derhan/semantic-scholar-manajemen-proyek huggingface dataset:
Faktor Kunci Keberlanjutan Organisasi Nirlaba di Bali
Authors: Kadek Wahyuni Andhityawati; G. Darma
Year: 2022

The COVID-19 pandemic that has lasted since 2019 until now has created an uncertainty for every individual and organization around the world with an emphasis on the very strong economic impact that has led to a global recession. Uncertainty has placed nonprofits in an increasingly competitive environment. The importance of the existence of nonprofits requires that the organization needs to ensure its sustainability through proper planning and implementation of strategies. This study uses a qualitative approach. Interviews and observations were conducted to collect the data. Data reduction and coding was done to analyse all findings. Key factors influencing the sustainability include the existence of financial management in accordance with non-profit best practices; diversity of funding sources; good and well-maintained relationship management with donors; beneficiaries involvement thoroughout the project, the existence of wide and diverse partnerships and networks; the existence of advocacy efforts; the existence of vision, mission, and organizational values that are understood by all parties involved, leadership factors that are in accordance with organization character; the existence of project management; creative and innovative organizational marketing factors. A deep and thorough understanding of all these key factors will support the organization's ability to develop its sustainability strategy during this pandemic.
Re-examining the link between relational governance and project management performance: an integrated framework
Authors: Xiaolin Li; Yilin Yin; Wenqing Mu; Huimin Li; Ruihua Liu; Ruirui Zhang
Year: 2023

ABSTRACT Relational governance has showed great potential in addressing many of the construction industry’s problems, such as opportunism and agency problems. While multiple research efforts have been directed at examining different roles of relational governance elements, few studies paid attention to show the link between different relational governance elements and project management performance. So, this study aims to address such gap by fully considering relational governance elements affecting project management performance. To this end, this paper (1) divided relational governance elements into relational situation, relational norm, and relational behavior for the first time, deepening our understanding of relational governance elements in the construction industry; (2) determined the impact of these relational governance elements on project management performance. The findings contribute to the understanding of relational governance elements in the construction industry, how relational governance and project management performance are really linked, and what the fundamental paths are in the chain by specifying the elements of relational governance in a more detailed way. These findings also give owners and contractors insight into improving project management performance.
INTEGRATED CHANGE MANAGEMENT AND PROJECT MANAGEMENT STRATEGIC FRAMEWORK
Authors: Joseph E. Dicianno; A. Gigliotti
Year: 2018

The purpose of this conceptual paper was to provide key details for how practitioners can build a bridge between the Change Management (CM) and the Project Management (PM) tasks and roles in organizations. This paper is a conceptual paper discussing the integration of CM and PM in organizations and provides one approach to utilize this integration in a practical work environment.  This approach was both specific and replicable in most business environments where projects are the key vehicle in delivering changes across the organization. This paper illustrated one way to integrate change through a framework of utilizing existing project team members in the role of project “change lead”; operational leaders in a change-champion capacity; and change-management experts in a centralized role to consult, control, and ensure consistency throughout the change journey.  This concept is one strategic approach to CM and PM integration were created to utilize people as a resource in change projects.  The approach adds value (1) to PMs needing assistance in CM integration and (2) to CMs integrating change projects within their organizations. Keywords Change Champion, Change Management, Project Change Lead, project Management CITATION: Dicianno, J. E., & Gigliotti, A. (2018). Integrated change management and project management strategic framework. The Strategic Journal of Business & Change Management, 5(4), 2189 - 2198.
BIM-Based Platform for Collaborative Building Design and Project Management
Authors: Huahui Lai; Xueyuan Deng; Tse-Yung P. Chang
Year: 2019

AbstractThe use of building information modeling (BIM) in large building systems in conjunction with team-effort collaborative design perhaps represents one of the most useful approaches in achievi...
BUSINESS COMMUNICATIONS IN PROJECT MANAGEMENT OF INTERNATIONAL COMPANIES
Authors: T. Buchynska; A. Homotiuk
Year: 2023

Purpose. The aim of this study is to investigate the impact of business communications on project management in international companies. The study aims to identify the main dependencies and provide recommendations for their effective application in company activities.

Methodology of research. The study employed various scientific methods, including the analytical method for literature review, the classification method to differentiate the main components of business communication's impact on project management, the description method for detailed explanation, the monographic method to study literature on business communication elements in project management, and the systematic-analytical method for processing obtained information.

