derhan/semantic-scholar-manajemen-proyek huggingface dataset:
Advantages and disadvantages of remote work in six areas of project management depending on the frequency of remote work
Authors: W. Danielak; Robert Wysocki
Year: 2024

Purpose: The aim of the article is to identify the advantages and disadvantages of remote work in six areas of project management depending on the frequency of remote work. The study is of theoretical and empirical nature. The theoretical part presents the factors influencing remote work during the COVID-19 pandemic. Its empirical part presents the employees’ opinions on the impact of working remotely (online) during the COVID-19 pandemic on working in project teams.Methodology: Literature review and critical analysis of web research. A study was conducted on a group of 82 respondents working remotely on projects, members of the Project Management Institute Poland Chapter (PMI PC). Six areas of project management were analysed, including: working time, communication, labour costs, work environment, risk of computer malfunction and conditions for teamwork. The data obtained through questionnaire surveys was analysed using a statistical package. Factor analysis was used for statistical analyses. To extract the factors, the principal components method was adopted, and the VARIMAX procedure was used as the rotation method. A descriptive statistical analysis was performed.Findings: Project team employees discover a number of positive and negative effects of working remotely. The positive ones include: the possibility of adapting work to private life, greater punctuality of performed tasks, saving time and money as it is not necessary to travel to work, increased satisfaction with the effects of work and a sense of security against contracting the virus due to the lack of contact with other employees. The negative ones include: limited direct contact with other employees, no traditional conversations over coffee for discussions and conversations with colleagues, limited access to company resources, no financial support from the employer, increased costs of office work at home, susceptibility to cyber-attacks, increased stress due to problems with remote cooperation with other employees and weakening interpersonal relations.Implications: The study provides new evidence on the most salient risks and challenges faced by remote workers in project teams. They demonstrate different factors affecting remote work depending on the frequency it is performed.Originality/Value: The research results fill the research gap and broaden the knowledge about the impact of various factors on the remote work of project team employees during a pandemic. They constitute practical recommendations and are a source of knowledge for managers of various levels and employees working remotely.
Implementing a project management approach for public-funded projects in HEIs
Authors: O. Mikhieieva; A. Nuseibah; Clara Decelis Grewe; Carsten Wolff; Christian Reimann
Year: 2017

There are two main project management (PM) approaches: heavy-weight approaches like waterfall or V-model and light-weight approaches, mainly like agile. Recently, the mix and variation of both, so-called ‘hybrid’ approaches become more and more important, opening a new field of research questions. The article represents a brief overview of the state of art in the field of hybrid approaches, in order to analyse their application for managing public-funded projects in higher educational institutions (HEIs). It summarizes the results of the study on the EuroPIM project case — a funded project implemented within the consortium of five European HEIs. During its implementation a decision has been made to implement the elements of an agile approach for managing the project within the existing project portfolio. Nevertheless, publicly-funded HEI projects come with certain requirements which result in heavy-weight processes. Thus, a hybrid approach per se is to be set up. The implemented approach is analysed in terms of the usefulness for public-funded projects in HEIs. The characteristics of the specific project play a big role in this process. Therefore, the paper analyses to which extent these specific challenges are addressed by the PM approach.
Empirical Assessment of Factors Influencing Success of Enterprise Resource Planning Implementations
Authors: F. Nah; Z. Islam; Mathew Tan
Year: 2007

Enterprise resource planning (ERP) implementations in multinational manufacturing companies have experienced various degrees of success. This article investigates factors influencing the success of ERP implementations in multinational manufacturing companies in the Malaysian Free Trade Zone. The results indicate that enterprise-wide communication and a project management program are key factors influencing the success of ERP implementations, while other factors such as top management support as well as teamwork and composition are not as critical to the outcome. Organizational culture is a moderator of the relationships between enterprise-wide communication, a project management program, and the success of ERP implementations.
Analisis Manajemen Konstruksi Jembatan Cisumengka Jalan Bebas Hambatan Cileunyi Sumedang Dawuan (Cisumdawu) Tahap III
Authors: Martinus Agus Sugiyanto
Year: 2022

