derhan/semantic-scholar-manajemen-proyek huggingface dataset:
Optimizing project delivery through agile methodologies: Balancing speed, collaboration and stakeholder engagement
Authors: Adriana N Dugbartey; Olalekan Kehinde
Year: 2025

Agile methodologies have transformed project delivery across industries, emphasizing flexibility, collaboration, and rapid adaptation to change. Unlike traditional project management frameworks, Agile prioritizes iterative development, continuous feedback, and close stakeholder engagement, enabling teams to respond effectively to evolving requirements. This approach has proven especially beneficial in dynamic and fast-paced environments, where balancing speed and quality is critical. The principles of Agile, including incremental progress, self-organizing teams, and cross-functional collaboration, foster transparency and adaptability, ensuring alignment with project objectives and stakeholder expectations. The implementation of Agile methodologies offers unique opportunities and challenges. On one hand, Agile accelerates delivery timelines by breaking projects into manageable iterations or "sprints," allowing for regular reassessment and re-prioritization. On the other hand, successful adoption requires cultural shifts, comprehensive training, and consistent communication across teams. Effective stakeholder engagement is pivotal in Agile projects, as stakeholders play an active role in defining requirements, validating deliverables, and ensuring alignment with organizational goals. This article explores the evolution of Agile methodologies, their core principles, and their impact on project delivery. It examines case studies across sectors to illustrate how Agile can enhance project outcomes, from reducing time-to-market in technology projects to improving resource allocation in large-scale infrastructure initiatives. Additionally, it discusses strategies for overcoming common implementation barriers, such as resistance to change and misalignment between team dynamics and organizational culture. By balancing speed, collaboration, and stakeholder engagement, Agile methodologies provide a robust framework for optimizing project delivery and driving organizational success.
Analisa Penerapan Sistem Manajemen Operasional Pada PT. Unilever Tbk.
Authors: Abdur Rohim Alamsyah; Jessen Jessen; Jihan Kharisma; Rinaras Anggraini; Sri Muliati
Year: 2023

PT Unilever Indonesia Tbk adalah salah satu perusahaan bergerak di industri Fast Moving Conusmer Goods (FMCG) dengan menghasilkan berbagai macam produk dengan jumlah nama 40 merek. PT Unilever Indonesia Tbk seiring berjalannya waktu tentu mengalami banyak hambatan di setiap tahap aktifitas operasional usahanya. Adapun tujuan yang ingin dicapai dari penelitian ini adalah untuk mengetahui perbandingan penerapan kegiatan manajemen operasional pada perusahaan manufaktur Unilever sebelum, selama dan setelah masa wabah Covid-19. Objek penelitian adalah PT. Unilever Tbk. dan penelitian ini adalah penelitian kualitatif yang dimana penelitian dilakukan dengan analisis data berdasarkan landasan teori manajemen operasional. Teori manajemen operasional yang akan dianalisis adalah project management, design of goods and service, managing quality dan inventory management. Hasil dari analisis perbandingan operasional menemukan bahwa PT. Unilever Tbk terus melakukan penyesuaian dan perencanaan ulang pada kebijakan manajemen operasionalnya untuk menyesuaikan kondisi pasar dan ekonomi di Indonesia
Success Factors for ICT Shared Services in the Higher Education Sector
Authors: S. Miskon; W. Bandara; G. Gable; E. Fielt
Year: 2012

Shared services is a prominent organizational arrangement for organizations, in particular for support functions. The success or failure of shared services is a critical concern as the move to shared services can entail large scale investment and involve fundamental organizational change. The Higher Education HE sector is particularly well poised to benefit from shared services as there is a need to improve organizational performance and strong potential from sharing. Through a multiple case study of shared services experiences in HE, this study identifies ten important antecedents of shared services success: 1 Understanding of shared services; 2 Organizational environment; 3 Top management support; 4 IT environment; 5 Governance; 6 Process centric view; 7 Implementation strategy; 8 Project management; 9 Change management; and 10 Communication. The study then develops a preliminary model of shared services success that addresses the interdependencies between the success factors. As the first empirical success model for shared services, it provides valuable guidance to practice and future research.
Notice of RetractionRough set theory in analyzing the knowledge on construction project customer satisfaction
Authors: Huang Ding-xuan; Guo Hong-ling
Year: 2010