Findings. This text discusses the theoretical, organizational, and practical foundations of business communications in project management. It argues that effective business communications in project management can aid in the management of knowledge and human resources, the rational use of virtual teams, and the development of digital skills. The text describes the process of project development and implementation, including the necessary business communication procedures, is substantiated. The author presents their vision of the project implementation process in international companies.

Originality. The substantiation of the life cycle of business communications in the project management of an international company at different stages has been further developed. The key stages and algorithms for implementing effective business communications in a company are identified.

Practical value. The authors' proposals regarding the development of business communication processes in project management of an international company can enhance the efficiency of their activities.

Key words: business communications, project management, international company, procedures.
ASSESSMENT OF THE IMPLEMENTATION OF #BECYBERSAFE PROJECT OF THE DEPARTMENT OF EDUCATION IN SECOND CONGRESSIONAL DISTRICT IN THE PROVINCE OF TARLAC
Authors: Jan Vincent S. Carmen
Year: 2023

The study assessed the implementation of #BeCyberSafe Project in the Second Congressional District in the Province of Tarlac. It included 219 teachers, 86 non-teaching staff, 240 parents, and 370 students as the study’s respondents. The study used a quantitative research approach. It was revealed that the four groups of respondents perceived the overall implementation of #BeCyberSafe Project as highly implemented, but, there are no statistically significant differences on the perceived level of implementation of the respondents when they are grouped accordingly. Moreover, it was also revealed that the #BeCyberSafe project for the respondents is highly impactful for their cognitive, psychomotor, and affective development. Consequently, the results showed that there are no statistically significant differences on the perceived level of the impact of the implementation of the respondents when they are grouped accordingly. As a result, it is recommended that more respondents (e.g., body of Local Government Unit personnel, etc.) should be included in the study so their perceptions on the implementation of the #BeCyberSafe Project can be added to the bases of the overall assessment of the success of the said project.
KEYWORDS: Assessment, #BeCyberSafe Project, Implementation, Project Management, Attainment of Objectives, Delivery of Content, Provision of Support Materials, and Project Management Team
Systems Thinking Interplay Between Project Complexities, Stakeholder Engagement, and Social Dynamics Roles in Influencing Construction Project Outcomes
Authors: T. Omotayo; Jonathan Ross; Abiodun Oyetunji; Chika Udeaja
Year: 2024

Construction projects are fraught with the challenges of cost overruns, schedule deviations, and not meeting expectations. Underlying these failures are factors related to complexity, stakeholder management, and external social dynamics. The literature review highlighted research gaps, leading to conceptualizing the research aim. The study explored the roles of project complexity, stakeholder engagement, and social dynamics in the UK construction project management sector. A survey research strategy combining qualitative interview questions was employed to extract data from project professionals across the UK. Convenience sampling resulted in a high response rate from seventy-three (73) participants across the UK. Four main themes emerged: project complexity and lessons learned; stakeholder engagement and social climate; project failures and conflicts; and project success. System thinking causal loop diagramming was applied in amalgamating implications drawn from the findings. The implications noted that challenges in governance, regulation, and legislation, coupled with stringent cost and schedule targets, added to project complexity, effective stakeholder engagement, clear communication, and understanding of social contexts were crucial for project success where complexities of stakeholders and social dynamics proved difficult.
When Agility Meets a Project Portfolio: A Study of Success Factors in Large Organisations
Authors: M. Aghajani; K. Ahsan; Naomi Whiteside
Year: 2023

The iterative nature of agile methods combined with high levels of team and customer interactions and continuously changing IT and software development project requirements make the management of agile project portfolios very complex. To date, the mechanisms under which project portfolio management adapts to these complexities and achieves portfolio success have not been thoroughly investigated. This study explores the notion of success and its impacting factors in large organisations' portfolios of agile IT and software development projects. Using a multiple case study design, we analysed the agile project portfolios of seven large organisations. We identified four success criteria and 15 success factors and categorised them into a unique agile portfolio success framework. Some of these criteria and factors are unique to agile project portfolios. The framework contributes to agile and project management literature by conceptualising the notion of success in portfolios of agile projects while revealing a set of factors that affect the relationship between an agile portfolio with its subcomponents and the surrounding environment. The framework supports managers and practitioners in large organisations in reflecting on their agility efforts to achieve higher success rates in their agile portfolios.
Big Data, Data Science, and Artificial Intelligence for Project Management in the Architecture, Engineering, and Construction Industry: A Systematic Review
Authors: Sergio Zabala-Vargas; María Jaimes-Quintanilla; Miguel Hernán Jimenez-Barrera
Year: 2023

