derhan/semantic-scholar-manajemen-proyek huggingface dataset:
Assessing supplier Performances under Partnership in Project-Type Procurement
Authors: Liang-Chieh Cheng; E. E. Carrillo
Year: 2012

Purpose – The purpose of this paper is to investigate the effects of a commercial partnership in a project‐type supply chain. The research focuses on the performance of suppliers who develop a partnering mechanism for procurement of complex manufacturing projects. In total, four supply chain metrics are evaluated: project scope change, ratio of actual‐to‐estimated project costs, gross profit margin, and delay in deliverable shipments. Hypotheses are formulated to contrast partnerships and arms‐length relationships for industrial procurement. Statistical results support the conclusion that supplier performances improve under partnership.Design/methodology/approach – Four supply chain metrics were generated through review of literature and in‐depth field study. The authors utilized the supply chain management, project management, and principal‐agent theory literature to develop hypotheses to examine effects of instituting a partnership agreement. A case study approach was employed to collect financial and o...
Towards an Economic Foundation for the Decision between Agile and Plan-driven Project Management in a Business Intelligence Context
Authors: Sarah Otyepka; Benjamin Mosig; Marco C. Meier
Year: 2012

Lacking a formal yet practical decision model, nowadays decision makers mostly follow corporate guidelines or their intuition when it comes to the decision between agile and plan-driven project management in Business Intelligence projects. As one size does not fit all, using management methods hyped by temporary fashion or other management methods not adapted to the situation bears the risk of project failure. Thus, this paper proposes a risk-adjusted net present value-based model to support decision makers in the selection of the appropriate management method for Business Intelligence projects. We focus on two decisive risk parameters – the likelihood of environmental changes and the peril of improper system integration – and a project’s estimated cash flows. As a result, the tradeoff between different characteristics of risks and cash flows in a specific project is formalized and made transparent. In summary, this research-in-progress paper sketches the idea of a practical decision model that improves the foundation for the selection of the appropriate management method.
How can IPMA contribute to new PM2 EU commission standard?
Authors: J. Pantouvakis
Year: 2017

The European Union (EU) Commission has recently introduced a new Project Management methodology named PM squared (PM2) aiming at establishing a common framework for all EU funded projects. PM2 references specifically IPMA-ICB as individual, team and organizational competences are considered key elements for project and business managers. However, the mere reference to IPMA-ICB competences does not explain the relation of competences to the actual implementation of a project. As such, competences are by- end-large of a rather theoretical or ‘nice to have’ importance to PM2. In this paper we attempt to investigate the relation of competences to the project life-cycle to demonstrate that application of competences to the various project phases is both of great value and of pronounced significance. In this way IPMA may contribute to PM2 while at the same time the validity and relevance of IPMA-ICB to another standard is further demonstrated.
Bringing Global Sourcing into the Classroom: Lessons from an Experiential Software Development Project
Authors: Monica P. Adya; Dhruv Nath; V. Sridhar; Amit Malik
Year: 2008

Global sourcing of software development has imposed new skill requirements on Information Technology (IT) personnel. In the U.S., this has resulted in a paradigm shift from technical to softer skills such as communications and virtual team management. Higher education institutions must, consequently, initiate innovative curriculum transformations to better prepare students for these emerging workforce needs. This paper describes one such venture between Marquette University (MU), U.S.A. and Management Development Institute (MDI), India, wherein IT students at MU collaborated with Management Information Systems (MIS) students at MDI on an offshore software development project. The class environment replicated an offshore client/vendor relationship in a fully virtual setting while integrating communications and virtual team management with traditional IT project management principles. Course measures indicated that students benefited from this project, gained first-hand experience in the process of software offshoring, and learned skills critical for conduct of global business. For faculty considering such initiatives, we describe the design and administration of this class over two semesters, lessons learned from our engagement, and factors critical to success of such initiatives and those detrimental to their sustenance.
SCIENTIFIC APPROACHES TO IMPROVE PROJECT MANAGEMENT SUCCESS
Authors: Anatoliy Pilyukov
Year: 2024

