derhan/semantic-scholar-manajemen-proyek huggingface dataset:
INTEGRATING SUSTAINABILITY INTO HVAC PROJECT MANAGEMENT: CHALLENGES AND OPPORTUNITIES
Authors: Nwankwo Constance Obiuto; Wisdom Ebirim; Nwakamma Ninduwezuor-Ehiobu; Emmanuel Chigozie Ani; Kehinde Andrew Olu-lawal; Ejike David Ugwuanyi
Year: 2024

As environmental concerns continue to escalate, the integration of sustainability principles into project management practices has emerged as a crucial endeavor across various industries. In the realm of Heating, Ventilation, and Air Conditioning (HVAC) systems, where energy consumption and environmental impact are significant, the incorporation of sustainable practices presents both challenges and opportunities. This review provides an overview of the challenges and opportunities associated with integrating sustainability into HVAC project management. Challenges in integrating sustainability into HVAC project management stem from various factors, including technological limitations, cost considerations, and organizational barriers. Technologically, the adoption of sustainable HVAC solutions often requires investments in advanced equipment and systems, which may not always be readily available or affordable for all projects. Additionally, the upfront costs of implementing sustainable practices can be perceived as prohibitive, especially in industries where budget constraints are prevalent. Moreover, organizational inertia and resistance to change pose significant challenges, as stakeholders may be hesitant to deviate from traditional HVAC methodologies. Despite these challenges, there exist ample opportunities for integrating sustainability into HVAC project management. Advancements in technology, such as the development of energy-efficient HVAC systems and renewable energy integration, provide opportunities to reduce environmental impact while enhancing operational efficiency. Furthermore, the growing emphasis on green building certifications, such as LEED (Leadership in Energy and Environmental Design), incentivizes the adoption of sustainable HVAC practices by offering recognition and financial benefits to projects that meet stringent sustainability criteria. Moreover, the increasing awareness of environmental issues and regulatory requirements underscores the importance of integrating sustainability into HVAC project management. By aligning with regulatory standards and industry best practices, organizations can mitigate risks associated with non-compliance while enhancing their reputation as environmentally responsible entities. While challenges persist, the integration of sustainability into HVAC project management presents significant opportunities for organizations to mitigate environmental impact, enhance operational efficiency, and foster a culture of innovation. By addressing these challenges proactively and leveraging available opportunities, organizations can position themselves as leaders in sustainable HVAC project management. 
Keywords: HVAC, Project Management, Challenges, Sustainability, Review.
Agile project management and investment projects: Dilemmas and challenges
Authors: Radoslav M. Rakovic
Year: 2023

New technologies and changeable environment more and more lead to evolution from traditional to agile project management. This approach was applied a quarter century ago to software development projects, but now it has been spread to all other projects. In this paper, basic characteristics of Agile approach as well as possibilities of its application in specific type of projects, investment ones are considered..
Mindset-Shaping Solutions with Innovative IT and PM Technologies in Higher Education
Authors: Mariann Váraljai; Enikő Nagy; B. Nagy; Zoltán Balogh; Gy. Molnar
Year: 2024

Every society has its own characteristics, shaped from time to time by the various innovative, disruptive, but in any case, dynamically changing mechanisms that affect it most. In today's society, technological innovation plays a major role in the development of individuals and their abilities. Education is the most typical and obvious arena for shaping, developing, and preparing for the challenges of the future. As in the leading sectors, in the world of education, rapid responses and immediate reactions to change significantly increase the ability to achieve and maintain success and thus marketability. As a sector responsible for developing the competences of individuals, building knowledge and training professionals, education should seek to keep pace with trends and break with traditional approaches and methods, so that, in addition to incorporating technological developments, a renewed approach to organizational development and methodology is an important means of achieving the desired success and effectiveness. In the course of our work, we provide a summary insight into the project work of student groups who require up-to-date IT skills, use advanced IT tools, plan, and implement their web development workflows supported by database management, front-end planning and design, and back-end programming with a project management approach according to the latest trends, interpreting the advantages and disadvantages of working methods for success.
Systematization of absorptive capacity microprocesses for knowledge identification in project management
Authors: Alan Tadeu de Moraes; L. F. Silva; P. S. D. Oliveira
Year: 2020


Purpose
This study aims to systematize the acquisition phase of absorptive capacity microprocesses that contribute to project management (PM) knowledge identification.


