derhan/semantic-scholar-manajemen-proyek huggingface dataset:
Commissioning the Ideal Perioperative Suite: Is Going it Alone Your Best Option?
Authors: R. Bielby
Year: 2009

Commissioning the ideal perioperative suite, what does it really mean to the perioperative manager? Negotiating through the maze of design, furniture and equipment needs in healthcare building projects requires a great deal of time and input and there will be many questions the perioperative manager will need to ask if they are to undertake this role effectively. What do they need to know and how do they ensure that their department is represented fairly in the building and procurement selection process? What do they really know about project management and how to be a successful and valuable member of a project team? What are the fundamentals that every perioperative manager who is seconded onto a project team needs to be aware of when asked to assist with the fit out and design of a new perioperative suite? If going it alone isn't the best option where can they go to find the right professional help? Is engaging a medical equipment planner the answer?
ANALISIS KINERJA WAKTU DAN BIAYA DENGAN EARNED VALUE METHOD PADA PROYEK LANJUTAN PEMBANGUNAN GEDUNG ASRAMA PUTRI PONDOK PESANTREN SALAFIYAH IBNU KARIM
Authors: K. Huda
Year: 2022

Terjadinya penyimpangan biaya dan waktu yang signifikan mengindikasikan adanya pengelolaan proyek yang buruk. Dengan adanya indikator prestasi proyek dari segi biaya dan waktu ini memungkinkan tindakan pencegahan agar pelaksanaan proyek berjalan sesuai dengan rencana yang telah dibuat. Pengendalian merupakan salah satu fungsi dari manajemen proyek yang mempunyai tujuan agar pekerjaan-pekerjaan yang dikerjakan berjalan sesuai dengan  sasaran yang telah ditetapkan tanpa banyak penyimpanganKonsep “earned value” merupakan salah satu alat yang digunakan dalam pengelolaan proyek yang mengintegrasikan biaya dan waktu. Tujuan mengetahui kinerja yaitu untuk melakukan monitoring proyek dan mengendalikannya, sehingga jika terjadi penyimpangan dapat segera di ambil tindakan. Konsep earned value menyajikan tiga dimensi yaitu penyelesaian fisik dari proyek (the percent complete) yang mencerminkan rencana penyerapan biaya (budgeted cost), biaya aktual yang sudah dikeluarkan atau yang disebut dengan actual cost  serta apa yang yang didapatkan dari biaya yang sudah dikeluarkan atau yang disebut earned value. Dari ketiga dimensi tersebut, dengan konsep earned value, dapat dihubungkan antara kinerja biaya dengan waktu yang berasal dari perhitungan varian dari biaya dan waktu (Koppelman, 1994).Hampir sebagian besar proyek hanya mengandalkan kurva S untuk mengendalikan proyek atau kinerja waktu sementara kurva S tidak bisa menginformasikan biaya. Dengan adanya kinerja biaya nyaris tidak pernah terpikirkan untuk di teliti.Pada saat ini Pembangunan Gedung tersebut mengalami percepatan waktu. Dengan melihat data lapangan pada time schedule, pelaksanaan proyek mengalami percepatan. Kumulatif rencana sampai dengan akhir minggu ke-8 adalah 53,98% sedangkan kumulatif realisasi baru mencapai 80,95% sehingga terdapat percepatan sebesar 26,97%. Waktu pelaksanaan dalam kontrak mulai tanggal 20 Januari 2022 sampai dengan tanggal 19 April 2022.
DIGITAL TWINS IN CONSTRUCTION: CREATING REAL-TIME REPLICAS OF LARGE-SCALE PROJECTS
Authors: Aditya Pandit
Year: 2025

Integrating digital twins in construction represents a transformative leap in project management and operational
efficiency. These dynamic virtual replicas of physical assets enable real-time monitoring, performance simulation,
and optimization throughout the construction lifecycle. Despite technological, organizational, and financial
barriers, their adoption shows promising results, including significant cost savings and operational improvements.
This paper explores how digital twins optimize planning, enhance risk management, and allow remote inspections,
contributing to efficiency, sustainability, and cost-effectiveness. Emerging applications in disaster resilience and
economic impact, combined with future research directions like AI integration and urban infrastructure modeling,
underscore their potential to revolutionize the construction industry.
Keywords—Digital twins, construction management, real-time monitoring, disaster resilience, economic impact, AI
integration, sustainability, Building Information Modeling (BIM), Internet of Things (IoT).
The Baseline Configuration of Project Management Information System
Authors: S. Berzisa
Year: 2009