Customer satisfaction is very important for construction project management which is a technical-oriented service for construction project customers. Evaluating the customer satisfaction is beneficial both to purchasers, enabling them to appraise the service received, and to provider, helping them to improve their services. This study developed the customer satisfaction for construction project management (CPM) services by using rough set theory. Test results show that perceived quality plays a very important role in CPM customer satisfaction with acceptable accuracy in predicating customer satisfaction. The developed method is a good reference for construction firms to improve their services.
Project Management Best Practices for Successful Project Execution
Authors: Kumari Suresh
Year: 2024

The book "Project Management Best Practices for Successful Project Execution" is an in-depth investigation into the fundamental ideas and techniques that are the foundation of successful project management. The capacity to deliver projects in an efficient and effective manner is a vital factor in determining the success of a company in today's business climate, which is both dynamic and saturated with competition. This book provides insights, approaches, and best practises that have been demonstrated to be effective in enabling project managers and teams to confidently negotiate the intricacies of their projects. It delves deeply into both the art and science of project management.
An Application of Latent Dirichlet Allocation to Analyzing Software Evolution
Authors: Erik Linstead; Cristina V. Lopes; Pierre Baldi
Year: 2008

We develop and apply unsupervised statistical topic models, in particular latent Dirichlet allocation, to identify functional components of source code and study their evolution over multiple project versions. We present results for two large, open source Java projects, Eclipse and Argo UML, which are well-known and well-studied within the software mining community. Our results demonstrate the effectiveness of probabilistic topic models in automatically summarizing the temporal dynamics of software concerns, with direct application to project management and program understanding. In addition to detecting the emergence of topics on the release timeline which represent integration points for key source code functionality, our techniques can also be used to pinpoint refactoring events in the underlying software design, as well as to identify general programming concepts whose prevalence is dependent only of the size of the code base to be analyzed. Complete results are available from our supplementary materials website at http://sourcerer.ics.uci.edu/icmla2008/software_evolution.html.
Project Management Monitoring Based on Expected Duration Entropy
Authors: Shiva Cohen-Kashi; S. Rozenes; I. Ben-Gal
Year: 2020

Projects are rarely executed exactly as planned. Often, the actual duration of a project’s activities differ from the planned duration, resulting in costs stemming from the inaccurate estimation of the activity’s completion date. While monitoring a project at various inspection points is pricy, it can lead to a better estimation of the project completion time, hence saving costs. Nonetheless, identifying the optimal inspection points is a difficult task, as it requires evaluating a large number of the project’s path options, even for small-scale projects. This paper proposes an analytical method for identifying the optimal project inspection points by using information theory measures. We search for monitoring (inspection) points that can maximize the information about the project’s estimated duration or completion time. The proposed methodology is based on a simulation-optimization scheme using a Monte Carlo engine that simulates potential activities’ durations. An exhaustive search is performed of all possible monitoring points to find those with the highest expected information gain on the project duration. The proposed algorithm’s complexity is little affected by the number of activities, and the algorithm can address large projects with hundreds or thousands of activities. Numerical experimentation and an analysis of various parameters are presented.
The effect of decision style on the use of a project management tool: an empirical laboratory study
Authors: Terry L. Fox; J. W. Spence
Year: 2005

Managing a software development project presents many difficulties. Most software development projects are considered less than successful, and many are simply cancelled. Ineffective project management has been cited as a major factor contributing to these failures. Project management tools can greatly assist managers in tracking and controlling their projects. However, their structured and analytical nature does not necessarily match the decision-making styles of project managers.This paper presents the results of an empirical laboratory study that examined the influence of decision style on a project manager's use of the project management tool, Microsoft Project. Project managers from eight companies participated in the study, and generated an interesting pattern indicating that significant differences exist with respect to the use made of a project management tool when the project manager's decision style is taken into consideration. The results clearly indicate that when completing certain tasks, such as developing an initial project plan, project managers preferring a more directive or analytical approach to decision making significantly outperformed those project managers preferring a more conceptual or behavioral approach, both in regard to the time taken to complete the plan, and the accuracy of the plan.
Creative principles for managing innovation projects in BANI environment
Authors: S. Bushuyev; Jurii Tykchonovych; Oleksandr Chernysh; Natalia Sukhonos; Arzu Khalilov
Year: 2024