Design/methodology/approach
An exploratory and descriptive qualitative research was adopted. The first stage consisted of building the conceptual framework based on four systematic-literature-reviews. The data collection process in the second phase involved in-depth interviews, which are adequate to understand the interviewee’s reality. The sample composition consisted of 15 respondents who are PM professionals with an average of 15 years of experience. Each interviewee was chosen based on their expertise and ability to transmit the entire management process of several projects. The data were analyzed using the Atlas. Tecnology information software following the grounded theory technique with three coding cycles: open, axial and selective.


Findings
Based on the results, the authors organized the microprocesses into three groups: events, social interaction and the use of tools and techniques.


Research limitations/implications
The primary limitation of the study was the number of respondents. Future studies will be able to identify other microprocesses and evaluate their role in the knowledge identification process.


Practical implications
This study presents a systematization of microprocesses in knowledge identification, as it occurs in the context of PM. Based on the results of this study, organizations will be able to choose the microprocesses that best fit their operations and activities according to the complexity, innovation and/or criticality of their projects.


Originality/value
The systematic literature review revealed a gap in the knowledge identification phase of knowledge management as it pertains to PM. Thus, this study presents a systematization of how knowledge identification occurs in the context of PM.
Applying Lean to Improve Software Project Management Education
Authors: Maria Monserrat; A. Mas; Antoni-Lluís Mesquida Calafat; Paul Clarke
Year: 2024

This article describes how different Lean principles and techniques have been adapted and applied to identify, analyze, and improve the value chain of a Software Project Management module in a computer science curriculum. This research is part of an initiative to improve the processes related to higher education teaching management, at a university, with the main goal of maximizing the value that is provided to students when taking a module. To represent and visualize the whole value chain of the module, the value stream mapping Lean management tool has been used. The essential module activities and the necessary elements to teach each one of these activities, from the first session to the final mark, were detected, collected, and represented using diagrams. The value chain analysis and review were performed by applying Lean principles and techniques. This article details several improvements to be applied to the module to eliminate the waste that did not add value to students.
UniText : Information System Concept for Documentation/Project Management
Authors: Philippe Jarrin; Luc Beaupere
Year: 2014

The UniText tool is a concept in development that takes into account the distributed nature of documentation, which consists of multiple documents linked to several parts of the system described at different levels of abstraction, and produced by different people with different authority levels. UniText can manage the traceability of all the documentation units according to several criteria (author, date, context, tasks, sub-projects, delegation of projects), as well as suggestions and discussions about the documentation, in order to help building and maintaining a consistent documentation from all these pieces of information. The UniText venture is designed to structure the work of managers who are responsible for documentation in R&D projects, in order to improve clarity, motivation, efficiency, capabilities and to absorb and respect all contributions of all stakeholders.
Architecture of project management web services based on integration with natural language processing modules
Authors: G. A. Yegoshyna; S. M. Voronoy
Year: 2022

A method for intellectualizing project management web services based on integration with natural language processing modules is proposed. The supporting of high reliability, extensibility and flexibility of the interface of such systems is a necessary condition for the providing of effective tools for developers of software systems of various profiles. It is shown that a prevalent trend in software development is to increase the portability of software in order to ensure the possibility of using the same application in different runtime environments. The advantages of using the concept of “API-first” are highlighted. The features of the “API-first” web server architecture are considered, in which all requests for web services are executed through a single web API interface, and the resource-intensive web pages formation is transferred to a separate structure on the same host or to a separate web server. The advantages of using natural language processing tools to improve the efficiency and availability of project management web services are considered. Project management web service database structure is proposed. All the natural language processing data for the conversational interface consist of user intents list, entities collections list, entities (collocations or word sets). It will be stored within each external language processing web service in the appropriate format automatically. Examples of prototype business logic with functions for the internal and external API are shown. Most of the external natural language processing service handlers are closely related to this business logic.
Using Lean Six Sigma to Increase the Effectiveness of an Evidence-Based Quality Improvement Program
Authors: Patricia M Lavin; M. Vetter
Year: 2021