The Baseline Configuration of Project Management Information System The purpose of project management information systems is to facilitate development and management of projects as well as to provide operational project information. Project management information systems need to be configured according to project management requirements during their deployment. In order to reduce complexity of this task, a baseline configuration can be used as a starting point of the configuration process. The objective of this paper is to establish the baseline configuration of the project management information system. The baseline configuration is developed according a set of typical project management requirements These requirements are determined by summarizing several project management methodologies and investigations on evaluation of project management information systems. They are divided in 15 groups. A high level description of the baseline configuration of project management information system is defined on the basis of these requirements. It consists of the list of typical project management scenarios and workflows as well as the list of relevant concepts, their default values and business rules. The baseline configuration is compared with configurations used in selected project management information systems. The obtained results further will be used in the configuration process of project management information systems.
Towards regional access to medicines: the development of the East African Community pooled procurement mechanism
Authors: Koray Parmaksiz; D. Asingizwe; Alison Kaitesi Gichohi; Stephen Karengera
Year: 2024

ABSTRACT Introduction The East African Community (EAC) has been facing challenges in ensuring access to affordable and quality-assured medicines. To address these problems, the EAC Partner States have been working on implementing an inter-country pooled procurement mechanism since 2005. However, with limited progress to date. The aims of this study were to explore how the EAC pooled procurement mechanism has been developing over time, and to clarify the work and efforts made during this development process to draw lessons for enhancing such collaborative efforts. Methods For this study, we carried out a multi-method qualitative case study. We used the Pooled Procurement Guidance to collect and structure our data drawn from academic papers, grey literature documents, observations and field notes. For the analysis, we used an inductive thematic analysis approach. Results Over the past two decades of the EAC’s pooled procurement journey, we have identified two developmental stages so far: the promise stage and the creation stage. The promise stage was characterised by initial engagement and alignment efforts between Partner States. However, the lack of dedicated funding and ownership to drive the project forward led to stagnation of the process for some years. Following the establishment of a dedicated organisation, the pooled procurement mechanism entered the creation stage. This stage has been characterised by continuous alignment work consisting of project management, efforts to build inter-personal relationships, and facilitation of negotiations to harmonise goals, needs and operations. This process has been aided by broad and recurring involvement of regional experts. Conclusion To successfully implement a pooled procurement mechanism, we suggest EAC Partner States to continue their alignment efforts, sustain political will and allocate sustainable funding using a phased implementation approach towards pooled procurement.
Examining the relationship between project management office functions and project performance in Ghana: a structural equation modelling approach
Authors: Kwasi Agyeman-Boakye; E. Kissi; I. Abu
Year: 2024

PurposeThe aim of this study is to investigate the influence of Project Management Office (PMO) functions on project performance in businesses in Lower Middle-Income Countries (LMIC) using Partial Least Square–Structural Equation Modelling (PLS–SEM).Design/methodology/approachUtilizing close-ended questionnaires in a cross-sectional survey, 256 project professionals from 10 business sectors in Ghana views were elicited. The questions were developed through a comprehensive literature review and involved 27 PMO functional measures grouped into 6 and 19 project performance measures grouped into 6. Data collected was then analysed using the PLS–SEM to validate the hypothetical relationship.FindingsThe PLS–SEM model supported 13 (t > 1.65) out of 36 hypotheses investigating the relationship between PMO functions and project performance. Variations in the PMO functions moderately (R2 = 0.34) explained the performance of projects. The aggregate activities of the PMO had the highest significant influence on environmental performance (R2 = 0.467). The topmost PMO function was identified as monitoring and controlling project performance, and it was significantly associated with cost (ß = 0.265, p < 0.05), quality (ß = 0.291, p < 0.05) and project scope (ß = 0.265 p < 0.05) performance.Research limitations/implicationsThis research has brought more illumination to the functions of PMOs and its influence on project performance. The results suggest that PMO activities, when tailored to the business context, can significantly change project performance variables.Originality/valueMost research on PMO and project performance has been limited to developed countries or a single sector. This study uniquely expands the business sectors and focuses on LMICs.
A multi generational approach to project management: implications for engineering education in a smart world
Authors: C. Silva; José Magano; C. Figueiredo; A. Vitória; Teresa Nogueira
Year: 2020

