derhan/semantic-scholar-manajemen-proyek huggingface dataset:
Impact of work environment, leadership, human resources practices and technology on organizations performance
Authors: Aida Ahmed Zahrani
Year: 2024

. In today's rapidly evolving business landscape, adopting technology plays a pivotal role in shaping the work environment, while effective leadership practices determine how resources are harnessed to achieve organizational goals. To eliminate discrepancies between the literature and the need for more models, integration between work environment resources, leadership management, human resources practices, and technology, leading to inefficiencies in organizational functioning, were examined. Thus, achieving workplace effectiveness requires a comprehensive approach where human resources practices, technological innovations, and leadership management intersect as critical elements. However, this research aimed to develop a new model and conduct confirmatory factor analysis in order to better explore the profound impact of technology adoption and Human Resources Practices on work environment resources and leadership management. Another aim is to examine the relationships between transformational leadership theory and the psychological contract theory of human resources, empowerment, and technology adoption in Saudi Arabia's companies. A quantitative survey (questionnaire) was the primary method of data collection. Thus, 375 employees completed a questionnaire, and the analysis research model was comprehensively assessed using SmartPLS software for structural equation modelling (SEM). The findings revealed that automation technologies, cloud computing, and project management software were positively correlated with technology integration at an organization. Also, the human resources practices factor was positively correlated with performance management and feedback, human resource optimization in supply chain management, organization culture and employee engagement, and empowerment and symbiotic relationship factors, while there was a negative relationship between human resources practices and adaptability and innovation. The results also revealed five relationships to determine the mediating role of technology integration and human resources practices. Four positive relationships existed between technology integration with human resources practices, work environment resources, and leadership management. Also, there was a positive relationship between human resources practices and work environment resources, while there was a negative relationship between human resources practices and leadership management. Finally, dependent factors positively link work environment resources and leadership management.
Project management vs. systems engineering management: A practitioners' view on integrating the project and product domains
Authors: Amira Sharon; O. Weck; D. Dori
Year: 2011

While most Systems Engineering Management (SEM) applications use some subset of traditional Project Management (PM) methods and tools, the actual practice of systems engineering management involves continuous cognitive zigzagging between systems engineering—the product domain—and project management—the project domain. Focusing on seven PM methods, we examine two research questions regarding systems engineering practitioners: (1) While conducting SEM, do they perceive a notion of a project domain, a product domain, and a combined project‐product domain? (2) What is the extent to which, and ways by which, systems engineering practitioners deem PM methods as effective for supporting SEM? Using analysis of structured questionnaires among 24 participants, we verified that project and product are indeed viewed as two complementary facets of SEM, and that certain PM methods address both domains better than others with respect to particular examined factors. © 2011 Wiley international, Inc.
Analysis of The Effectiveness of Earned Value Method In Road Widening Project Management In Mojokerto Regency
Authors: Sugeng Hariyadi; Hanie Teki Tjendani; Budi Witjaksana
Year: 2024

In construction project management, achieving three main goals, namely cost, quality, and time, becomes the primary focus. This study aims to evaluate a road widening project in Mojokerto Regency with a target completion time of 150 days. To prevent delays and cost overruns, researchers adopted the Earned Value method as a tool to identify early warnings regarding project performance. This method integrates cost and time measurements through indicators such as Cost Variance (CV), Schedule Variance (SV), Cost Performance Index (CPI), Schedule Performance Index (SPI), Estimated at Completion (EAC), and Estimated Schedule at Completion (EAC). The analysis results show that the additional costs required (ETC) amounted to Rp 3,276,704,110.14, with an estimated additional time (ETS) up to the 12th week being 87 days. The project's cost change (EAC) reached Rp 3,961,767,811.01 from the contract cost, while the estimated project completion time (EAS) was 171 days. These findings indicate that the construction service provider has implemented an efficient execution method with consistent monitoring, ensuring the smooth progress of the project.
Prevention and management of medical adhesive-related skin injuries in tumor patients with peripheral central venous catheters: a best practice implementation project.
Authors: Huang Tang; Xuemei Zhong; Caixia Wu; Yunfei Fan; Qinghua Li; Qingxia Chen; Xiaojin Li; Jing Ruan; Chunxia Xia
Year: 2024

INTRODUCTION
Peripheral central venous catheters are common vascular access devices used in patients with tumors. To prevent catheter shedding and displacement, it is essential to use medical adhesives to secure the catheters. Repeated adhesion and removal of medical adhesives can weaken the barrier function of the skin, leading to medical adhesive-related skin injuries (MARSI), which can increase the patients' pain and medical expenses.


OBJECTIVES
The objective of this project was to utilize the best evidence to prevent and manage MARSI in tumor patients with peripheral central venous catheters.