Supplemental Digital Content is Available in the Text. Background: Evidence-based quality improvement (EBQI) is an established methodology for identifying nursing practice changes that improve health care quality and safety. However, EBQI itself does not provide a framework for navigating the barriers to practice change. Local Problem: An EBQI program in an orthopedic specialty hospital fostered many successful quality improvement projects. However, program participants frequently encountered barriers to project implementation. Methods: Lean Six Sigma (LSS) principles, tools, and strategies were incorporated into the EBQI program to help participants overcome organizational barriers to successful implementation. Interventions: LSS interventions included stakeholder alignment, process analysis, change management, project management, structured check-ins, mentoring, and organizational recognition. Results: The addition of LSS principles gave EBQI project leaders new tools for gaining executive support, securing resources, and overcoming organizational inertia to facilitate effective practice change. Conclusions: Lean Six Sigma can increase the effectiveness of an EBQI program.
TALENT MANAGEMENT FACTORS IN THE NEW WORLD OF WORK WITHIN THE ENGINEERING, PROCUREMENT, CONSTRUCTION AND MAINTENANCE INDUSTRY
Authors: S. Waldick; CM Schultz
Year: 2023

The world of work is evolving at speed and managers as well as HR professionals need to familiarise themselves with the future of talent management in order to add value to their industry. The purpose of the study was to explore talent management factors in the new world of work within the Engineering, Procurement, Construction and Maintenance (EPCM) industry. A qualitative research approach was used to obtain rich data. A set of pre-established, semi-structured questions directed the actions of the participants in the email interviews. Thematic analysis was used to analyse the data. The following themes were identified as the findings of the study: Employment, integrated systems, digital transformation, flexibility, reskilling, development and performance management. The implications of these findings are that, if the EPCM industry does not take note of talent management factors, they may keep on losing talent, which can result in poor project management in the new world of work within the EPCM industry. The identified talent management factors should receive the necessary attention in order to retain the EPCM contractors.
Requirements Engineering and Software Project Success: an industrial survey in Australia and the U.S
Authors: J. Verner; Karl Cox; S. Bleistein; N. Cerpa
Year: 2005

Because requirements engineering is recognized as critical to successful software projects we surveyed a number of software practitioners regarding their software development practices during recent software projects. Relationships between requirements practices and software project outcomes enable us to better understand requirements issues and their relationship with project success. We asked three sets of questions directly related to requirements issues: 1) requirements practices, 2) the sponsor and customers/users, and 3) project management. Our respondents were from business organizations in the U.S. and Australia, and were almost exclusively involved in in-house software development. The most significant factors from each question set were: 1) the requirements were good, 2) there was a high level of Customer/User involvement, and 3) the requirements were managed effectively. Overall, the best predictor of project success was that the requirements were good together with the requirements were managed effectively (93% of projects were predicted correctly). Our survey shows that effective project management is fundamental to effective requirements engineering.
To Continue or Discontinue the Project, That is the Question
Authors: R. Paper; T. Spil; J. Hillegersberg
Year: 2015

Information systems and technology (IS/IT) projects are perceived as ventures that are prone to failure. An evaluation as part of IS/IT governance and control is highly important for stakeholders, to lessen the risk and the failure of such projects. However, decision-makers often encounter difficulties when evaluating and making decisions regarding the continuation of their projects. This study examines equivocal situations and the antecedents of dilemmas in project evaluations. A theoretically grounded research model postulates the influence of Content, Context, and Process of evaluation on the prevailing equivocal situations. The model, which is tested using PLS analysis, shows the impacts of the Challenges of project management, the Lack of standards, and the Sophistication of Technology on the extent of equivocal situations. This study is based on a survey of 111 projects and offers early empirical evidence attesting to the importance of well-defined project charters and senior management control in IS/IT governance.
The Impact of Using Artificial Intelligence Techniques on Improving the Quality of Project Management
Authors: Feryal Al-Dari
Year: 2024

In recent years, artificial intelligence techniques have emerged in business administration and project management. The study aims to explore the uses of artificial intelligence in various types of projects, and analyze their impact on the quality of performance. The study presents the concepts of artificial intelligence, including machine learning, deep learning, natural language processing, and computer vision. It also includes a detailed analysis of artificial intelligence applications in many types of projects, such as manufacturing projects, supply chain management, software development, and digital marketing...etc. The study focuses on how to use these technologies to improve the quality of project management performance. It relied on studying practical cases and analyzing data extracted from surveys and opinions of specialists working in this field.
A study on the need for a PMC(Project Management Consultant) to achieve Large Scale Project Performance: Focusing the case of PMC: applied construction projects
Authors: Heon Lee; Jeong-Dae Lee; Sohyun Park
Year: 2023