In a fast pace evolving smart world, underlined by technology change and market globalisation, project management is of paramount importance for companies to deliver competitive goods and services. To be effective, project teams should master processes, personal, technical and business competencies. The teaching of project management could be adapted in order to reduce the gap that seems to exist between the engineer graduate profile and the requirements that challenge professional engineers today, namely equipping new engineers with sound soft skills. Generation Z, currently studying in HEIs, has characteristics, needs and expectations that should be considered when discussing potential changes in project management education. This paper explores these topics. The literature review establishes the characteristics of generation Z, project management teaching trends, and draws implications for the teaching of project management within the scope of engineering education. A sample of 147 Generation Z undergraduate students filled a self-report questionnaire considering personality, resilience and emotional intelligence to assess their awareness about the traits that are relevant for project management. Through their self-assessment results, the participating students are aware of some of their characteristics, namely orientation towards results, high resilience and low neuroticism. Due to the high resilience indicators and low levels of neuroticism, Generation Z can be an important asset within a multigenerational project team. Also, some inconsistencies were identified as the participants displayed high levels of agreeableness and low levels of openness to experience. These results are discussed, linking personality traits of Generation Z with some important soft skills in project management, including teamwork and communication skills. Finally, recommendations and approaches for teaching project management in engineering education programs are presented.
Project and Program Management Implications in the Portfolio Management of IT Projects in Applied R&D Organizations
Authors: Ana Lima; G. Fernandes; R. J. Machado
Year: 2016

Nowadays, projects represent a significantinvestment for organizations, their intrinsic role asorganizational change mechanisms is being increasinglyrecognized. In this context, project portfolio management effortsare considered as a main efficiency and effectiveness mechanismto align the projects execution with the organization strategy. Thecomponents of a project portfolio management should bemeasured, ranked, and prioritized according to criteria preestablished. The main objective of the PhD research work is todevelop a new method for portfolio management of Informationand Technology projects, by taking into account the implicationsfrom Project Management Institute and Office of GovernmentCommerce project and program management reference models.
Predicting the Progress of Vehicle Development Projects: An Approach for the Identification of Input Features
Authors: Oliver Böhme; Tobias Meisen
Year: 2021

Today project managers estimate time and other project relevant key performance indicators by using project management tools e.g. milestone trend analysis. We believe that predicting the project’s progress with traditional methods will soon reach its limitations due to the increasing complexity in vehicle development. Machine learning methods provide one possible solution. The vision is to predict the progress of development projects in the early stages of the project. In order to make this vision come true, we need to define measurable input features for machine learning models. In this paper, we focus on representing an approach to identify parameters that exert influence on the progress of development projects.
PROSPECTS OF USING MODERN TASK MANAGERS FOR IT PROJECT MANAGEMENT
Authors: Olha Puliak; Natalya Myronenko
Year: 2023

The article is devoted to the analysis of modern digital tools - task managers, which are currently actively used by Ukrainian IT companies for project management. The theoretical basis of the research was: the analytical reports of the Coursera platform Coursera Global Skill Report 2022, the Laba business school, the international non-governmental organization World Economic Forum, the services of Deloitte, LinkedIn, McKinsey and IBM Global; official sites of cloud services Worksection, Jira, Asana, Trello, Monday.com. The task manager is a service that makes it possible to collect all work tasks of the IT team in a single space: structure the company's work, plan work, organize communication between team members, optimize work with documents. The most popular cloud services have been analyzed and compared, which make it possible to collect all work tasks of the IT team in a single space: to structure the company's work, plan work, organize communication between team members, optimize work with documents. Given the fact that employers emphasize the importance of the ability to use digital tools, in particular task managers, the authors considered those that are currently the most popular among Ukrainian IT companies. Five cloud services were chosen for analysis: Worksection (an online service created by Ukrainian programmers for project management), Jira (an Australian cloud service that currently has offices in Europe, Japan, and the Philippines), Asana (a cloud instructor created by Facebook engineers), Trello (American multi-platform project management system), Monday.com (Israeli cloud project management service). The main characteristics of task managers - a functional toolkit that is necessary for project management - have been studied. A comparison of cloud services was made according to the main characteristics: display of tasks, mobile application, integration with other resources, free tariff plan. The authors concluded that the task manager is a modern and promising digital tool, the skills of using which are encouraged by employers all over the world. Each cloud service has unique resources that take into account project management methodology and other needs and requests. According to the authors, higher education institutions should introduce students to modern digital project management tools, which will significantly increase their competitiveness in the labor market.
The Library Outreach Casebook. Ryan L. Sittler and Terra J. Rogerson, eds. Chicago: Association of College & Research Libraries, 2018. 214p. Paper, $56.00 (ISBN: 978-0-8389-4873-6). LC: 2018-043645
Authors: Susan Vandagriff
Year: 2019

