derhan/semantic-scholar-manajemen-proyek huggingface dataset:
Systematic Analysis of Art Project Management Risks: an 
Exploration of Assessment Methods and Control Strategies
Authors: Wenlan Zhao
Year: 2024

This study is dedicated to exploring risk assessment and control strategies in arts project management. Through a systematic theoretical framework, combining quantitative and qualitative research methods, this paper develops and validates a risk assessment model adapted 
to the characteristics of art projects. The empirical study involves three different types of art projects, and the results show that the model can 
effectively identify key risks and guide the implementation of risk control strategies. The study highlights the importance of systematic risk 
management in enhancing the success of arts projects and provides practical strategies and tools for arts project managers to facilitate further 
integration of theory and practice.
The role of project management in achieving the sustainable development of smart cities
Authors: A. R. Alshehadeh; Fuad A. Al-Bataineh; Ahmad MohD Ababneh; B. Jarah; Haneen A. Al-khawaja
Year: 2025

Integrating project management (PM) and sustainable development (SD) is not merely an option but a necessity for smart cities (SC) to secure a prosperous future for the next generations. Also, useful PM plays a vital role in fostering sustainable growth within SC, as it enhances the quality of life, conserves natural resources, and encourages technological creation. Therefore, this study aimed to examine the significance of PM in advancing the SD of SC. Randomly 189 questionnaires were distributed to possible respondents working in PM by email, hardcopy mailings, and web-collection apps. The statistical analysis was carried out using SPSS version 25, by using a quantitative research approach. The results showed that all study variables (smart technologies company policies, resource management, and organizational culture) positively impacted smart cities' SD. Therefore, the study recommends enhancing the incorporation of PM and SD in SC by implementing effective processes and technologies that connect harmoniously with technological advancement and environmental and social sustainability.
Improving the competency of it project-based-organizations by the usage of virtual
 teams
Authors: Vladyslav Kontsevyi
Year: 2024

The unique nature of projects, specific characteristics of organizational
 structures, composition of project teams, and other factors can create problems in
 communications management. IT organizations working with the use of virtual teams in
 their activities face specific problems in the management of communications and related
 processes of transferring information, data and knowledge. When people work in a team in
 a virtual environment, certain methods should be used that can ensure the effectiveness
 of communication management in projects. The article analyzes the types of virtual
 teams, their advantages and disadvantages in project management and the use of the
 FIRO-B model to identify team leaders and manage them. A method for determining the
 leader of a virtual team using the specified model is proposed, which helps to
 understand the needs and behavior of team members, ensuring better team cohesion and
 leader effectiveness. A conceptual model of the information environment of
 communications of such teams and a model of managing a virtual team from the standpoint
 of its development and improvement of competence are proposed. An analysis of COBIT and
 ITIL standards was carried out to ensure the management structure of corporate
 information technologies along with the coordination of project processes with business
 goals and objectives. Methods of managing IT services that meet business needs have been
 studied. It was determined that the use of the FIRO-B model in combination with the
 specified frameworks will provide project-oriented IT organizations with methods for
 determining and developing competence both at the organizational and team levels, which
 takes into account the emotional state of a person and his ability to spread emotions to
 other team members. Emotional impact is quantified using a “virtuality quotient,” which
 measures the impact virtual team members have on each other.
Agile (data) science: a (draft) manifesto
Authors: J. J. M. Guervós
Year: 2021

Science has a data management problem, as well as a project management problem. While industrial-grade data science teams have embraced the agile mindset, and adopted or created all kind of tools to create reproducible workflows, academia-based science is still (mostly) mired in a mindset that is focused on a single final product (a paper), without focusing on incremental improvement, on any specific problem or customer, or, paying any attention reproducibility. In this report we argue towards the adoption of the agile mindset and agile data science tools in academia, to make a more responsible, and over all, reproducible science.
Success Factors for Product Development and New Product Launch Projects
Authors: Ladislav Fabo; Sona Chovanova Supekova; Lukáš Durda; Krzysztof Gajdka
Year: 2023

