derhan/semantic-scholar-manajemen-proyek huggingface dataset:
Transformational Leadership and Performance of Projects: A Case of World Vision Projects in Arusha Region, Tanzania
Authors: Sheila Mkandawire; Jennifer Wangari; Paschal Wambiya
Year: 2024

: Leadership is essential in project management because it fosters healthy communication and helps projects succeed. It is described as a method of encouraging others to achieve a common objective. This article examines how transformational leadership influences the effectiveness of World Vision projects in Arusha Region, Tanzania. The study used a mixed methods technique to collect relevant data and a convergent parallel design for data processing. The research had a sample of 103 project employees and 4 project managers as the respondents of the study. Qualitative data from interviews with project managers was reported narratively, while quantitative data from questionnaires was analysed using IBM SPSS Statistics 23. The findings demonstrated that transformational leadership has a relatively high influence on project performance, with several respondents having positive attitudes toward the leadership style. Generally, the research emphasized the importance of taking into account additional elements such as risk, team diversity, culture and technology when determining the complete impact of transformational leadership on performance of projects.
A Bibliometric View on the Use of Contingency Theory in Project Management Research
Authors: Bastian Hanisch; A. Wald
Year: 2012

Contingency theory has influenced organization theory since the 1950s. Project management research has only recently started to consider context factors. In this area, applications of contingency theory still represent a fragmented field with a nonuniform use of terminology. Fully utilizing the contingency theory approach requires a systematic foundation. This article presents an overview of contingency theory in both permanent and temporary organizations. In a bibliometric study based on 1,622 articles from four academic project management journals, we identify dominating authors, prevalent keywords, and different focal areas in project contingency theory as well as the most researched project types.
Requirements Management Methods During Project Implementation in Conditions of Uncertainty
Authors: I. Piatnychuk; Aleksander Iwaszczuk
Year: 2023

The purpose of the article is to study the issue of application of software requirements management methods during project management under conditions of uncertainty. It has been established that the management of requirements under conditions of uncertainty should be considered as permanent processes of system management of requirements throughout all stages of the project life cycle, which involves activities aimed at maintaining, tracking and checking requirements from the moment of their formation to their implementation and beyond. Based on the results of the research, it was found that the most common requirements management methods are: flexible (Agile) approach; advanced requirements analysis; the "Gradual Disclosure" method; models of iterative and incremental development; the "Minimum Viable Product" method; "Just-in-Time" method etc. It has been established that the use of software requirements management methods becomes especially relevant in conditions of uncertainty, as these methods allow you to effectively deal with dynamic changes and ensure the flexibility of the project. It was found that requirements management should focus on the organization, communication and development of requirements, among which the following can be distinguished: change management, traceability of requirements, communication, version control of requirements documents, etc. It has been investigated that change management involves making corrections to specified requirements during project implementation, as well as assessing the impact of corrections, obtaining permission to modify and update the necessary documents. Traceability, in turn, means defining and maintaining traceable relationships between requirements and other project artifacts, such as project documentation, test cases, and code. Therefore, traceability makes it possible to guarantee that all requirements are taken into account and corrections can be traced throughout the development of the project. At that time, communication facilitates effective communication between project stakeholders regarding the requirement and involves the conversion of updates, resolution of problematic aspects, and facilitating that all members of the working group have a common understanding of the formulated requirements. Also, control over the versions of requirements documents in order to track corrections in time. The obtained results of the conducted research serve as a basis for further research in the part of more effective use of requirements management methods during the implementation of projects in conditions of uncertainty.
Dynamic Capabilities and Project Management in Small Software Firms
Authors: Jacob Nørbjerg; P. Nielsen; John Stouby Persson
Year: 2017

A small software company depends on its capability to adapt to rapid technological and other changes in its environment—its dynamic capabilities. In this paper, we argue that to evolve and maintain its dynamic capabilities a small software company must pay attention to the interaction between dynamic capabilities at different levels of the company— particularly between the project management and the company levels. We present a case study of a small software company and show how successful dynamic capabilities at the company level can affect project management in small software companies in ways which may have an adverse impact on the company’s overall dynamic capabilities. This study contributes to our understanding of the managerial challenges of small software companies by demonstrating the need to manage the interaction between adaptability and flexibility at different levels of the company.
Do Humanitarian Workers Really Trust Numbers? An Assessment of the Use of Quantitative Data in the Humanitarian Field
Authors: Louise Beaumais
Year: 2023

