derhan/semantic-scholar-manajemen-proyek huggingface dataset:
Environmental projects as a promising direction for the development of modern project management
Authors: А.П. Родионов
Year: 2023

В статье представлены особенности внедрения принципов экономики замкнутого цикла в региональную деятельность как одни из методов проектного управления. Использование методов экономики замкнутого цикла позволит на региональном уровне пересмотреть подходы к развитию промышленного комплекса и его экологизации, улучшить показатели по вторичному использованию сырья и вовлечь в данный процесс бизнес, население, органы государственной власти и местного самоуправления.
 The article presents the peculiarities of implementation of the principles of closed-loop economy in the regional activity as one of the methods of project management. The use of the methods of closed-loop economy will allow at the regional level to revise the approaches to the development of the industrial complex and its ecologization, to improve the indicators for the secondary use of raw materials and to involve business, population, public authorities and local government in this process.
Cost-Benefit Analysis of Software Development Techniques and Practices
Authors: H. Erdogmus
Year: 2007

Investigations of software development practices, processes, and techniques frequently report separately on the costs and benefits of a phenomenon under study, but rarely adequately address the combined bottomline implications. In particular, tensions between the quality and productivity effects are hard to reconcile, making objective, high-level insights elusive. For example, is a practice that is believed to improve product quality significantly, but incurs a mild developer productivity penalty economically feasible? In other words, do the benefits outweigh the costs? And if they do, under which conditions? Such questions can be tackled through synthesizing effects and analyzing the resulting behaviors. In this light, the tutorial presented an approach that leverages well-known and simple economic concepts and models. It is used to wrap empirical findings, and is also applicable to the assessment of software projects. The tutorial was geared towards researchers and practitioners interested in software processes, process improvement, project management, process/project measurement, and empirical software engineering.
Practices and Cultures of Knowledge Management
Authors: G. Jacucci; H. Tellioglu; I. Wagner
Year: 2007

In this paper we take a CSCW perspective on knowledge management, looking at it at the level of daily work practice in two different contexts – project management and engineering design work. Special attention is paid to the diversity of artefacts central to knowledge management. Our analysis makes use of fieldwork in two companies. We use the notion of vignettes to illustrate a variety of knowledge management issues of which we want to mainly address three: The existence of different professional cultures and their interpretation schemes and how these influence representational genres, issues of boundary management and what we describe as a fragmentation of the knowledge base, and knowledge management practices as part of cooperative work.
Analysis of IT Performance on Management HR of Equity Firm Using COBIT 5
Authors: Mochammad Herdin Adi Syahputra; Rudi Sutomo
Year: 2023

An Indonesian equity company is involved in project management for the construction of mechanical systems and the development of electrical and chemical waste treatment systems. With a strong emphasis on continuous improvement and customer satisfaction, the company is dedicated to enhancing its services. However, additional human resources are needed, particularly in the IT field, to align with the business objectives that have not yet been achieved. Despite establishing a minimum requirement of ten years of work experience, the study employs the COBIT 5 framework to evaluate the competency levels in IT governance. The analysis reveals four crucial domains: APO01 (Managing the IT Management Framework), APO07 (Human Resource Management), APO12 (Assessing and Managing Risks), and EDM04 (Ensuring Resource Optimization). It is evident that both EDM04 and APO01 are currently at level 1 and have not reached the desired level. Furthermore, APO07 and APO12 are at level 2 and still need to progress towards their ideal targets. Although Human Resource Management has performed satisfactorily, there is room for improvement in the upcoming year to further enhance its performance.
Project Management Competencies in AI-Driven Environments: A Qualitative Assessment
Authors: David Oyekunle; Joseph Asante Darkwah; Lateef Damilare Olusesi
Year: 2024

The objective of this paper is to provide an evaluation of project management skills and competence in AI-driven environments as an essential scope due to their pivotal role in producing effective outcomes in the fast-paced world of rapidly evolving technology. This study employs a cross-sectional research design and qualitative survey methodology to examine project management in the context of AI integration. The study involved a broad base, which includes players from various sectors like technology, finance, health, and manufacturing, so its findings and recommendations are all-encompassing. This study achieves this by utilizing datasets obtained from industry-leading AI companies, academic research institutions, and governmental agencies. These datasets comprise project management metrics, AI implementation case studies, and surveys conducted among project managers and stakeholders in AI-driven industries in addition to literature sources, using sophisticated statistical techniques. The findings show and present the changes that the practice of project management faces in the era of AI and provide the most helpful guidance for project managers, stakeholders, and organisations that strive to cope with this dynamic and changing environment. The research result shows that by emphasising skill-based development programmes, cultivating an innovation- friendly culture, and adopting AI-driven technologies, organisations can be at the forefront of technological growth, gaining a competitive advantage in the highly dynamic business environment. The research shows that in the future, the enhanced use of AI technologies will keep changing the project management landscape. This research strengthens the theoretical underpinnings of project management in AI-powered projects and ensures the enhancement of project management's actual efficacy in response to technological advancements. This will aid project managers deliver the most important skills necessary for effective project management in AI-driven environments.
The impact of Project Management Offices on organizational performance: a comprehensive review of the literature
Authors: Rahmad Syalevi; Teguh Raharjo; Wahyu Setiawan Wibowo
Year: 2024