The paper aims to evaluate existing models and methods for assessing the success of information systems (IS) projects, addressing whether the often problematic view of such projects is subjective or based on objective assessments. It also seeks to provide insights into models from other fields that may be applicable to IS project success. Methods. A literature review was conducted to identify the current models and methods used for assessing IS project success. The study also explored Success Management—a framework for understanding success by focusing on stakeholder values and managing accordingly—and examined the alignment between project management success and organizational success through three case studies. Results. The literature review revealed that most models and methods for evaluating IS project success are primarily theoretical, with limited empirical evidence of practical use. Success Management was shown to be effective in an IT/IS project by a large multinational company, promoting holistic awareness of success factors and success-focused planning. The case studies highlighted the alignment or misalignment between performance measurement and organizational success in different project types, emphasizing the need for more practical approaches. Scientific novelty. This research fills a gap in the literature by offering a detailed theoretical and practical framework for Success Management, a concept not well explored in prior research. It also contributes by linking organizational success with project performance criteria, offering new insights into how performance measurement influences success in project-based operations. Practical significance. The study provides practitioners with a comprehensive guide for implementing Success Management in IT/IS projects, offering tools to enhance project success by aligning actions with stakeholder values. The findings also underscore the importance of performance measurement in achieving organizational success, making the research relevant for project managers and organizational leaders.
Effects of Side-Channel Communication: Text-Based Analyses of Chat Transcripts from a Case of Remote Education Using a Tele-conference System and a Social Networking System
Authors: J. Iio
Year: 2013

The academia–industry cooperative lectures on project management was begun starting from the fiscal year 2012 at Hiroshima City University and Hiroshima Shudo University. In the lecture, two campuses and the office of the Japan chapter of the Project Management Institute (PMIJ) at Tokyo are connected via a teleconference system. Teachers give their talk sometimes from one campus and sometimes from the office of the PMIJ. For this case of distance learning, a web service providing teleconference facility was adopted and, in order to compensate for the thin communication bandwidth, a messaging service of a social networking system (SNS) was used concurrently. This paper reports several results of analyses of the effects of messaging via a sub-channel, based on an investigation of the chat transcripts. Keywords-SNS; chat transcripts; side-channel; academia– industry cooperative lecutures;
A Framework to Combine Corporate Budgeting with Agile Project Management
Authors: Christian Ploder; Thomas Dilger; R. Bernsteiner
Year: 2020

—Companies in all different sizes and industries have to deal with fast-changing environments and therefore run into troubles to keep the same pace in their internal governance processes supported in most cases by Enterprise Resource Planning systems (ERP). One dedicated situation lots of companies have to deal with is the challenge to ﬁt fast, agile project management ideas into a relatively slow and classical budgeting model for monitoring reasons. There are several budgeting models described in theory, like activity-based budgeting, zero-based budgeting, value-based management, proﬁt planning, and the very often applied rolling budgets and forecasting model. In this paper, the authors will elaborate on the troubles occurring by the combination of the agile and classical oriented concepts and will introduce a combined framework for better integration of the ﬁnancial planning aspects into the agile project management ideology. The paper has to be seen as the starting point for a discussion of the elaborated situation.
Changing career prospects are changing the needs in graduate and post‐doc training
Authors: Shea Feeney
Year: 2016

The ultimate desired outcome for the acquirement of doctoral and post‐doctoral training is arguably not just the accruement of scientific knowledge but the development of a broader skill set. Providing training opportunities for those that are entering into careers as early scientists to be successful in areas beyond basic bench work is essential in crafting a productive and ethical workforce but also to accommodate the shifting and highly competitive job market. It can be considered not just detrimental but irresponsible to expect to train graduate students and post‐doctoral fellows solely for careers working at the “bench.” Furthermore, positions in academic research, once the provider of the majority of scientific careers, is at odds with the growing population of scientists granted graduate degrees. Although “alternative” career options beyond the academic research professor is now more openly discussed there is still a need to develop and incorporate skill sets into our graduate and post‐doctoral training that will enable our early scientists to be successful in a multitude of careers and professional situations. These skills transcend just accurate and reproducible performance of techniques but include critical thinking, analysis, research ethics, problem‐solving, oral and written communication, time and project management, interpersonal and conflict resolution skills—skills that are important for almost all, if not all, careers in science but not emphasized in training nearly enough. Additionally, this necessary skill set includes what preliminary results suggest a large portion of students find challenging but is perhaps one of the most important—the elusive skill of networking. Preliminary data includes survey results from graduate students and post‐doctoral fellows asked to assess the quality of training opportunities that are available at their institution and what skills they believe their training is lacking in. This is contrasted to what senior scientists in different careers consider the incoming science workforce lacks. Lastly, different approaches in broaching the gap for skill set development is evaluated to facilitate a change in training that is complementary to the changing needs that graduate and post‐doctoral scientists face.
Importance of Internalization of Tacit Knowledge Sharing in Project Management Case in XYZ Finance
Authors: Ryant A. Herwansyah
Year: 2020