Do humanitarian workers really trust numbers? In the realm of the DATAWAR
 research project, this article aims to investigate the interest that
 humanitarian workers have developed towards quantitative data in the last two
 decades. The ‘needology’ approach (Glasman, 2020), growing expectations of donors since
 the 2000s, and the professionalisation and rationalisation of the humanitarian
 field are all factors that have contributed to the massive use of quantitative
 data. Discourses promoting ‘evidence-based humanitarianism’ have
 fostered massive hope in the humanitarian community: a good use of quantitative
 data could enhance contextual analyses, intervention monitoring or even the
 safety and security of humanitarian workers. However, this study has discovered
 that these narratives overestimate the ease with which humanitarian workers deal
 with numbers. In fact, it shows that the use of quantitative data is mainly
 determined by a specific, restrictive, hierarchically oriented evidence-based
 system which nurtures bottom-up accountability rather than day-to-day project
 management. As a result, the datafication of the humanitarian field does not
 seem to have been accompanied by an improvement of the data literacy of
 humanitarian workers.
Financial Implementation and Human Resource (HR) Practices of Project Management Office: Its Competencies in the E-commerce Industry; A Case Study of Daraz
Authors: Ghulam Murtaza Lahbar; Noreen Hassan; Asghar Ali Sahito
Year: 2023

Daraz PMO is efficient enough to identify the risks and mitigate them at the earliest. Some low- level resources are responsible for only the Financial Implementation and Human Resource (HR) Practices of the Project Management Office, tracking the projects and working with the teams. To provide better quality, there is a need to introduce controlling PMO, so they will be able to manage the projects in a better way and enhance the Financial Implementation and Human Resource (HR) Practices in Project Management.Furthermore, the PMO needs to constantly work on change through which the overall experience of Daraz users is improved. The functions of PMO in Daraz need to be revised because as the number of projects increases, there is a high need to introduce controlling PMO. After all, the supportive PMO is a low-level and less experienced resource. Therefore, there is a need to maintain their projects in a better way.
A New Approach to Software Development Fusion Process Model
Authors: Rupinder Kaur; J. Sengupta
Year: 2010

There are several software process models that have been proposed and are based on task involved in developing and maintaining software product. The large number of software projects not meeting their expectation in terms of functionality, cost, delivery schedule and effective project management appears to be lacking. In this paper, we present a new software fusion process model, which depicts the essential phases of a software project from initiate stage until the product is retired. Fusion is component based software process model, where each component implements a problem solving model. This approach reduces the risk associated with cost and time, as these risks will be limited to a component only and ensure the overall quality of software system by considering the changing requirements of customer, risk assessment, identification, evaluation and composition of relative concerns at each phase of development process.
TaDeR: A New Task Dependency Recommendation for Project Management Platform
Authors: Q. Nguyen; Dac H. Nguyen; S. Huynh; K. Dam; Binh T. Nguyen
Year: 2022

Many startups and companies worldwide have been using project management software and tools to monitor, track and manage their projects. For software projects, the number of tasks from the beginning to the end is quite a large number that sometimes takes a lot of time and effort to search and link the current task to a group of previous ones for further references. This paper proposes an efficient task dependency recommendation algorithm to suggest tasks dependent on a given task that the user has just created. We present an efficient feature engineering step and construct a deep neural network to this aim. We performed extensive experiments on two different large projects (MDLSITE from moodle.org and FLUME from apache.org) to find the best features in 28 combinations of features and the best performance model using two embedding methods (GloVe and FastText). We consider three types of models (GRU, CNN, LSTM) using Accuracy@K, MRR@K, and Recall@K (where K = 1, 2, 3, and 5) and baseline models using traditional methods: TF-IDF with various matching score calculating such as cosine similarity, Euclidean distance, Manhattan distance, and Chebyshev distance. After many experiments, the GloVe Embedding and CNN model reached the best result in our dataset, so we chose this model as our proposed method. In addition, adding the time filter in the post-processing step can significantly improve the recommendation system's performance. The experimental results show that our proposed method can reach 0.2335 in Accuracy@1 and MRR@1 and 0.2011 in Recall@1 of dataset FLUME. With the MDLSITE dataset, we obtained 0.1258 in Accuracy@1 and MRR@1 and 0.1141 in Recall@1. In the top 5, our model reached 0.3040 in Accuracy@5, 0.2563 MRR@5, and 0.2651 Recall@5 in FLUME. In the MDLSITE dataset, our model got 0.5270 Accuracy@5, 0.2689 MRR@5, and 0.2651 Recall@5.
Prospects for Using Non-Traditional Methods of Management in Projects for the Protection of Population and Territories From Emergency Situations
Authors: Andrii Havrys; R. Yakovchuk
Year: 2023