Recently, global construction companies are turning to PMC, a high value-added business. However, domestic construction engineering companies are still conducting projects focused on detailed design and construction supervision. This study aims to investigate the necessity of introducing PMC by analyzing the cases of completed projects in which PMC was introduced among domestic construction projects. Among the large-scale national projects in Korea, examples of the application of global standard PM include nuclear power plant projects in the 1970s, Gyeongbu High Speed Rail, Incheon International Airport, Incheon Bridge and Yongsan United States Forces Korea Base Relocation Plan (YRP) projects. However, these projects are PMC projects carried out by advanced global companies in Korea. There is an implication in that the necessity of introducing PMC for the successful completion of large-scale national projects was analyzed through the case analysis of these projects.
How Digital Information Transforms Project Delivery Models
Authors: J. Whyte
Year: 2019

This study articulates how increasingly pervasive digital information transforms project delivery models. It builds on and extends the literature on innovation and knowledge codification, analyzing London’s evolving digital innovation ecosystem across 15 years of industry/government initiatives and infrastructure megaprojects. Findings suggest profound and ongoing changes in digitally enabled project delivery models. Novel contributions are: first, to identify new generations of integrated solutions; second, to articulate changes in supply chains and relationships with owners, operators, and end users; and third, to recognize the growing importance of digital workflows and analytics, rather than documents. There are implications for project management practice and scholarship.
An Approach Related to Uncertainty in Software Projects
Authors: M. Marinho; Suzana Sampaio; H. Moura
Year: 2013

A number of recent studies confirm that change continues to occur in project management in both the professional and research fields. Although project management has become a core business process for many firms at strategic and operational level it is no secret that many projects still fail, and one reason for this may be due to a lack of knowledge regarding project uncertainties. The goal of this article is to understand what gives rise to uncertainty, to recognize its symptoms and explore strategies for controlling it. This article offers a new classification to areas of uncertainty in software projects, and our aim is to assist project managers and staff to reduce uncertainty and thereby contribute to commercial project success.
Theranos Experience Exposes Weaknesses in FDA Regulatory Discretion
Authors: R. Jotwani; Marcia M. Boumil; D. Salem; Madeline Wetterhahn; P. Beninger
Year: 2017

Beginning in late 2015, the Wall Street Journal published a series of articles on the American biotech startup company, Theranos.1–13 Founded in 2003, Theranos promised fingerstick and small volume blood-testing technology that would revolutionize the way small blood samples could be tested for a myriad of diagnostic applications. At its pinnacle 10 years later, Theranos was valued at $9 billion. Theranos succeeded in exploiting the Food and Drug Administration (FDA)’s regulatory enforcement discretion, which allowed it to delay FDA review of its technology; it gained Centers for Medicare & Medicaid Services (CMS) certification for its laboratories; and it secured retail shelf space at Walgreens. All of this would eventually be undone: (1) Theranos was cited by FDA inspectors for misclassifying its nanotainer blood-collecting technology and for deficiencies in documentation of manufacturing compliance; (2) it was sanctioned by CMS, including revocation of its certification; and (3) it was forced to close down its laboratory and retail operations to concentrate on a single miniature testing machine. What did Theranos hope to accomplish, and how did the FDA’s regulatory enforcement discretion help to make it happen? The goal that had been articulated by senior Theranos management to a wide audience was that Theranos would be the first to commercialize a laboratory testing platform that could accurately test a small volume of blood on site: in a drugstore, a doctor’s office, or another convenient location.14 Hospital managers and investors were intrigued by claims that 30 tests could be rapidly run on a single droplet of blood.15 Consumers would have direct access to technological breakthroughs that make it “possible to quickly process the full range of laboratory tests from a few drops of blood.”3 In a race to be first in a highly competitive market, Theranos attracted high-profile, albeit primarily nonscientific, investors to sit on its board, and it exploited regulatory ambiguities to find its way into this $75 billion-a-year commercial market.1 Eschewing a traditional, thorough, project management-driven, science-focused development program, Theranos appeared to presume that its technology would eventually be able to do what it promised and develop the necessary test results to prove its capability. Regrettably, that is not how the story unfolded.