The high volume of information produced by project management and its quality have become a challenge for organizations. Due to this, emerging technologies such as big data, data science and artificial intelligence (ETs) have become an alternative in the project life cycle. This article aims to present a systematic review of the literature on the use of these technologies in the architecture, engineering, and construction industry. A methodology of collection, purification, evaluation, bibliometric, and categorical analysis was used. A total of 224 articles were found, which, using the PRISMA method, finally generated 57 articles. The categorical analysis focused on determining the technologies used, the most common methodologies, the most-discussed project management areas, and the contributions to the AEC industry. The review found that there is international leadership by China, the United States, and the United Kingdom. The type of research most used is quantitative. The areas of knowledge where ETs are most used are Cost, Quality, Time, and Scope. Finally, among the most outstanding contributions are as follows: prediction in the development of projects, the identification of critical factors, the detailed identification of risks, the optimization of planning, the automation of tasks, and the increase in efficiency; all of these to facilitate management decision making.
Community-research collaboration between researchers and acupuncturists: integrating a participatory research approach in a statewide survey of licensed acupuncturists in California.
Authors: Tony Kuo; Rebekah Christensen; L. Gelberg; L. Rubenstein; A. Burke
Year: 2006

The Licensed Acupuncture Collaborative Study, a job analysis of licensed acupuncturists in California, provides a model for building community-research partnerships between university researchers and communities of non-physician clinicians. The study design used a project-management approach based on the core principles of community-based participatory research: 1) mobilizing shared expertise and resources to address issues of concern; 2) sharing power in the decision-making process; and 3) promoting mutual ownerships of resources and products derived from the collaboration. A project infrastructure involving the sharing of study responsibilities across university researchers, individual acupuncturists, and state community organizations was developed and cultivated over a three-year project period. Essential factors in the success of this project included shared objectives, addressing the concerns about collaboration among academic and community partners, inclusion of nontraditional viewpoints about healthcare policy, and participation by the acupuncturist community in performing the research. These activities helped to overcome mistrust and perceived power differences between researchers and the acupuncturist community.
Project managers: old, grumpy and suspicious or just “once bitten, twice shy?”
Authors: James Prater; Konstantinos Kirytopoulos
Year: 2024

PurposeThis research aspires to contribute in the area of exploration of the psychological traits evolving by practitioners within the project management profession. Specifically, it investigates whether there is any difference in optimism levels among experienced project management practitioners and newcomers in the profession.Design/methodology/approachThe research used the life orientation test-revised (LOTR) (Scheier et al., 1994) to calculate respondents’ optimism scores. With these scores at hand, the researchers could then apply inferential statistics in order to deduce any differences observed among optimism score and the respondents’ characteristics (age, years of experience etc.).FindingsBased on the results of this research, several demographic variables were shown to be statistically significant with optimism. These were (1) the number of years of experience the respondent had in managing projects, (2) working in a government organisation and (3) possessing specific project management certifications, all of which were found to adversely affect the respondent’s optimism score.Originality/valueThis research was unique in applying a well-known psychological test instrument (LOTR) to provide insight into the psychological impacts of a career as an information technology (IT) project manager. It is also highly likely that this correlation between the length of time working as a project manager and the adverse impact on their optimism would also apply to not just IT project managers but all experienced project managers.
Information Technology Governance (ITG) Practices and Accountability of Information Technology (IT) Projects - a Case Study in a Malaysian Government-Linked Company (GLC)
Authors: N. Jaafar; E. Jordan
Year: 2009

This paper analyses and presents a case study on ITG practices in a Government-linked company 
(GLC) by looking at the ITG process, accountability and the desirable behaviours of IT at the project 
level of the organization. The study reveals a number of important findings in the context of ITG 
implementation at the project level. As far as ITG documentation is concerned, there are numerous 
standards currently available of which many are continuously undergoing further development by IT 
professionals. Nonetheless, there is still no one correct way of governing IT in an organization, more 
specifically, in IT project management. In addition, there is not much known concerning the ITG 
outcome of ITG practices in Malaysian organizations. Thus, this paper shares the level of readiness 
and awareness of ITG practices, for this particular case, when it comes to implementing IT projects.
Towards Designing an Experience-based Course around Innovation Bootcamps — A Cohort Study
Authors: Orges Cico; M. L. Jaccheri; Anh Nguyen-Duc
Year: 2020

