible technology for managing IT companies
Authors: Larisa Sazanova
Year: 2024

The paper considers the features of holacratic structure as one of the forms of flexible organization management. The aim of the paper is to investigate the possibilities of integrating this tool into the management of Russian IT companies, as well as to analyze the consequences of such an implementation. The author solved the following tasks: the main features of holacracy in the context of Agile philosophy are outlined, the features of holacratic and traditional hierarchical structures are compared from the point of view of the system approach to organizational management, the statistics of the use of this technology in the activities of domestic IT companies is studied, the most significant results of the implementation experience of recent years are given, the arguments in favor of the use of holacracy as an organizational management tool in IT companies are substantiated. Based on the analysis of the scientific literature on project management and a number of Internet sources, the authors have identified the readiness attributes that an organization should possess for successful transition to a holacratic structure. The risks and difficulties of such a transition are considered, taking into account the advantages and disadvantages of this management method. The application of flexible management methods, including holacracy, seems to be the most expedient for those Russian IT market participants, whose activity implies the presence of cross-functional teams and microservice architecture. As a conclusion, the authors emphasize the decisive role of the personal factor in ensuring the proper level of self-organization of the company and its readiness for holacracy,and recommend a compromise variant of using holacratic principles for Russian IT.
Impact of Project Success Factors in Managing Software Projects in India: An Empirical Analysis
Authors: V. Bhoola
Year: 2015

Growing at a compounded annual growth rate (CAGR) of over 15 percent during the last decade, the contribution of Information Technology (IT) sector to India's GDP is significant. In the continuously changing landscape of IT industry, effective project management is hence crucial. Success in software projects, in this article, is captured using both internal and external sources, broadly classified under four groups, namely, Project specific, Human Resources, Environmental and Organizational Culture, abbreviated as the PHRENTO. To identify and assess the effectiveness of these four categories on overall project success, a survey was conducted on 302 project managers who deal with IT projects in India. Data collected was analyzed using Stepwise Regression and Hierarchical Multiple Regression models. In contrast with similar international studies, the findings suggested that with better project planning, well-followed project processes, timely delivery of project as per customers' expectations, good leadership and team handling, flexible HR policies, state-of-the-art technology, attractive reward structures, and professional work environment, overall project success is achieved.
Alignment of Project Management with Business Strategy
Authors: B. Chaudhry
Year: 2015

Project management is the use of different techniques to deliver project with meeting required objectives within defined constraints. Corporate strategy is plan by which organizations aspire to achieve organizational business goals. In recent times, project management is also used to achieve organizational goals by aligning project management with business strategy of an organization. This research is carried to explore the effects of aligning project management with business strategy on projects and organizations. Case studies were carried out in three organizations; one from public sector; one from private and one from semi-government organization. Results of this research revealed that alignment of business strategy with project management is beneficial for both organization and projects especially in terms of organizational growth and project success.
A multi‐level, multi‐theory perspective of information technology implementation
Authors: B. Aubert; H. Barki; Michel Patry; V. Roy
Year: 2008

Abstract.  Much of information technology (IT) implementation research has focused on individuals' acceptance of IT by examining their behaviour when faced with new IT and the antecedents of these behaviours. As they are frequently undertaken within a project framework, IT implementations also entail the application of project management practices in order to be successful. Based on the premise that antecedents of lower level theories are frequently determined by the outcomes of a higher level theory, the present paper illustrates how organizational‐level decisions, examined from the perspective of economics theories, can help explain the antecedents of project risk management at the project and individual levels. To do so, the paper describes an IT implementation effort which went through three phases; the first two of which were abandoned versions of the same project. An organizational‐level analysis of the case from an economics perspective and its project‐level analysis from a risk management perspective show how organizational‐level decisions influenced the antecedents at the project and individual levels, providing a more complete understanding of the IT implementation in question, an understanding which neither a theory approach nor a level perspective could provide on its own.