Manajemen konstruksi adalah studi dan praktik aspek manajerial dan teknologi dari industri konstruksi. Manajemen konstruksi juga dapat diartikan sebagai salah satu modal usaha yang dilakukan oleh konsultan konstruksi dalam memberikan nasihat dan bantuan dalam suatu proyek pembangunan. Asosiasi Manajemen Konstruksi Amerika "CMAA" menyatakan bahwa ada tujuh kategori utama tanggung jawab seorang manajer konstruksi. Ini termasuk perencanaan manajemen proyek, manajemen harga, manajemen waktu, manajemen kualitas, administrasi kontrak, manajemen keselamatan dan praktik profesional. Sedangkan proyek adalah kombinasi sumber daya seperti orang, bahan, peralatan, dan biaya yang dikumpulkan di tempat organisasi sementara untuk mencapai suatu tujuan dan sasaran. Jadi dari penjelasan di atas dapat disimpulkan bahwa manajemen proyek adalah penerapan pengetahuan, keahlian dan keterampilan, dengan cara teknis yang terbaik dan dengan sumber daya yang terbatas, untuk mencapai tujuan dan sasaran yang telah ditentukan guna mendapatkan hasil kinerja biaya yang optimal. , kualitas. , dan waktu, serta keselamatan kerja
Application of Metrics for Risk Management in Environment of Multiple Software Development Projects
Authors: Júlio Menezes; M. Wanderley; C. Gusmão; H. Moura
Year: 2016

Multiple Project Management currently is a reality in software development environments. In the case of software projects, some characteristics are highlighted, such as constant changes in levels of scope or product, software complexity and aspects related to human resources, such as technical knowledge and experience, among others. We may consider these characteristics as risk factors that should be managed. In this aspect, a tactical management requires the usage of better-structured information, which leads us to think about the usage of a metrics-based strategy as a support tool for multiple project managers with emphasis on risk factors. In this context, this work presents an an application of the metric “Risk Points” and its variations in an environment of multiple software development project. This experience report aims to evaluate the proposed metrics as a decision-support tool and monitoring of risk during project life-cycle.
Strategic project management as a crucial factor for SME growth during crises
Authors: Yetunde Margaret Soremekun; Chioma Ann Udeh; Abbey Ngochindo Igwe; Onyeka Chrisanctus Ofodile; Chikezie Paul-Mikki Ewim
Year: 2024

Strategic project management is increasingly recognized as a vital driver of small and medium-sized enterprise (SME) growth, particularly during periods of crisis. In volatile economic environments, where uncertainty and rapid change are prevalent, SMEs face unique challenges that can threaten their survival and hinder growth. Strategic project management offers a framework for navigating these challenges by aligning project objectives with the overall business strategy, enabling SMEs to remain agile, resilient, and competitive. This review explores the role of strategic project management in fostering SME growth during crises, emphasizing its importance in risk management, resource optimization, and strategic decision-making. During a crisis, SMEs often operate with limited resources, making it essential to prioritize projects that deliver the highest value. Strategic project management enables SMEs to effectively allocate resources, ensuring that critical projects receive the attention and funding necessary for successful execution. By focusing on strategic priorities, SMEs can achieve significant growth even in adverse conditions. Risk management is another crucial aspect of strategic project management that benefits SMEs during crises. A structured approach to identifying, assessing, and mitigating risks allows SMEs to anticipate potential challenges and develop contingency plans, reducing the likelihood of project failures and minimizing negative impacts on the business. This proactive approach is particularly important during crises when the external environment is unpredictable, and the consequences of unmitigated risks can be severe. Moreover, strategic project management enhances decision-making by providing SMEs with a clear framework for evaluating project outcomes against strategic objectives. This ensures that decisions are data-driven and aligned with long-term goals, fostering sustainable growth. The ability to adapt to changing circumstances and pivot projects as needed is a key strength of strategic project management, allowing SMEs to seize opportunities and mitigate threats in a crisis. In conclusion, strategic project management is a crucial factor for SME growth during crises. It offers a systematic approach to managing risks, optimizing resources, and making informed decisions, enabling SMEs to navigate challenges and emerge stronger. By embedding strategic project management practices, SMEs can enhance their resilience, drive growth, and achieve long-term success even in the most turbulent times.
DI2 Co-Innovation Lab: Teaching software development in and for real business situations
Authors: H. Günzel; Lars Brehm; Hans-Jürgen Haak; Mira Grönvall; A. Sainio
Year: 2019

Digitization is changing the business world as a whole [7]. But, digitization affects not only the business world, but also university teaching significantly. The DI2 Co-Innovation Lab serves as a framework to work on joint projects and tasks with companies, students and lecturers in a spatial distributed, international and interdisciplinary setting (DI2) and at the same time to reduce the effort and risk of those involved. The Co-Innovation Lab (CIL) brings a proven agile project management method with knowledge assets from previous projects to support the work on real business problems. Aspects of mediation mitigate the effects of the complex setting. Tried and tested IT tools for acquisition, communication and knowledge management support the processing. Furthermore, branding and publications are used in the acquisition of projects.
Assessing the Maturity Level of Risk Management in IT Projects
Authors: V. Nikolaenko; A. Sidorov
Year: 2023