METHODS
This evidence-based audit and feedback project was theoretically informed by the JBI Evidence Implementation Framework. The framework involves seven phases in which a project team was established; measurable criteria were selected; baseline data were collected; improvement strategies were implemented to address gaps in compliance; a follow-up audit was conducted to assess improvements in compliance; and sustainability measures were considered. The project also used the JBI Practical Application of Clinical Evidence System (PACES) for project management, including data collection and analysis. The JBI Getting Research into Practice (GRiP) approach was also used to support implementation and compliance.


RESULTS
In the baseline audit, the compliance rate for the nine audit criteria was low. In the follow-up audit, the compliance rate significantly improved, with each audit criterion exceeding a minimum of 80%, and four audit criteria reaching 100%. Knowledge of MARSI among nurses and patients significantly improved (p < 0.05) and the incidence of MARSI among patients with peripheral central venous catheters decreased.


CONCLUSIONS
This project successfully enhanced nurses' compliance with MARSI prevention and management and increased the knowledge and skills of both nurses and patients about MARSI.


SPANISH ABSTRACT
http://links.lww.com/IJEBH/A285.
Построение системы управления рисками горнодобывающего предприятия на основе проектного подхода
Authors: С.И. Двоеглазов
Year: 2020

В статье рассмотрена система управления рисками горнодобывающего предприятия в рамках проектного подхода и даны рекомендации по совершенствованию управления рисками. В работе отмечается, что в рамках проектного управления необходимо подходить к анализу и управлению рисками с учетом времени их возникновения по стадиям инвестиционного проекта, то есть идентифицировать риск-факторы на каждой стадии развития проекта и детализировать риски по вероятным последствиям их воздействия. Представлена логика построения системы управления рисками горного предприятия в рамках проектного подхода и на этой основе разработана карта рисков проекта. Сделана попытка систематизировать все многообразие поведения рисков проекта, позволяющая выявлять и прогнозировать поведение наиболее значимых рисков. Представленная методика позволяет обобщить и систематизировать поведение рисков, установить уровень допустимости риска.
 The article considers the risk management system of a mining enterprise with in the project approach and provides recommendations for improving risk management. The paper notes that within the framework of project management, it is necessary to approach the analysis and management of risks taking into account the time of their occurrence at the stages of the investment project, that is, to identify risk factors at each stage of the project development and to detail the risks according to the likely consequences of their impact. The logic of building a mining enterprise risk management system within the project approach is presented, and a project risk map is developed on this basis. An attempt is made to systematize all the variety of project risk behavior, which allows identifying and predicting the behavior of the most significant risks. The presented method allows you to generalize and systematize the behavior of risks, set the level of risk tolerance.
Enhancing US Software Companies' Competitive Edge with Agile Project Management
Authors: Christensen. K. Kotler
Year: 2023

The primary purpose of this study was to examine how the adoption of Agile Project Management practices can help US-based software companies gain a competitive advantage in the rapidly evolving global marketplace. With ever-increasing customer demands and changing technology landscapes, it was crucial to assess whether agile methodologies could effectively address these challenges. The software industry in the USA faced challenges related to project delays, cost overruns, and difficulties in responding to changing customer requirements. Traditional project management approaches often proved inadequate in such dynamic environments. The study aimed to determine whether Agile Project Management could mitigate these issues and improve competitiveness. The research employed a mixed-methods approach. Quantitative data were collected through surveys distributed to software companies implementing agile practices. Qualitative insights were gathered through in-depth interviews with industry experts. Data analysis involved statistical techniques for quantitative data and thematic analysis for qualitative data. The findings revealed that Agile Project Management significantly improved software development processes. Agile adoption also fostered better collaboration among cross-functional teams. Moreover, Agile practices positively impacted software quality and customer satisfaction, ultimately contributing to a competitive edge. Based on the research findings, it can be concluded that Agile Project Management has a substantial positive impact on the competitiveness of US-based software companies. To enhance competitiveness, it is recommended that US software companies consider the adoption of Agile Project Management practices. Additionally, organizations should invest in training and cultural changes to facilitate a smooth transition to agile methodologies. Continuous improvement and alignment with agile principles are essential for sustained competitiveness. Keywords. Agile Project Management, Software Development, Competitiveness, Customer-Centric, US Software Companies
The common asset services platform
Authors: G. Bermingham
Year: 2012