The paper discusses the success factors influencing product development design and product launch projects. The lives of people and businesses have been threatened and affected by the global COVID-19 pandemic for more than two years. Knowing these factors can help us make the right decisions and develop an effective project plan and matrix. Nowadays, project management is a very important part of work in companies of different sizes. Project management can be seen as applying innovation processes in an enterprise. The authors conducted quantitative and qualitative research on 544 companies in the Slovak Republic. The research focuses on aspects of project management and individual success factors. The data obtained by the questionnaire survey were processed by statistical methods, where the authors chose the nonparametric Kruskal-Wallis test as the basic method and the Wilcoxon two-tailed test for independent sample data sets. An essential variable in the sample of enterprises surveyed was, in particular, the sector of the economy in which the enterprise surveyed operates. Two key factors were considered when developing the product – employee education and the implication of social responsibility. The study’s uniqueness lies in surveying all types of enterprises, irrespective of their size, line of business, and financial turnover. The percentage distribution of the maximum use of CSR among the surveyed companies in each sector was most positive in the Logistics industry. Training and certification of employees are primarily one of the most important factors to ensure an increase in the success of those projects aimed at launching new products on the market; in the case of the surveyed sample, this is more than 40% of enterprises. Based on the sub-results, we can conclude that enterprises place more emphasis on new product development projects and the environmental concept of CSR. Still, the launch of new products or services is underestimated by the project management of enterprises. After more than eight years, the research has shown an increase in the importance of using social responsibility in management processes for new product development. A breakthrough finding is comparing the use of CSR in small businesses in Slovakia to global trends in which we perceive the dominance of multinational corporations. Enterprises are advised to focus specifically on new product launches and detailed planning.
Evaluation of a Large Migration Project
Authors: Alex Thirifays; Barbara Dokkedal; A. Nielsen
Year: 2011

The Danish National Archives (DNA) has ingested structurally heterogeneous public digital records since 1973. The year 2004 saw the creation of a new preservation standard into which it was decided to migrate the above mentioned archival holdings. The main objectives of this operation were to save data from technological obsolescence and to reduce the cost of both access and future migrations by streamlining the collection. The project costs approximately 30 FSCs (one ‘FSC’—Format and Structure Conversion—is the way the project’s project management measured 1 person-year, and equals 1,291 person-hours). The total sum of purchasing software, hardware and external services amounted to around 135.000 Euros. The project migrated data from both relational and hierarchical databases (for instance ERDMS and registries), and included the digitisation of audio, video as well as paper documentation. The registries counted for example the first Civil Registration System from 1968 and the State Tax Administration's final equation from 1970. Data and documentation made up a total of about 1.7 TB, consisted of 11,187 files scattered in almost 200 different structures, and constituted more than 2,000 information packages (IPs). The overall technical objective of the migration was defined by the aforementioned preservation
Setbacks, Shutdowns, and Overruns
Authors: F. Z. Feng; Curtis R. Taylor; Mark M. Westerfield; Feifan Zhang
Year: 2021

We investigate optimal project management in a setting plagued by an indefinite number of setbacks that are discovered en route to project completion. The contractor can cover up delays in progress due to shirking either by making false claims of setbacks or by postponing the reports of real ones. The sponsor optimally induces work and honest reporting via a soft deadline and a reward for completion that specifies a bonus for early delivery. Late‐stage setbacks trigger randomization between minimally feasible project extension and (inefficient) cancellation. Because extensions may be granted repeatedly, arbitrarily large overruns in schedule and budget are possible after which the project may still be canceled.
Systematic literature review and empirical investigation of motivators for requirements change management process in global software development
Authors: A. Khan; M. Akbar
Year: 2020

Most software development firms have adopted the concepts of global software development (GSD) to develop high‐quality and low‐cost products. However, GSD is not a straightforward process. It is associated with many challenges that are mostly related to requirements change management (RCM). In this study, we explore the motivators that contribute to managing RCM activities in the GSD environment. We extracted a total of 25 motivators using the systematic literature review (SLR) approach and conducted a survey study to empirically evaluate the findings of the SLR. The results of the applied Spearman's statistical test show that the findings of the SLR and survey study had a positive moderate correlation (rs(25) = 0.566). We further analyzed the reported motivators according to organization size. Finally, we developed taxonomies of the identified motivators based on the framework proposed by Ramasubbu and the project management body of knowledge. We believe that the taxonomies provide a robust framework for tackling the challenges of RCM, which is significant for the success and evolution of GSD firms.
Research on the implementation degree of agile project management methodologies in Russian IT–companies
Authors: G. Y. Postnikov; A. G. Dmitriev
Year: 2024