In the dynamic landscape of innovation, where environments are increasingly
 characterized as Brittle, Accelerating, Nonlinear, and Incomprehensible (BANI),
 traditional project management approaches fall short of addressing the complexities and
 uncertainties that arise. This abstract explores a set of creative principles tailored
 for the effective management of innovation projects within BANI environments. Drawing
 inspiration from agile frameworks, design thinking, and open innovation, these
 principles aim to navigate the brittleness, acceleration, nonlinearity, and
 incomprehensibility inherent in such contexts. Adaptive leadership, rapid prototyping,
 and scenario planning emerge as key components, fostering a culture of continuous
 learning and cross-functional collaboration. Emphasizing innovation metrics beyond
 traditional KPIs, the abstract advocates for an ecosystem thinking approach to
 holistically comprehend the intricate interplay of factors within BANI environments. By
 integrating these creative principles, organizations can position themselves to not only
 adapt to the challenges presented by BANI but to thrive amid uncertainty, turning it
 into a catalyst for innovative growth. The world of innovation is facing unprecedented
 challenges. The acronym BANI – Brittle, Anxious, Nonlinear, and Incomprehensible – aptly
 captures the current environment characterized by fragile systems and
 interconnectedness. A single event can trigger cascading disruptions across industries
 and continents. Heightened uncertainty and anxiety. Rapid change and unforeseen events
 create constant pressure and require agility in decisionmaking. Non-linear trajectories
 and emergent phenomena. Traditional planning becomes obsolete in a world where cause and
 effect are blurry and unexpected outcomes arise. An incomprehensible information
 landscape. The sheer volume and complexity of data make it difficult to discern truth
 and make informed decisions. By embracing these creative principles, we can transform
 innovation projects from rigid endeavours into dynamic journeys of exploration and
 discovery. In the face of the BANI environment, embracing creativity, learning from
 failures, and pivoting quickly are the keys to unlocking ground breaking ideas and
 shaping a better future.
Information Systems Outsourcing in Large Companies: Evidences from 20 Ireland Companies
Authors: Mark Leeney; J. Varajão; António Trigo; Ricardo Colomo Palacios
Year: 2011

Information systems outsourcing is an indispensable tool in the management of information systems. The set of services contracted to outside suppliers, originally more limited to services of an operational nature, has expanded over the past two decades, and today there is a wide range of services subject to outsourcing. Among them are: the hiring of software development; maintenance of applications; services and communications networks; security of information systems; and many others. Depending on the nature of the services contracted and on the range that the contracting of services has on departments of information systems, the issues involved in project management vary considerably. This article presents the results of a survey conducted among large companies in the Republic of Ireland to characterize, among other things, the range of services that are most often outsourced. The results are relevant in the sense that not only do they enable a better understanding of the reality of information systems departments of large Irish companies, but also enable the management to focus attention on specific services.
Estimating development size and effort of business process service-oriented architecture applications
Authors: S. Mishra; C. Kumar
Year: 2014

Service-oriented Architecture (SOA) is adopted by many industrial and business organizations, as an efficient means for designing, developing and integrating enterprise business processes applications. With the built of Web Services, the developed business processes can be easily combined to achieve a composite business solution. Generally, any business applications are mixture of processes and some tasks corresponding to the processes. In the planning phase of software project management, estimation of development effort is very critical and crucial for software/business organizations. Having an accurate effort estimate guarantees the managers that the projects are completed within time and budget. So, estimation techniques/models need to be very efficient and should highlights all important cost drivers. The estimation of development effort for business processes primarily depends on the number of processes and it's associated tasks. The development effort of business applications primarily depends on the size of integrated applications. In this paper, some metrics for predicting the size of integrated business process SOA applications have been proposed. After estimating size, the development effort calculated by using the popular COCOMO model. A comparison of various performance evaluation criterion for assessing the accuracy of proposed model has been computed and shown.
Using Project Management Principles to Facilitate Interdisciplinary Collaboration.
Authors: K. Vazouras; G. Shenoy; I. Dragan
Year: 2022

The impact of interdisciplinary collaboration should always be evaluated from the perspectives of different stakeholders, including patients (and their families/caregivers), healthcare providers, third-party insurance providers, researchers, and companies that provide materials/supplies, to name a few. In an educational environment, the healthcare provider team consists of a dental student/resident and a faculty member. The assessment of outcomes for interdisciplinary collaborations can be multilayered from patient care to education and research. The aim of this article is to review the different layers of assessment (ie, patient care, education, and research) and provide an overview of the benefits and limitations of interdisciplinary care. In addition, the authors compare the varied processes involved in the synergistic care of a patient to a project delivery in an agile environment.
USING ACTION LEARNING TO DEVELOP ORGANIZATIONAL DEVELOPMENT PLANS
Authors: V. Popov
Year: 2024