Tacit Knowledge is an essential part of the project, especially in a software development project. Because project without tacit knowledge sharing can lead to project failure. And there is concern in XYZ Finance Project did not have a good tacit knowledge sharing. We investigated these concerns by conducting an interview study with the team lead of the project, asking about his experience about this project. The result show that it is important to document and keep the tacit knowledge sharing with the use of SECI Framework
Implementation of Critical Chain Project Management Method on Controlling the Pipeline Project
Authors: Rina Sandora; Dini Rosyadah Tridya
Year: 2025

In the implementation of construction projects, the incompatibility between plan and actual schedule that cause an additional time and cost is oftenly occurring. The Pipeline Project started in July 2022 and scheduled for completion in November 2022. However, in actuality the project finished in July 2023. Based on this case, an acceleration method needs to be implemented so that the project can be completed quickly and efficiently. One of the methods applied is Critical Chain Project Management (CCPM). Scheduling is carried out using the actual duration of the project that applied with CCPM. The actual duration of the project is 318 days. Furthermore, by using the CCPM, the duration is become 216 days. So, by using the CCPM, the project is completed 32.08% faster than the actual duration of the project. Based on the results of the analysis, by applying the CCPM method is able to make an optimal duration of the project.
Cost And Time Analysis Using Methods Earned Value
Authors: Harisa Ramadhani Putra; K. Koespiadi; W. Oetomo
Year: 2024

The earned value concept is one of the tools used in project management that integrates cost and time. The earned value concept presents three dimensions, namely the physical completion of the project (the percent complete) which reflects the planned absorption of costs (budgeted cost), the actual costs that have been incurred or what is called actual cost and what is obtained from the costs that have been incurred or what is called earned value. From these three dimensions, with the concept of earned value, it can be connected between cost and time performance derived from the calculation of the variance of cost and time. In the earned value method, monitoring or evaluation is required at a time to determine the performance of a project. Control was carried out on the Tanjung Uncang Pier Construction Project in Batam City, because the project implementation was delayed from planning. The research objectives are to analyze the estimated time required to complete the project and analyze the estimated final cost of the project. The result of the research is based on Schedule Variance (SV) and Schedule Performance Index (SPI), the work performance of the Tanjung Uncang Pier Development Project Batam City is not as expected and does not achieve the planned work target and is experiencing delays. The estimated time required to complete the Tanjung Uncang Pier Development Project Batam City based on week 22 is 257 days while the planned time is 245 days. This shows that the completion time is 12 days later than planned. The estimated cost of the project implementation of the Tanjung Uncang Pier Construction Project of Batam City is smaller than the contract value, which is Rp 40,038,455,635.00.
Improving Project Management Through a Shared Understanding of Project Risk and Return
Authors: Haya Ajjan
Year: 2009

Organizations are increasingly interested in improving IT project management in a multi-project or portfolio environment. This research presents a project assessment methodology based on defining a common risk-return vocabulary between IT and business stakeholders. The proposed methodology could help project managers highlight any differences in perceptions between business and IT that might impact the project negatively, if not managed properly. The use of the assessment methodology in a multi-project environment is illustrated using data from a diversified company. A number of managerial implications are then drawn highlighting how the methodology could be useful in practice.
Implementing a Professional Services Organization Using Type C Scrum
Authors: B. Barton; Evan Campbell
Year: 2007

SolutionsIQ's professional services division dramatically improved project quality and team productivity through the adoption of Scrum and agile values, principles, and practices. The organization's original structure was typical of a consulting organization; functional silos (developers, testers, project managers) matrixed into project assignments. This model was misaligned with the team-based principals inherent in Scrum and agile. This misaligned organizational structure created inefficiencies and obstacles (waste) in team and departmental function. In an effort to improve this misalignment, the authors designed and implemented an innovative organizational model based on type C Scrum. This paper assumes the reader is generally familiar with agile and Scrum basics, and provides a cursory definition of type C; an advanced organization-wide extension of the simple Scrum project management wrapper. The paper provides a fairly detailed description of a specific instantiation of Scrum and agile organizational design in a 400 person services business
How to Foster Creativity?: Curriculum of Creativity Development Program for Computer Science Students (Abstract Only)
Authors: R. Yoshioka; T. Kawaguchi
Year: 2018