In the dynamic development context of the information technology sector, especially crucial for Russia at the moment, the adoption of agile project management methodologies becomes a necessary step for companies to effectively respond to changes, enhance product quality, and achieve market success while maintaining competitiveness. Therefore, the aim of this research is to assess the degree of implementation of agile project management methodologies in IT companies in Russia. The study was conducted through online surveys of practicing specialists in the field of managing innovative projects. Specialists were asked a general question about their application of agile methodologies, as well as four questions regarding specific aspects: requirements gathering, planning, communication with clients, and team communication. The article describes which aspects of agile project management methodologies are practiced by surveyed specialists. In conclusion, it is noted that employees tend to use hybrid project management approaches more frequently than pure agile methodologies. Agile principles are more commonly integrated into client communication and team communication, and less so in requirements gathering and planning.
Exploring the Impact of Social Media Use on Team Feedback and Team Performance in Construction Projects: A Systematic Literature Review
Authors: Razieh Karimi; Milad Baghalzadeh Shishehgarkhaneh; R. Moehler; Yihai Fang
Year: 2024

This systematic literature review examines the effects of social media use (SMU) and practices (SMPs) on team feedback (TF) and performance (TP) within the context of construction project management. It explores the complex interactions between SMU and SMPs and their impact on communication, collaboration, and stakeholder involvement in construction projects. The study investigates how these digital practices transform traditional methods of team interaction, feedback processes, and overall team performance amidst the challenging and diverse backdrop of construction sites. The goal of the review is to offer a detailed insight into the contribution of social media to contemporary construction project management, underscoring its value in boosting team communication, coordination, and effectiveness. This research is pivotal for decoding the changing dynamics of construction management, where digital tools and platforms play a crucial role in achieving project success. The anticipated outcomes are poised to provide significant implications for construction industry professionals, guiding them in harnessing social media for enhanced project management and team cooperation.
A design thinking approach to integrate supply chain networks for circular supply chain strategy in Industry 4.0
Authors: Kuo-Yi Lin; I-Tien Chu
Year: 2024

PurposeEmbracing circular economy principles in integrating supply chain networks is pivotal for firms navigating the complex terrain of Industry 4.0, as it addresses the urgent need for sustainable competitive advantage in the rapidly evolving service design landscape. Moreover, promoting responsible consumption and production practices within these networks ensures the efficient use of resources, minimizing waste and environmental impact while fostering long-term sustainability.Design/methodology/approachThis study emphasizes the integration of design thinking principles as a strategic response to the challenges posed by emerging design systems in Industry 4.0, with a focus on effectively meeting user requirements and managing competitive pressures within circular supply chain strategies.FindingsAn empirical study validates the impact of the ROCKET model, utilizing data mining to uncover the underlying patterns of thought and action among participants, thereby providing insights into facilitating a circular supply chain strategy. The findings present a robust framework and identify key motivational factors from a project management perspective, specifically tailored for young innovators. The study underscores the importance of effectively integrating supply chain networks, not only to enhance collaborative experiences but also to empower innovators to develop operational protocols aligned with the ROCKET model, thus advancing the circular economy agenda within the Industry 4.0 landscape.Originality/valueLeveraging design thinking, widely recognized for its versatility and pivotal role in fostering innovation, this research investigates the cognitive frameworks and mindsets that drive the innovation journey and its outcomes. Despite its potential, a noticeable gap between experienced design professionals and novices can result in prolonged R&D timelines, quality control issues and resource allocation challenges, which impede effective supply chain integration. To address this gap, the study introduces the ROCKET model, inspired by motivational strategies to support innovation management, with a particular emphasis on integrating supply chain networks to promote a circular economy within the Industry 4.0 context.
161 Mapping and analysing outpatient clinics for a quality improvement
Authors: I. Marion; D. Power
Year: 2023


 
 
 Due to the increasing prevalence of chronic non-communicable illnesses for a growing, ageing population, the outpatient clinic has to be efficient to cope with the demand. It creates a logistical challenge on top of a complex operation.
 
 
 
 Quality improvement project management was designed and executed in an outpatient Clinic in North Dublin with a capacity of 400–450 patients per month between October 2022–May 2022. Key concepts of operation management were utilised, including process mapping and run charts. Problem areas were identified using TIMWOODS (Transportation, Inventory, Motion, Waiting, Overproduction, Overprocessing and Defects) framework. A few main problems were addressed, including lost clinicians’ time to session start late and finish early, high variability of patient waiting time, and carrying out additional investigations that are not needed. Key stakeholders were identified and approached, including frontline staff, managers and patients. The QI team focused on one problem, specifically on the cohort of patients who missed the appointment or came to the appointment outside the allocated time using the DMAIC (Define, Measure, Analyse, Improve and Control) Six Sigma tool. An appointment reminder system was established, including a short messaging system and a quick phone call 24 hours before the clinic. A month of baseline data was collected, presented, followed by three months of intervention. A pre and post-descriptive analysis Fischer Exact test was applied.
 