The article discusses the issues of organizing the process of developing plans and projects for the development of enterprises during corporate training of personnel based on the application of the action learning method. The category of trainees is top and middle management. The approach of R. Revans was used, according to which learning occurs as a result of a combination of program knowledge and knowledge obtained by solving specific problems through asking questions. If there are clearly defined problems and they are solved in a group, both organizational development plans and project portfolio management plans can be formed. During the practical work of cross-functional groups, in addition to advanced training, an intellectual base is created to ensure the sustainable development of the enterprise. Based on more than 20 years of experience as a trainer-consultant, the author has identified priority disciplines of program knowledge that are similar in interests to a group of trainees from among top and middle management levels, a methodology for conducting classes both for the system of advanced training for corporate clients and for the professional retraining system. The most popular software knowledge for enterprises in the Perm region turned out to be the following disciplines: Change Management, Strategy Management, Project Management, Creative Methods. The following problems were recorded as the most frequently solved in groups: Ensuring strategic competitiveness, Project portfolio management, Implementation of a process approach to enterprise management. The most popular method for ensuring group work has become the direct and reverse method of brainstorming, staged by A. Osborne. The most outstanding results were obtained in ongoing professional retraining programs: Master of Business Administration and the Presidential Management Training Program. The methodological component of the results obtained by the author was published in the form of two textbooks, suitable for use both in the system of additional professional education and in higher education for the preparation of masters.
Public Sector Business Intelligence - An Open Source Approach
Authors: Björn Niehaves; Felix Müller-Wienbergen; J. Becker
Year: 2007

Approaches to strategic Information Systems (IS) are standard in private organisations. In Public Administrations (PA), however, only first steps towards strategic managing support are undertaken. Deficits become apparent especially regarding new public management (NPM) approaches, such as new accounting systems or an output-oriented management. While PA are often obliged to implement such NPM approaches in order to collect management-relevant data, there is little support regarding how to employ these new structures in terms of strategic management. Here, Balanced Scorecards (BSC) can provide a valuable strategic management instrument. Core problems that such an approach faces in the domain of PA are domain specific requirements, data collection problems in a heterogeneous IS environment, and financial limitations due to budgetary restrictions. This paper presents a design science-oriented case study on BSC design and organisational implementation in a medium-sized local PA. It introduces a solution based on an Open Source Software (OSS) approach which addresses the problem of data collection by BSC and project management software integration. A case study analysis identifies generalisable issues which can potentially be applied to other situational and organisational contexts.
A Fuzzy Multi Criteria Decision Making Approach to Software Life Cycle Model Selection
Authors: Mumin Hicdurmaz
Year: 2012

In software engineering project management, one of the critical issues is the selection of appropriate software life cycle model (SLCM), which may affect the success of the project as all stages of software development process is established according to the model selected. The aim of this study is to propose a fuzzy multi criteria decision making (MCDM) approach to SLCM selection, since fuzzy sets are inevitable in representing uncertainty, vagueness and human subjectivity. This study provides a view of existing software life cycle models, important factors to be considered and a new approach for SLCM selection. An application is carried out using the proposed method and sensitivity analysis is presented.
Risk Assessment and Coping Strategies in Power Engineering Project Management
Authors: Shuang Li
Year: 2024

: Power engineering projects are important infrastructure of the economy, which are of great significance to guarantee social production and people's life. However, due to the complexity and uncertainty of power engineering projects, there are various risks in the process of project management. These risks may affect the progress, quality, cost and other aspects of the projects adversely, and may even lead to the failure of the projects. Therefore, risk assessment and the development of corresponding coping strategies for power engineering projects are of great significance to ensure the smooth implementation and successful completion of the projects. In this paper, we will discuss in depth the risk assessment and coping strategies in the management of electric power engineering projects. By understanding the methods of risk assessment and formulating the corresponding coping strategies, we can better cope with the risks in the projects to ensure the smooth implementation and successful completion of the projects, and we hope that this paper can provide useful references and lessons for the management of electric power engineering projects.