One challenge of discussing outreach is that it takes a different shape in every library, a reality that The Library Outreach Casebook represents through a spectrum of experiences, ideas, and approaches. Editors Ryan L. Sittler and Terra J. Rogerson have compiled 20 different case studies in outreach and marketing for libraries. They note in the introduction that the book is intended to serve as a companion to the forthcoming title The Library Outreach Cookbook by providing readers with a taste of the scope of outreach and marketing efforts going on at other libraries. Unfortunately, Sittler and Rogerson’s introduction misrepresents the true value of the volume they have assembled. Although they promise to “describe and address universal problems that all librarians face” and suggest taking an “all of the above” approach to the advice contained therein (vii), casebooks are inherently limited. The situations described are unique, and the solutions and innovations employed are likewise constricted in their applicability. Librarians will not walk away from this volume with clear-cut solutions or formulas to deploy. The programming, marketing, and project management systems described should not all be attempted by any one library. Even knowing this, it is easy to see how Rogerson and Sittler have created something of great value in this collection: a book where librarians can witness the critical thinking and problem solving of other libraries. The value of this work lies in its capacity to inspire similar ingenuity in its readers, who—facing an entirely different set of challenges at their own institution—are better prepared to brainstorm solutions and be more familiar with the tools available because they have heard the stories of others.
Systems Thinking in Software Projects-an Artificial Neural Network Approach
Authors: Zorica M. Mitrović; Aleksandar Rakićević; Dejan Petrović; Marko M. Mihić; Jovana Rakićević; Elena Jelisic
Year: 2020

The authors discuss why the current conceptual base of project management research and practice continues to attract criticism since it does not adequately address the complexity that leads to software-project failure. To do so, the study explores systems thinking and artificial neural networks to shed light on complexity in software-project behavior using nonlinear functional relationships between critical success factors and project success to utilize their connectedness as an approach in order to create project-outcome prediction models. The artificial neural networks were used to create two project-outcome prediction models: one for a binary classification task to discriminate failed from successful projects using a multi-input-single-output configuration and one for a multi-task binary classification to discriminate success from failure in multiple project-success dimensions using a multi-input multi-output configuration. The results yielded high-performance values for a binary classification task, performed to predict overall project success, and slightly lower performance values for the multi-task binary classification, which was also performed to predict success in project-success dimensions. It was found that the nonlinear behavior of critical success factors may be used to create prediction models, by embedding equifinality and connectedness constructs that prove to be useful to understand projects as complex, multi-loop, and nonlinear systems. Further research is needed to investigate the causality between critical success factors in order to explore the possible propagation of critical success factors within a project system network and its implications on project success.
ІНТЕГРАЦІЯ УПРАВЛІННЯ ПРОЄКТАМИ ТА МЕНЕДЖМЕНТУ: НОВІ ТЕНДЕНЦІЇ В НЕПРИБУТКОВИХ ОРГАНІЗАЦІЯХ
Authors: Любов Ліпич
Year: 2024

The aim of the article is to identify new trends in project management within nonprofit organizations. The spheres of project management and emerging trends in this field within civil society organizations have been identified. It has been established that considering the current limitation of budgetary resources directed towards meeting the needs of the security and defense sector, social protection, support for the population, and gradual economic recovery, the budget structure of Ukrainian nonprofit organizations should witness an increase in support from international donors through the implementation of social projects by them. It has been proven that civil society organizations should integrate project management with organizational management at the organizational level. The purpose of project management is not only to fulfill projects within specified timelines, without exceeding the budget, and ensuring the expected level of quality but also to create value. Therefore, projects are consolidated into portfolios. In nonprofit organizations, the project context often requires establishing a connection between projects, mission, and implementing mechanisms for integrating projects towards the adopted goals and providing resources for their implementation. Analyzing project maturity in nonprofit organizations is accomplished through the creation of a maturity map, illustrating the maturity levels of individual processes and allowing the identification of gaps in the researched areas. The use of project maturity maps allows for the improvement of project management systems and, in the long term, contributes to increasing the efficiency of implemented projects and better utilization of available resources. It is argued that projects contribute to the sustainable development of organizations. Sustainable management entails planning, monitoring, and controlling the processes of project implementation and support, taking into account the environmental, social, and economic aspects of the project lifecycle, processes, results, and consequences aimed at achieving advantages, which are carried out transparently, honestly, and ethically, involving stakeholders. This involves adopting the concept of holistic project realization, considering, in addition to classical parameters (time, cost, scope), new ones: benefits, values, risks, long-term effects for stakeholders.