In today's dynamic environment, information technology (IT) stands as the cornerstone for organizational success and competitive advantage, with project management playing a crucial role in efficiently deploying IT resources. Recognized across diverse sectors like telecommunications, aerospace, and construction, Project Management Offices (PMOs) facilitate task organization and supervision, whether it is for IT product development, service improvement, system design, or implementing organizational changes. Despite extensive research on the positive impact of PMOs on organizational performance, a significant research gap exists due to the absence of a direct comparison between the influence of PMOs on IT and non-IT industries, indicating the necessity for further investigation in this domain. This study delves into the contribution of PMOs to organizational performance using the Competing Values Framework and evaluates five models and 17 performance metrics within the IT industry and across sectors. When comparing PMO performance, non-IT sectors precede interpersonal relationships, competency-based training, and workplace environment, whereas IT sectors emphasize the knowledge of PMO resource teams, efficient training, technology utilization, and collaboration for project success. Additionally, IT industries underline the role of technology in averting project management failures and prioritizing the punctual delivery of client requirements. These differences highlight the variations in PMO priorities between these industries, underscoring the significance of PMOs in enhancing organizational performance.
Uncertainty Management to Coordinate and Control an ERP Project: A Case Study
Authors: M. Marinho; K. Macedo; S. Santos; Sarah Beecham
Year: 2018

The implementation of Enterprise Resource Planning (ERP) systems in the public sector has been widely adopted in recent years, with the objective of improving these institutions' organisational efficiency and services. However, the dynamism of governmental rules and specific restrictions on this sector have made ERP project management a task subject to many uncertainties. In this context, this research aims to analyse the application of an Uncertainty Management Software Approach in a Brazilian public organisation's ERP project. The case study was based on qualitative research principles. The research results indicated that it is possible to identify early signs of uncertainty in an ERP project's implementation, including its primary uncertainties and associated risks, which demonstrate the importance of managing these uncertainties in such projects.
CLIPS: Enriching interorganizational R&D project management by a project culture focus
Authors: Katharina Dieterich; P. Ohlhausen
Year: 2023

Project managers still face management problems in interorganizational Research and Development (R&D) projects due to their limited authority. Addressing a project culture which is conducive to cooperation and innovation in interorganizational R&D project management demands commitment of individual project members and thus balances this limited authority. However, the relational collaboration level at which project culture manifests itself is not addressed by current project management approaches, or it is addressed only at a late stage. Consequently, project culture develops within a predefined framework of project organization and organized contents and thus is not actively targeted. Therefore, a focus shift towards project culture becomes necessary. This can be done by a project-culture-aware management. The method CLIPS actively supports interorganizational project members in this kind of management. It should be integrable in the common project management approaches, that with its application all collaboration levels are addressed in interorganizational R&D project management. The goal of this paper is to demonstrate the integrability of the method CLIPS and show how it can be integrated in common project management approaches. This enriches interorganizational R&D project management by a project culture focus.
South Africa’s solidarity fund: navigating the shores of uncertainty and crisis
Authors: K. Mogotsi; Amanda Bowen; Clare Mitchell
Year: 2024

Learning outcomes
The learning outcomes focus on enabling higher-order learning for students to critically assess Agile project management in philanthropic settings, specifically compare and contrast Agile project management versus traditional project management in the context of a non-profit organisation (The Solidarity Fund) during a crisis; discuss and evaluate the role and contribution of philanthropy during times of crisis; rate the value additions and contributions of Agile approaches in philanthropy; evaluate the phases of Agile (unconventional) project management executed by The Solidarity Fund; and develop a review of the impact of the work done by The Solidarity Fund in terms of the approach that the Fund used. How effective/not effective was it?

Case overview/synopsis
Chaos, crisis and confusion: the three “C”s that succinctly condense the status quo during the COVID-19 pandemic. The roles and contributions of non-profit organisations gained recognition as countries worldwide responded to the crisis to save lives and livelihoods.
In South Africa, there was a sense of urgency and considerable pressure for a multi-stakeholder approach led by the government to save as many South African lives as possible. The conditions, however, were the opposite of traditional project management methodologies that advocate for the management of the triple constraints, namely, cost, time and scope.
How could cost be managed in a project without a set budget and which was reliant on philanthropy? How could time be managed without a set deadline and while tackling an invisible enemy – a virus that changed dynamics on a daily basis and – how could scope be managed in a context where the future was increasingly uncertain?