Financial institutions are striving to move towards an integrated common business model. Whatever the drivers, the integrated bank model necessitates change across the firm, from how the bank packages and sells its products, to the service groups that execute and support the business, to the technology on which it all runs. With recent advances in electronic messaging standards, such as extensible business reporting language (XBRL) and ISO 20022, and commonly agreed market practices, the move towards the common asset services platform is a reality. This paper examines asset services, operations and technology as applied to several business lines and identifies functions eligible for a common processing platform, such as the Golden Copy global hub. The common asset services platform enables banks to deliver enhanced client value through improved services across all their business lines; removes technology as a barrier to business convergence on the one hand, and leverages technology as a service differentiator on the other. Sophisticated tools alongside disciplined project management are the keys to success. The implementation can be taken in phases, meaning benefits are realised with each major project milestone. While careful analysis of the requisite investment and corresponding benefits is the foundation of any good project, the consensus is forming that the common asset services platform delivers real and sustainable value to banks and clients alike.
The Project Management Ontology called ProjectCO: Architectural Aspects, Concepts, and Usefulness
Authors: L. Olsina; Pablo Becker; Fernanda Papa
Year: 2024

This paper presents the concepts, relationships, constraints, and verification issues of the project management ontology called ProjectCO. Its concepts represent key concerns of the conceived world for project management, embracing particular things (or entities) and their relations, as well as assertions that deal with them. ProjectCO is placed at the core level in the context of a five-tier ontological architecture, which considers foundational, core, top-domain, low-domain, and instance layers. A given ontology is located in this architecture according to the level of generality/specificity of its concepts, which in turn depend on the established development goal and scope. Therefore, since we aim for ProjectCO concepts to be cross-cutting, domain-independent concerns of any specific discipline, its scope is limited to core terms that need to be reused and specialized at lower domain levels. Note that many definitions and labels of ProjectCO terms were adopted or adapted from four well-known standard glossaries, as well as from a previous project management ontology. To showcase its usefulness, this work discusses enriched and harmonized concepts for a top-domain ontology for measurement and evaluation projects.
Assessing the Impact of the COVID-19 Pandemic on Healthcare Project Management: A Shift in Standards?
Authors: Ariadna Bednarz; M. Matejun; A. Rzeźnicki; Monika Zgoła; Remigiusz Kozłowski; Michał Marczak; Marta Borkowska-Bierć
Year: 2023

Abstract Background The COVID-19 pandemic was a shock event for many sectors, with the healthcare sector undoubtedly being the one most affected. Aim The study sought to examine the impact of the COVID-19 pandemic on project management within the healthcare industry, as this is the sector with the potential to implement innovations that mitigate such shocks in the foreseeable future. Methods The study was conducted between March and July 2023 by surveying professionally active individuals employed in hospitals who had experience in project implementation within the last five years. To discern the potential impact of the pandemic on project management practices in healthcare systems, we designed a specific survey questionnaire. Using a five-point Likert scale, participants assessed the importance of each criterion for their specific project. Of the total 389 respondents, there were 144 men and 245 women. The participants reported their involvement in 808 projects in total. Results Results show that after the pandemic, the importance of project efficiency and stakeholder satisfaction as factors for project success has increased. Moreover, the study revealed a stronger emphasis on the projects’ impact on the future. Conclusion The pandemic has reshaped healthcare project management priorities, with project managers and sponsors collectively striving for recovery and improvement.
Analisis Manajemen Waktu Konstruksi Pada Proyek Pembangunan Dua Gedung Nurse Station COVID-19 RS. Djasamen Kota Pematang Siantar
Authors: N. Sianturi; Ira Modifa; Asril Nizar; R. Sihombing; Krisna D Simarmata
Year: 2023

Manajemen Konstruksi merupakan salah satu ilmu yang sangat penting dan perlu menguasai dalam menjalankan suatu proyek. Salah satu bagian dari manajemen proyek itu sendiri adalah waktu pengelolaan. Sistem manajemen waktu merupakan salah satu penentu keberhasilan kontraktor dalam mengelola proyek terutama dari segi waktu. Pekerjaan yang sesuai pengaturan jadwal dapat meminimalisir kendala yang mungkin terjadi dalam pelaksanaan proyek. Dalam setiap penjadwalan harus memperhatikan urutan pekerjaan masing-masing agar pengalaman terpisah diperlukan untuk perencana. Salah satu bagian penting dari manajemen waktu itu sendiri adalah pengukuran prestasi kerja. Hal ini dilakukan agar pelaksana dapat mengetahui berapa berat pekerjaan yang telah diselesaikan berdasarkan Jadwal Waktu. Diperoleh Metode Nilai Menjadi salah satu pilihan sebaga indikator dalam mengukur kemajuan pekerjaan yang dilakukan di Gedung Nurse Satatio Covid - 19. Penggunaan Earned Value dapat dilihat dari progres proyek yan dilaksanakan dan dapat diprediksi penyelesaiannya waktu proyek pembangunan 2 Gedun Nurse Station Covid - 19
АНАЛИЗ РОЛИ И ПРОБЛЕМ ЦИФРОВЫХ ТЕХНОЛОГИЙ В УПРАВЛЕНИИ ПРОЕКТАМИ СТРОИТЕЛЬНОЙ ОТРАСЛИ КИТАЯ
Authors: Ж. Лу
Year: 2024