Context: This full research paper presents an experience-based course designed around a semester-long external Innovation Bootcamp activity. Objective: We sought to evaluate the impact of Innovation Bootcamp on students’ learning and startup formation. To this end, we measured how the Innovation Bootcamp affected students' perceived challenges related to technical, soft project management skills and the startup formation mindset. Method: We conducted a cohort study comprising questionnaires, interviews, and focus groups with both students and stakeholders participating in the Innovation Bootcamp. In total, 44 students participated in the questionnaires run before and after the Innovation Bootcamps during both academic years. Moreover, we conducted four individual interviews (student cohort 1), four focus group interviews (student cohort 2), and six individual interviews with different stakeholders participating in the Innovation Bootcamp during both years. Results: We find that perceptions of challenges regarding soft and project management skills drop, while perceptions regarding technical skills challenges do not vary during the course. Students exhibit increased motivation to engage in startup formation following close collaboration with external stakeholders only after developing their first minimum viable product. Contribution: The overall outcomes of the study contribute to validating a new course design model, which will help develop a course framework to help future educators, researchers, and practitioners adopt Innovation Bootcamp activities within a software engineering-focused experience-based course.
The influence of intervening conditions on the over-and underestimation of risk
Authors: E. Kutsch
Year: 2006

Project risk management is the systematic utilisation of a process by project managers to identify, analyse and respond to risks posed by events and conditions that are not definitely known in advance but which may adversely affect IT project success. However, although best practice standards in project risk management are applied in information technology (IT) project management, IT project managers seem unable to accurately predict and manage risk. Thus, this study aims to investigate the extent to which project managers in IT project overand underestimate risk and to what degree their failure in accurately managing risks influences is caused by risk related factors. Findings indicate that project managers tend to considerably underand overestimate risk. The underestimation of risk is found to have been caused by factors such as lack of knowledge or the preference to wait until risk materialises. An important implication of the research is that the prevention of these causative risk related factors may enable IT projects to increase the accurateness of their predictions regarding project risk and subsequently to increase the effectiveness of project risk management.
e-Consult implementation success: lessons from 5 county-based delivery systems.
Authors: Margae J Knox; E. J. Murphy; T. Leslie; R. Wick; D. Tuot
Year: 2020

OBJECTIVES
Electronic consultation, or e-consult, systems improve specialty care access by conveying specialist expertise to primary care clinicians (PCCs) without requiring specialist visits. Our study evaluates organizational factors for e-consult implementation across 5 publicly financed, county-based health systems in California. Each system serves 40,000 to 180,000 culturally and linguistically diverse patients across 4 to 19 primary care locations.


STUDY DESIGN
We interviewed leaders whose systems received grant funding between 2015 and 2017 to plan and implement e-consult. Interviews discussed platform selection, electronic health record (EHR) compatibility, PCC and specialist opinions, and project governance. We also collected implementing systems' platform operations metrics.


METHODS
Mixed methods, including semistructured interviews and quantitative platform metrics. Interviews were analyzed in alignment with the Consolidated Framework for Implementation Research inner setting domain.


RESULTS
Three of the 5 systems successfully implemented e-consults. System 1 sustained implementation across 27 specialties, system 2 achieved fragmented implementation, and system 3 reported early-stage implementation. Existing PCC-specialist relationships emerged as the strongest facilitator. E-consult-EHR technology integration was also important, although an add-on platform enabled e-consult expansion in system 2. Although all systems faced challenges, such as project management resourcing, systems 4 and 5 abandoned implementation amid compound climate and readiness barriers.


CONCLUSIONS
Successful e-consult implementations in public delivery systems leveraged (1) prior primary care and specialty care clinician relationships and (2) integrated EHR and e-consult platforms. This contrasts with common expectations that new technology will overcome care delivery gaps. Findings add to existing e-consult implementation literature that emphasizes reimbursement and leadership champions.
Leveraging Organizational Social Capital in Construction Projects to Enhance Project Success: The Enabling Role of Transformational Leadership
Authors: Shazia Nauman; Ata ul Musawir; Madiha Bint E Riaz
Year: 2023

Building on the theories of social capital and self-determination as complementary perspectives, this study investigates how an individual’s idea of organizational social capital affects project success by testing a dual-stage moderated mediation model with self-efficacy as a mediator and transformational leadership as a moderator at both the first and second stages. Time-lagged data from 213 project management practitioners were collected from construction project–based firms. It was revealed that self-efficacy partially mediates the effect of an employee’s perception of organizational social capital on project success. Additionally, moderation results support the proposed hypotheses. We discussed theoretical and practical implications.