Complexity academic level
This case study can be useful for students undertaking postgraduate diploma in business, master of business administration (MBA), master of management courses.

Supplementary material
Teaching notes are available for educators only.

Subject code
CSS 11: Strategy.
From Project Management to Program Management: An Invitation to Investigate Programs Where IT Plays a Significant Role
Authors: James J. Jiang; G. Klein; W. Fernández
Year: 2018

Information technology is an inherent component of major change initiatives that organizations undertake. However, the increasing technological complexity involved in achieving the benefits of these change initiatives means that organizations must substantially revise management policies and procedures to create and deploy information technology across multiple functional areas and longer time horizons. Industries, governments, professional societies, and early researchers consider prior management practices inadequate and are moving toward practices that promote the integration of multiple functions, projects, environments, and stakeholders to best achieve the benefits of the chosen change. In this editorial, we discuss previous research, highlight key findings, and raise questions about the process of managing multiple projects in change initiatives that contain significant information technology—also known as program management.
PERAN KEPALA SEKOLAH SEBAGAI MANAJER DALAM PELAKSANAAN PROGRAM SEKOLAH PENGGERAK TAMAN KANAK-KANAK AISYIYAH BUSTANUL ATHFAL 42 KOTA SEMARANG
Authors: Deasy Wulandari; Muhdi; Noor Miyono
Year: 2023

ABSTRAK 
Deasy Wulandari 2023, “Peran Kepala Sekolah Sebagai Manajer dalam Pelaksanaan Program Sekolah Penggerak Taman Kanak-kanak Aisyiyah Bustanul Athfal 42 Kota Semarang.” Tesis Pembimbing 1) Dr. Muhdi, S.H., M.Hum, 2) Dr. Noor Miyono, M.Si 
Penelitian ini bertujuan untuk mendeskripsikan peran kepala sekolah sebagai manajer dalam pelaksanaan Program Sekolah Penggerak (PSP). Peran kepala sekolah sebagai manajer meliputi: (1) perencanaan; (2) pengorganisasian; (3) pelaksanaan; (4) dan evaluasi. 
Penelitian ini menggunakan pendekatan kualitatif dengan rancangan studi multi kasus.. Pengumpulan data dilakukan dengan wawancara, observasi, dan dokumentasi. Informan penelitian adalah Kepala Sekolah, Guru, Pengawas TK Kecamatan dan Koordinator Satuan Pendidikan. 
Berdasarkan hasil penelitian dan teori manajemen, perencanaan Program Sekolah Penggerak diantaranya: (1) kepala sekolah melakukan perencanaan program sekolah penggerak bersama guru dan dipandu oleh fasilitator PSP,kegiatan perencanaan meliputi perumusan tujuan PSP, pemilihan program sesuai dengan kebutuhan, penjadwalan pelaksanaan kegiatan dan menyusun anggaran sesuai anggaran BOP Kinerja; (2) kepala sekolah melakukan pengorganisasian yaitu menentukan penanggung jawab dari masing-masing aktivitas yang akan dilaksanakan, menyediakan peralatan yang diperlukan dan memberikan motivasi, pengarahan dan bimbingan pada tiap-tiap individu yang diberi wewenang baik dalam manajerial maupun teknisnya.; (3) kepala sekolah mempimpin pelaksanaan PSP, mulai dari peningkatan kualitas sumber daya manusia, pembelajaran berdiferensiasi, digitalisasi sekolah dan perencanaan berbasis data; (4) Evaluasi dilaksanakan oleh kepala sekolah secara berkala yaitu refleksi pembelajaran mingguan di hari Jumat dan refleksi pelaksanaan PSP secara keseluruhan setiap bulan melalui kegiatan PMO (Project Management Office). Secara keseluruhan peran kepala sekolah sebagai manajer dalam pelaksanaan PSP sudah dilaksanakan dengan baik. Hampir semua indikator terpenuhi. Adapun yang belum terpenuhi seperti pengembangan prosedur pelaksanaan dan pembagian tugas sesuai keahlian guru dikarenakan kebiajakan dari PSP yang diterbitkan oleh Kemendikbudrisktek.  
Kata Kunci Peran Kepala Sekolah, Manajer, Program sekolah Penggerak
An Outlook of Project Management Practices adopted for Modular Construction System
Authors: Hummayoun Naeem; Muhammad Uzair Shamsi; Shaheed Zulfiqar Ali
Year: 2024