The purpose of the article is to determine the maturity level of risk management in IT projects. To achieve this goal, the most popular risk management maturity models were analyzed. This analysis allows the identification of methods and mechanisms for determining maturity levels, the identification of strengths and weaknesses for each model, and the study of findings obtained from their use. Based on the data obtained, the author’s risk management maturity model in IT projects was developed and tested, considering the strengths and weaknesses of the analyzed models. Based on the analysis results and empirical data, it was found that the application of the created model allows the determination of the current maturity level of risk management in IT projects, the identification of these projects’ management problems, and the development of recommendations for increasing the level of management. The results have shown that the transition to the Standardized maturity level eliminates 105 universal risks and significantly increases the chances of successfully achieving the designed goals. In addition, it was found that the evaluation of the risk elimination effectiveness and efficiency and the best risk management practices identification and standardization are the main processes that ensure the transition to higher maturity levels. The obtained results suggest that the created author’s risk management maturity model in IT projects can become a tool for identifying the best contractor (performer, supplier), which guarantees the development of the desired IT product.
Učinci investicijskih projekata na samofinanciranje mjesnih Crkava u Africi
Authors: François Sondo
Year: 2023

Dioceses need financial, material and human resources to organize worship, provide an honest livelihood for mission workersand fulfil their duty of charity and solidarity. This can’t be achieved with our hands always outstretched to the outside world. With a view to self-financing, several dioceses in Burkina Faso have launched investment projects. This article looks at the impact of investment projects on diocesan self-financing. To this end, we conducted surveys of 60 investment projects. Analysis of the results shows a positive effect. However, a number of shortcomings were noted, making this effect rather weak. To make it more significant, it is important for dioceses to invest in strategic areas, to improve the quality of their investments, to go further in their budgeting practices and to practice forward-looking management of the personnel assigned to investment project management. They also need to set up appropriate instruments such as a Strategic Investment Fund, a Catholic Investment Network and a Diocesan Office for Analysis, Monitoring and Evaluation of Investment Projects.
Application of Modern Information Technology in Information Construction of Project Management
Authors: Haiyan Yan; Meng Li
Year: 2022

With the development of modern information technology, under the background of information technology revolution and government policy support, the information technology of our country obtains rapid development. At present, penetration has been realized in many fields. With the development of society and progress, construction standards of construction engineering continue to promote, construction project management involves more complex content, in order to better improve the efficiency of project management, it is inevitable to carry out information management mode. In the process of engineering project management informatization, advanced modern technology is gradually adopted, this convergence provides more space for the process of engineering management, in the extensive construction of smart cities, how to apply modern information technology to engineering project management information process is particularly important. This paper first discusses the significance of project management information, then it analyzes the main problems of project management informatization, the application of modern technology in the informationization of project management is put forward.
Dreaming of immersive interactions to navigate forced distributed collaboration during Covid-19
Authors: Yekta Bakırlıoğlu; María Laura Ramírez Galleguillos; A. Coşkun
Year: 2020

The digitalization of many forms of work during the Covid-19 pandemic has brought many challenges for online collaboration Bakirlioglu et al explain that while they have been using online communication tools for meetings and collaboration for a while, this is the first time they are collectively being forced to do so At least for them, existing online tools initially created a sense of reassurance, as they were familiar with them - collaborating on project management through shared files and co-edited documents, having meetings and saving conversations for later reference, collaborating with partners around the globe, and so on Utilizing completely online tools for participatory design (PD) has its challenges PD aims to bring stakeholders into the design process democratically and to enable and empower them to influence the process It focuses on "infrastructuring" tools, networks, and sociotechnical skills for participants to actively take part in design projects
IT manager's handbook, the business edition by Bill Holtsnider and Brian D. Jaffe
Authors: Cristina Mitrache
Year: 2011