The article analyses literary sources that describe non-traditional methods of project management that can be applied to projects protecting people and territories from emergency situations in the constantly changing environment. Presented are the main features of projects for protecting people and territories from emergency situations. Two types of flexible and extreme project management, which is best suited for such projects, are considered. The definition and main features of flexible project management are presented, as well as the basic principles and methods of flexible control, such as: Scrum, Lean, Extreme Programming (data as of 2018), with the main advantages and disadvantages shown. The positive and negative aspects of extreme management are analyzed, too. The use of these techniques will be effective if the project is in an environment of uncertainty and has no limited resources. In practice the implementation of such approaches in the projects for the protection of population and territories from emergency situations will have a positive effect, provided that all performers will share the principles of flexible management. The possibility of avoiding financial constraints on the implementation of such projects has been shown.
Investigating Mechanical Engineering Learners' Satisfaction with a Revised Monozukuri MOOC
Authors: M. Carlon; Mohamed Rami Gaddem; C. A. H. Reyes; Toru Nagahama; J. Cross
Year: 2021

Aside from providing instructional materials to the public, developing massive open online courses (MOOCs) can benefit institutions in different ways. Some examples include providing training opportunities for their students aspiring to work in the online learning space, strengthening its brand recognition through courses appealing to enthusiasts, and enabling online linkages with other universities. One such example is the monozukuri MOOC offered by the Tokyo Institute of Technology on edX, which initially presented the Japanese philosophy of making things in the context of a mechanical engineering course. In this paper, we describe the importance of involving a course development team with a diverse background. The monozukuri MOOC and its revision enabled us to showcase an otherwise distinctively Japanese topic (philosophy) as an intersection of various topics of interest to learners with an equally diverse background. The revision resulted in discussing monozukuri in a mechanical engineering lesson and how monozukuri is actively being practiced in the Japanese workplace and academic setting while juxtaposing it to the relatively Western concept of experiential learning. Aside from presenting the course with a broader perspective, the revision had been an exercise for its team members on working in a multicultural environment within a Japanese institution, thus developing their project management and communication skills.
Examining Variation in Survey Costs Across Surveys
Authors: Kristen Olson; John Stevenson; Nadia Assad; Lindsey Witt-Swanson; Cameron P. Jones; Amanda Ganshert; Jennifer Dykema
Year: 2024

Self-administered surveys may be administered with a single mode or mixed data collection modes. How mixing modes of data collection affects survey costs is not well understood. We examine whether cost structures differ for mail-only versus web+mail mixed-mode surveys, what design features are associated with costs, and whether survey costs are associated with response rates. Using administrative survey cost data from two academic survey centers, we find that survey costs per sampled unit and per complete vary substantially across individual surveys. The average cost per sampled unit is surprisingly similar across mail-only and web+mail surveys. How the budget is allocated across printing, postage, incentive, and staff time varies across these designs: printing and postage costs are higher in mail-only surveys, and more of the budget is allocated to incentive costs and project management costs in web+mail surveys. Furthermore, higher cost surveys are associated with higher response rates, particularly for incentive costs.
Mobiles ortsbezogenes Projektmanagement
Authors: Patrick Schneider; Heiko Rossnagel; Jan Zibuschka
Year: 2010

Classic project management and its tools usually deal with the management of three variables, and their relationships with each other. These are the factors of time, resources (cost) and quality. If one of the variables is to be improved, it always has negative effects on the other two. However, these factors only partially describe the reality of project management. What current project management tools often only consider implicitly is the location of an activity. In this paper, the implications of using location data for project management are clarified and a system that offers mobile support in planning and implementing projects. 
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Klassisches Projektmanagement und seine Werkzeuge befassen sich meist mit der Verwaltung dreier Gr\"o{\ss}en und ihrer Zusammenh\"ange untereinander. Dabei handelt es sich um die Faktoren Zeit, Ressourcen (Kosten) und Qualit\"at. Falls eine der Gr\"o{\ss}en verbessert werden soll, hat dies immer negative Auswirkungen auf die anderen beiden Gr\"o{\ss}en. Diese Gr\"o{\ss}en beschreiben die Ph\"anomene des Projektmanagement jedoch nur unvollst\"andig. Was bei Projektmanagementwerkzeugen bis dato oft nur implizit durch den Projektleiter einbezogen wird ist ein Ortsbezug. In diesem Beitrag werden die Implikationen durch diesen Ortsbezug konkretisiert und ein System dargestellt, welches Projektleiter bei der Planung und Umsetzung von Projekten mobil wie auch station\"ar unterst\"utzt.
Application of project-process approach to organization management
Authors: О.Е. Мурзина; Е.В. Волкодавова
Year: 2022