The objective of undertaking this research topic is to have an outlook of the Project Management techniques that are being used for Modular Construction. This aim for the report has helped the researcher in understanding from the people working in construction industry at any professional role regarding the knowledge and experience of theirs for Project Management Techniques as well as regarding understanding for Modular Construction. Since, Modular Construction being a technique that is more practiced in developed countries and countries where the manufacturing industry has very tight grip on the financial interest of the people. The study has helped in many ways to understand the level of difficulties and challenges that are being faced by construction professional people as well as understanding the behaviors of their companies and colleagues in case if new technology gets introduced in form of Modular construction. For this purpose, Researcher has prepared a questionnaire and circulated to the professional people in construction industry. The results of the survey have been shown in the later part of report with recommendation interpreted for ease of understanding.
Increase ICT Project Success with Concrete Scope Management
Authors: C. Dekkers; Pekka Forselius
Year: 2007

With the Standish group's CHAOS report proclaiming ICT project success on a mere one-third of projects, project managers have an obligation worldwide to gain control of the situation. Through concrete scope management processes, ICT project managers can learn and embrace proven approaches that measure the size of software projects, streamline the requirements articulation and management, and impose solid change management controls, to keep projects on time and on budget. Scope management is not rocket science, however, with 2/3 of the world's ICT projects deemed as failures, it is apparent that managing scope is not a natural byproduct of project management. Learn approaches and tips used in Europe, Australia, and North America that have dramatically increased the success on ICT projects by trained scope managers.
Transforming Infrastructure Project Management: Integrating Blockchain and Predictive Analytics for Enhanced Audit and Risk Management
Authors: Daniela De Freitas Soares Da Silva
Year: 2024

The growing complexity of infrastructure projects necessitates innovative approaches to project management, auditing, and risk assessment. This paper presents a novel framework that integrates blockchain technology with predictive analytics, using Markov chain models and sentiment analysis, to revolutionize infrastructure project management. Drawing from the author's extensive experience in the field, this paper details the development and implementation of this framework, demonstrating its potential to enhance transparency, improve efficiency, and reduce risks in infrastructure projects.
The Efficiency of Time Management During the Design Process for Residential Buildings to Achieve Sustainable Project Management
Authors: Ahmed Abd-elazeem; Akram Farouk; henar Abo El-magd
Year: 2023

The process of sustainable design involves creating structures with environmentally friendly techniques and resource-efficient materials, influencing various stages of a project's lifespan, particularly architectural design. Although time management, performance, and quality are critical aspects of construction projects, existing methods often fall short of fully integrating the principles of sustainable project management. Recognizing the growing importance of both time management and sustainable development in the construction industry, this study delves into their interconnected roles in effectively managing project time, quality, and cost throughout the project lifecycle. The study centers on a case study of residential projects in the United Kingdom, examining the requirements of sustainable design. Simultaneously, it explores the current state of sustainable construction practices in Egypt, aiming to develop a specialized time management program for these projects during the design phase. By investigating the real-time project management processes in residential complex projects, the study seeks to understand their impact on sustainable project management and identify solutions that align with sustainability principles. The objective is not only to analyze and utilize sustainable management systems and methods as tools for meeting sustainability requirements but also to provide recommendations for the implementation of sustainable project management in Egypt. Ultimately, the study envisions a comprehensive understanding of the
Studying the Management of Project Networks: From Structures to Practices?
Authors: J. Sydow
Year: 2021

Although certainly of a much older (or even ancient) origin, during the last two decades or so project networks have become an established object of management and organization research in general and project management studies in particular. While projects are a common, if not the most common form of a temporary organization, project networks are typically conceived as being more than an only temporary form, combining – like other forms of project-based organizing – the temporary with the permanent in a specific manner. For in the case of project networks, the coordination of the temporary is enabled (but also restrained) by the more permanent networks of past relationships to other critical actors and their resources on the one hand. On the other, however, the prospects to maintain or re¬activate these relationships for future collaborations have an influence on respective coordinative practices in the present. As a consequence of coordinating relationships in the shadow of the past as well as in the shadow of the future, project networks are strictly speaking of a semi-temporary rather than a merely temporary nature. While there is still some debate about how exactly to define and conceptualize this particular organizational form, project managers have always known that in many if not most settings there is more to managing projects than managing just the temporary. Respective management tasks indeed even go, as will be shown shortly, beyond having an eye on the interface to the surrounding, immediate and more permanent structures of the organization, the inter-organizational network and/or the organizational field and how they support or constrain temporary organizing.
St. Luke's University Health Network: Strategic Use of Health Information Technology
Authors: S. Sherer
Year: 2012

The VP and CIO of St. Luke's University Health Network wants to ensure that IT is a partner with the business in enabling new health care delivery models while controlling rapidly increasing costs. They face the challenge of maintaining existing resources while keeping up with rapid advances in information technology that provide opportunities to transform health care delivery. The VP/CIO wants to insure that new applications are in line with the strategic objectives of the health network. Instituting appropriate project management and governance strategies are critical to achieving this goal as is educating the business users on the role of information systems in health care today.