Bill Holtsnider and Brian D. Jaffe wrote this book for " new and future IT Managers ". With this in mind, the authors present the challenges in a logical sequence, with a multitude of checklists for specific situations that definitely will help new managers to quickly understand and adapt in the fast changing IT environment. The Business Edition added new topics that are relevant for businesses today, such as Cloud computing and Social networking, well documented and researched. Another new topic, Leadership vs Management, provides useful information for new managers; however, it seems misplaced. Having the definition of a Manager presented in the first few pages of chapter 1, I would have preferred to have this new topic introduced at the same time, especially since references to Leadership can be found throughout chapter 1. The Roles of an IT Manager introduces the new manager to the requirements of the position with a very realistic picture of what to expect in the first 100 days on the job. Management in 4 directions presents a good picture for the new manager, and the challenges that he or she may face; and the next chapters give him or her more in-depth perspective on key factors that enable successful relationships. Managing your IT Team and Staffing Your IT Team explore all facets of building and keeping a strong team. Managing people is the cornerstone of every new manager, who is introduced to the dangers of burnout, how to conduct evaluations, and manage through tough times. Hiring process is well written, and of great help when dealing with the tough choice of selecting a candidate. The checklists throughout the book are very useful; I personally love checklists! There is one particular item, though, that I happen to disagree on: " My door is always open (although don't say this if it isn't true) ". I submit that, as a manager, you must always have your door open. Project Management is written in a traditional manner, but the three key components of a project, presented as a triangle: time, money, resources, misrepresent the traditionally accepted project constraints triangle: time, money (resources, schedule) and scope (functional specifications). For a complete understanding of the project management constraints consult Project Management Book Of Knowledge (PMBOK) 2004; the newest edition of PMBOK adds even more constraints! Although the project management techniques are very briefly introduced, I feel that they miss …
Software Project Visualization Using Task Oriented Metaphors
Authors: Amaia Aguirregoitia Martínez; J. J. Dolado; Concepción Presedo García
Year: 2010

This paper presents T-Cube and MetroMap, two new graphical representation models for controlling and managing the processes of software project development. They both use metaphors and visual representation techniques to address typical project management tasks. T-Cube uses a metaphor with the Rubik-Cube whereas MetroMap uses a metaphor with a metro map. The tools have been tested on real project data and a qualitative assessment shows the results of testing the visualizations with users attempting several information retrieval tasks. The utility of the tools has been positively evaluated and the article demonstrates the possibilities of visual approaches in project management.
Algorithmization of management processes of a medical organization to create a digital model of a functional prototype of a regional project in the healthcare industry.
Authors: A. V. Akhokhova; I. K. Thabisimova; B. M. Nazranov; A. B. Thabisimova; M. H. Tlakadugova; M. V. Tlupova; L. D. Kardanova; A. M. Shomakhova
Year: 2024

Currently, the issues of algorithmization of various systems, objects, phenomena and processes for their subsequent digitalization are relevant. The essence of this approach is associated with the active development of information technology. The purpose of the study is to identify processes (algorithms) for preparing and creating a digital model of a project prototype, starting with an examination of the object (managerial processes of the project activity of a medical organization) in all functional states under the influence of external factors and the existing communication environment of the system. Materials and methods. The theoretical basis of the review was the scientific works of Russian and foreign researchers devoted to the study of the processes of algorithmization, prototyping and mathematical modeling. More than 30 literature sources were analyzed. The research methods were: system analysis, comparison, systemic and integrated approaches, as well as the method of problem modeling and abstraction. Results. The project-oriented orientation of the healthcare industry dictates the need to develop a practical system methodology and a holistic approach to the creation of digital prototypes of medical organization projects, which will rationalize the constant search for new management models to optimize project processes. The authors made the assumption that in order to visualize design processes by selecting optimal variants of prototype models, it is possible to create a digital prototype by algorithmizing management processes. To visualize the process algorithms (mechanisms) of the prototype(s) of project management processes, researchers proposed using a matrix that allows one to correlate the formalized processes of the project model with the processes of system functioning through the stages of the project life cycle. Conclusions. The transfer of management activities into a digital format implies clear formalization and codification using pre-formed prototypes of standard management processes for further digitization and development of digital (native) prototypes. In the next article, the authors plan to analyze in detail the matrix output data obtained from the formalization of project management processes in order to obtain information that complements the results of full-scale tests of a real system, and to obtain forecasts for the evolution of the project system over time.
Software Engineering Event Modeling using Relative Time in Temporal Knowledge Graphs
Authors: Kian Ahrabian; Daniel Tarlow; Hehuimin Cheng; Jin L. C. Guo
Year: 2020

We present a multi-relational temporal Knowledge Graph based on the daily interactions between artifacts in GitHub, one of the largest social coding platforms. Such representation enables posing many user-activity and project management questions as link prediction and time queries over the knowledge graph. In particular, we introduce two new datasets for i) interpolated time-conditioned link prediction and ii) extrapolated time-conditioned link/time prediction queries, each with distinguished properties. Our experiments on these datasets highlight the potential of adapting knowledge graphs to answer broad software engineering questions. Meanwhile, it also reveals the unsatisfactory performance of existing temporal models on extrapolated queries and time prediction queries in general. To overcome these shortcomings, we introduce an extension to current temporal models using relative temporal information with regards to past events.