В этой статье глубоко обсуждается важная роль цифровых технологий в управлении проектами строительной отрасли Китая и проблемы, с которыми она сталкивается, а также предлагаются целевые стратегии реагирования. В исследовании отмечается, что применение цифровых средств, таких как технология BIM, технология Интернета вещей, большие данные, облачные вычисления и мобильные технологии, в управлении проектами в строительной отрасли значительно повысило эффективность, качество и безопасность проекта. Однако также возникли такие проблемы, как препятствия в технической реализации, безопасность данных и защита конфиденциальности, давление на затраты и бюджет, нехватка технических талантов, а также стандартизация и функциональная совместимость. В ответ на эти проблемы в этой статье предлагаются такие стратегии, как политическая поддержка и руководство, построение технической стандартизации, усиление подготовки кадров, управление безопасностью данных, а также разумное управление бюджетом и затратами, чтобы обеспечить теоретическую поддержку и практическое руководство для цифровой трансформации. управление проектами в строительной отрасли Китая.
 This paper deeply explores the important role of digital technology in project management in China's construction industry and the problems it faces, and puts forward targeted response strategies. The study points out that the application of digital means such as BIM technology, Internet of Things technology, big data, cloud computing and mobile technology in construction project management has significantly improved the efficiency, quality and safety of projects. However, technical implementation barriers, data security and privacy protection, cost and budget pressure, lack of technical talents, standardization and interoperability and other problems have also emerged. In response to these problems, this paper proposes strategies such as policy support and guidance, technical standardization construction, strengthening talent training, data security management, and reasonable budget and cost management, in order to provide theoretical support and practical guidance for the digital transformation of project management in China's construction industry.
Process anti-pattern detection – a case study
Authors: P. Pícha; Sebastian Hönel; Přemek Brada; Morgan Ericsson; Welf Löwe; Anna Wingkvist; Jakub Daněk
Year: 2022

Anti-patterns are harmful phenomena repeatedly occurring, e.g., in software development projects. Though widely recognized and well-known, their descriptions are traditionally not fit for automated detection. The detection is usually performed by manual audits, or on business process models. Both options are time-, effort- and expertise-heavy, prone to biases, and/or omissions. Meanwhile, collaborative software projects produce much data as a natural side product, capturing their status and day-to-day history. Long-term, our research aims at deriving models for the automated detection of process and project management anti-patterns, applicable to project data. Here, we present a general approach for studies investigating occurrences of these types of anti-patterns in projects and discuss the entire process of such studies in detail, starting from the anti-pattern descriptions in literature. We demonstrate and verify our approach with the Fire Drill anti-pattern detection as a case study, applying it to data from 15 student projects. The results of our study suggest that reliable detection of at least some process and project management anti-patterns in project data is possible, with 13 projects assessed accurately for Fire Drill presence by our automated detection when compared to the ground truth gathered from independent data. The overall approach can be similarly applied to detecting patterns and other phenomena with manifestations in Application Lifecycle Management data.
Integrated Controlling Tool with Plan-fact Analysis
Authors: Z. Sebestyén; T. Tóth
Year: 2018

The importance of project risk management has been proved not only by the numerous articles published by the academic and scientific community, but also by practitioners, by the establishment of risk-related certifications, and standards by international project management associations and institutions. This article, which covers this area, follows a threefold structure. First, the concept of an integrated controlling tool is defined, and the purposes of the process are presented. This section tries to publicize the original ideas, which were not widely publicized; and helps the professionals sort the specified steps in a logical order. Secondly, we used a sample project to validate the viability of the new tool. Comparing the results provided by the conventional project risk management analysis and the integrated tool with data from a sample project is able to justify the results of this research. Lastly, potential future directions for research are proposed.
SOFTWARE APPLICATIONS PROJECT AND ITS USE IN THE PROJECT MANAGEMENT PROCESS
Authors: Miloš Jovanović; Danka Milojković; Nebojša Stojković
Year: 2012

The goal of each project is to be completed in the shortest possible time with minimal costs. Many studies have found that on average only 40% of started projects finished on time and budgets usually exceed an average of two times the predicted values. Such phenomena have led to greater use of Microsoft Project, who represents one of the most popular software packages used to support project management. This software package is used for planning, monitoring and control of realization of different types of projects, and is one of the easiest and most used software packages for project management. This paper describes the practical use of this software package in the process of dynamic plans, planning different kinds of resources, planning and cost analysis, monitoring and control of the project and, creating different types of reports.