The importance of problem solving skills in addition to computational skills for computer science graduates is increasing. The authors present a curriculum of a creativity development program for undergraduate computer science students that aims at exposing them to problem solving and software development through a series of three courses spanning a period of six months. The focus of this initiative is to teach problem solving skills and software development skills as an integrated skill-set and take advantage of the combined effect to address the challenge for students to connect computer science knowledge to real-world problems, an issue apparent in our current curriculum. The curriculum starts with the first course on creativity development in which students propose solutions to a real-world problem through field-work and information gathering/analysis spanning five days. The second course introduces project management and software development through another five-day software development team project. In the final course, student teams work on a software development request from customers during a period of 4 months. All three courses use the same problem. The program is in its first year of offering with a relatively small group of students. The presentation will display our findings from program assessment including student scores on individual performance tests and student perception. Details of the project can be found at: https://www.u-aizu.ac.jp/enpit/
Fuzzy earned value management using L-R fuzzy numbers
Authors: Seyed Taha Hossein Mortaji; M. Bagherpour; S. Noori
Year: 2013

Earned Value Management EVM is a well-known project management technique to measure project performance and progress in a significant manner. The EVM has an ability to simultaneously and actively monitor and manage scope, schedule, and cost status via an integrated system. In this paper, firstly, we have formulated EVM in vagueness environment using L-R fuzzy numbers. It improves applicability of the EVM under real-life and uncertain conditions and leads to better planning and taking more appropriate managerial decisions. Also, it overcomes the typical fuzzy numbers' drawbacks. Besides, an efficient approach to calculate estimate at completion EAC has been developed. Finally, an illustrative case proves successful implementation of the proposed method in reality.
Construction project risk assessment using combined fuzzy and FMEA
Authors: A. Mohammadi; Mehdi Tavakolan
Year: 2013

Effectively managing risk is an essential element of successful project management. It is imperative that project management team consider all possible risks to establish corrective actions in the right time. So far, several techniques have been proposed for project risk analysis. Failure Mode and Effect Analysis (FMEA) is recognized as one of the most useful techniques in this field. The main goal is identifying all failure modes within a system, assessing their impact, and planning for corrective actions. In traditional FMEA, the risk priorities of failure modes are determined by using Risk Priority Numbers (RPN), which can be obtained by multiplying the scores of risk factors like occurrence (O), severity (S), and detection (D). This technique has some limitations, though in this paper, Fuzzy logic and Analytical Hierarchy Process (AHP) are used to address the limitations of traditional FMEA. Linguistic variables, expressed in fuzzy numbers, are used to assess the ratings of risk factors O, S, and D. Each factor consists of seven membership functions and on the whole there are 343 rules for fuzzy system. The analytic hierarchy process (AHP) is applied to determine the relative weightings of risk impacts on time, cost, quality and safety. A case study is presented to validate the concept. The feedbacks are showing the advantages of the proposed approach in project risk management.
Artificial Intelligence in Project Management: Enhancing Decision-Making, Efficiency and Risk Management
Authors: Emdadul Haque; F. M. Fahad
Year: 2025

Artificial Intelligence (AI) has emerged as a transformative force in project management, redefining traditional workflows and enhancing overall project outcomes. This study reviews and synthesizes findings from over 50 research papers to assess the impact of AI on various aspects of project management, including decision-making, resource optimization, risk management, and workflow automation. AI-powered tools such as predictive analytics, task automation platforms, and Natural Language Processing technologies have demonstrated significant potential in improving project efficiency, accuracy, and collaboration. By automating routine tasks, providing actionable insights through data-driven analytics, and enabling real-time communication, AI empowers project managers to make informed strategic decisions and address risks proactively. The findings also reveal critical challenges, including high implementation costs, integration complexities, ethical concerns, and the difficulty in processing unstructured data. Despite these limitations, the study highlights the substantial advantages of AI in reducing human error, enhancing resource allocation, and ensuring timely project completion. By synthesizing extensive literature, this research provides a comprehensive understanding of AI's transformative role in project management while offering practical insights into its adoption. It concludes that addressing the challenges of AI integration through ethical frameworks and thoughtful implementation strategies is
Introduction to the Designing and Deploying Advanced Knowledge Systems Minitrack
Authors: Stefan Smolnik; Timo Käkölä
Year: 2014

The objective of this minitrack is to contribute to the body of knowledge that helps academics and practitioners to design, deploy and evaluate advanced knowledge systems, explore and leverage appropriate project management methods and tools for designing and deploying knowledge systems, and study changing organizational knowledge processes and structures.
A Change-Management Model for the Implementation and Upgrade of ERP Systems
Authors: C. Calvert
Year: 2006

This paper formulates a model of the most important mechanisms of effective change management in enterprise resource planning systems. This ‘ERP Change-Management Model’ was developed after a comprehensive review and synthesis of IT change literature that encompassed the fields of IT project management, business process reengineering, IT innovation adoption, and enterprise resource planning systems. Ten change management mechanisms were identified as important in motivating ERP users to embrace change and to learn to use an ERP system effectively. An adequate budget for change resources is the facilitating condition for these change management mechanisms.