 
 
 There was a significant improvement in patients attendance from 69% to 82% (p < 0.05).
 
 
 
 A QI team identified a few problem areas utilising lean six sigma tools. A simple, cost-effective intervention of appointment reminder systems was carried out. Continuous, incremental quality improvement is an ongoing process to ensure sustainability. There is a need to engage with the main stakeholders, exploring their valuable opinion and increasing their engagement (Gemba walk).
A PMBoK Extension Proposal for Data Visualization in Software Project Management
Authors: J. Couto; Josiane Kroll; D. Ruiz; R. Prikladnicki
Year: 2021

: Although the human brain stores images more easily than text, most of the tools adopted for software project management are based on textual reports. The number of software projects that fail is huge, and the lack of understanding of the project complexity by the stakeholders is among the reasons for project failure. Data visualization techniques and tools can help to identify the project issues and reduce misunderstandings. In this paper, we investigate how project management can beneﬁt from data visualization. To do so, we adopted a hybrid research approach composed by a systematic mapping study, a survey, and three focus group sessions. As a result, we identify a set of the 16 visualization techniques and tools that can be used to support software project management and we propose a PMBoK extension that provides a reference for practitioners who are planning to use data visualization to support software project management.
Rabbits, Rabbits, Rabbits: Show Rabbit Record Book
Authors: Joy C. Jordan; Loretta Rodriguez; Jessica Kochert; Bill Heltemes; Chris Decubellis; Renee Gore
Year: 2014

The 4-H Show Rabbit project focuses on all the aspects of showing rabbits according to the American Rabbit Breeders Association (ARBA) show guidelines, showmanship skills, and breed Standards of Perfection. Youth learn to asses a rabbit based on its Standard of Perfection, helping to identify faults and choose from reliable breeding stock. In the 4-H Show Rabbit project (visit http://florida4h.org for more information about this online project), youth learn the skills necessary for choosing a healthy rabbit, proper handling of a rabbit, rabbit health, and general care. This document, the Show Rabbit Record Book (4H RAR 12), familiarizes youth with the importance of record keeping as an integral part of project management. By tracking inventory, financial records associated with their project, rabbit health and grooming details, and related information such as monthly care schedules, show earnings, show registration/entry/remark cards, youth will be well prepared to relate their experiences in a written narrative as part of their project completion activities. First published September 2010.
Simulation-based evaluation of fuel consumption in heavy construction projects by monitoring equipment idle times
Authors: Reza Akhavian; A. Behzadan
Year: 2013

A systematic approach to idle time reduction can significantly boost the efficiency of construction equipment during their lifetime, result in higher overall productivity, and ultimately protect public health and the environment. Towards this goal, this paper describes research aimed at designing a framework for estimating heavy equipment idle times during a construction project. A distributed sensor network is deployed to communicate and present metrics about idle times and production rates and inform project managers and field operators when idle time thresholds are exceeded. The designed user interface includes a graphical representation of the site layout to visualize the status of equipment in real time in support of project management and decision-making tasks. Collected data will be also used to determine energy consumption and CO2 emission levels as the project makes progress. Using simulation modeling, various operational strategies are evaluated from the point of view of equipment emission and idle times.
Managing artificial intelligence projects: Key insights from an AI consulting firm
Authors: Gregory Vial; A. Cameron; Tanya Giannelia; Jinglu Jiang
Year: 2022

While organisations are increasingly interested in artificial intelligence (AI), many AI projects encounter significant issues or even fail. To gain a deeper understanding of the issues that arise during these projects and the practices that contribute to addressing them, we study the case of Consult, a North American AI consulting firm that helps organisations leverage the power of AI by providing custom solutions. The management of AI projects at Consult is a multi‐method approach that draws on elements from traditional project management, agile practices, and AI workflow practices. While the combination of these elements enables Consult to be effective in delivering AI projects to their customers, our analysis reveals that managing AI projects in this way draw upon three core logics, that is, commonly shared norms, values, and prescribed behaviours which influence actors' understanding of how work should be done. We identify that the simultaneous presence of these three logics—a traditional project management logic, an agile logic, and an AI workflow logic—gives rise to conflicts and issues in managing AI projects at Consult, and successfully managing these AI projects involves resolving conflicts that arise between them. From our case findings, we derive four strategies to help organisations better manage their AI projects.