В статье рассматривается применение проектно-процессного подхода к управлению организацией на примере транспортно - логистической компании ГК SAMCOM. Исследованы базовые подходы, к управлению процессами и проектами. С целью повышения эффективности деятельности компании менеджменту ГК SAMCOM предложено внедрить в систему проектно-процессного управления: подпродукт платформы ARIS -систему «ARIS Express» и систему «1С: Зарплата и управление персоналом 3.1 КОРП». Это позволит расширить горизонты стратегического управления логистической компанией, уточнить ключевые показатели стратегических карт топ - менеджеров, и на их основе скорректировать векторы развития ГК SAMCOM в рамках выстроенной единой экосистемы взаимодействия руководства-персонала, сотрудников-клиентов.
 The article discusses the application of a project-process approach to managing an organization on the example of the transport and logistics company GK SAMCOM. Basic approaches to process and project management have been explored. In order to increase the efficiency of the company's activities, the management of SAMCOM Group of Companies was proposed to introduce into the project and process management system: a sub-product of the ARIS platform -the ARIS Express system and the 1C: Payroll and personnel management 3.1 CORP system. This will expand the horizons of the strategic management of the logistics company, clarify the key indicators of the strategic maps of top managers, and on their basis adjust the development vectors of SAMCOM Group of Companies within the framework of the built-up unified ecosystem of interaction between management personnel, employee-clients.
Will Deep Learning Change How Teams Execute Big Data Projects?
Authors: Ivan Shamshurin; J. Saltz
Year: 2018

As data continues to be produced in ever increasing quantities, and technologies such as high performance computing continue to be enhanced, the number of big data projects using advanced neural network machine learning, often referred to as deep learning, continues to increase. Unfortunately, while much has been written on the use of deep learning algorithms in terms of generating insightful analysis, much less has been written about the project management process methodologies that could enable teams to more effectively and efficiently "do" big data deep learning projects. Specifically, the rapid growth in the use of deep learning techniques might introduce new challenges with respect to how to execute a big data deep learning project, due to how deep learning models can learn features automatically. For example, feature engineering and model evaluation phases of big data projects might grow in importance, while other areas, such as model selection, might decrease in importance. Hence, this paper discusses the key research questions relating the potential impact of the use of deep learning on how teams should execute big data projects.
The Role of Artificial Intelligence in Project Management
Authors: Muhammad Odeh
Year: 2023

This article discusses the role of artificial intelligence (AI) in project management. The acceleration of AI adoption being a driver for innovation will force the project management profession to change its approach. Project managers and leaders must meet new and evolving stakeholders' expectations of utilizing new tools and techniques to deliver successful projects. AI must be viewed not only as a project differentiator, but also as the value it adds to the delivered project.
Collaborative Project Management: Challenges and Opportunities for Distributed and Outsourced Projects
Authors: J. Fjermestad; N. Romano
Year: 2006

The Collaborative Project Management concept has been evolving over the past few decades as researchers and practitioners alike strive to reap the benefits from opportunities and overcome the challenges. In this short paper we highlight some of the forces that are leading, confronting and challenging distributed project management and outsourcing. Next we present a review of distributed project management and outsourcing challenges and opportunities that have been identified by researchers. Finally we present a brief introduction to the three papers in this special issue.
Incorporating Pharmacy Scholarship to Management Responsibilities
Authors: John B. Hertig; R. Weber
Year: 2015

Practice advancement demands innovation. Amidst professional change, pharmacy leaders have the opportunity to collaborate with colleagues to develop transformational ideas, implement these solutions, and share those successes with professionals around the state, country, and world. Scholarship, defined as contributing to the literature through publications, presentations, and other writings, is an ideal way to advance innovation within the profession. It is critical for pharmacy leaders to build scholarship into their professional workflow. Ensuring that successful projects are published or presented may translate into shared best practices. Many pharmacy leaders may find it difficult to participate in scholarship activities because of their busy schedules. This column serves to outline recommendations on how to effectively incorporate writing for publications, making presentations, and other scholarly work into the role of pharmacy leaders and managers. To reduce the barriers to scholarship, pharmacy leaders role can apply project management principles to their work and identify projects that otherwise would not be published and support their development.