derhan/semantic-scholar-manajemen-proyek huggingface dataset:
Educational Interventions to Improve Advance Care Planning Discussions, Documentation and Billing
Authors: Cristine B. Henage; J. McBride; J. Pino; Jessica Williams; J. Vedovi; N. Cannady; Liz Riley Buno; Toni Chatman; J. Busby‐Whitehead; E. Roberts
Year: 2020

Background/Objectives: To determine the impact of educational interventions, clinic workflow redesign, and quality improvement coaching on the frequency of advance care planning (ACP) activities for patients over the age of 65. Design: Nonrandomized before-and-after study. Setting: 13 ambulatory care clinics with 81 primary care providers in eastern and central North Carolina. Participants: Patients across 13 primary care clinics staffed by 66 physicians, 8 physician assistants and 7 family nurse practitioners. Interventions: Interprofessional, interactive ACP training for the entire interprofessional team and quality improvement project management with an emphasis on workflow redesign. Measurements: From July 2017 through June 2018—number of ACP discussions, number of written ACP documents incorporated into the electronic medical record (EMR), number of ACP encounters billed. Results: Following the interventions, healthcare providers were more than twice as likely to conduct ACP discussions with their patients. Patients were 1.4 times more likely to have an ACP document included in their electronic medical record. Providers were significantly (p < 0.05) more likely to bill for an ACP encounter in only one clinic. Conclusions: Implementing ACP education for all clinic staff, planning for workflow changes to involve the entire interprofessional team and supporting ACP activities with quality improvement coaching leads to statistically significant improvements in the frequency of ACP discussions, the number of ACP documents included in the electronic medical record and number of ACP encounters billed.
Sustainable procurement of medical devices in an international context - Part 2
Authors: Valerio Di Virgilio; Alexia Bouchard Saindon; Francisco Becerra Posada
Year: 2023

Background and Objectives: This article describes how sustainable procurement of medical devices (MDs) can be implemented in operational projects in developing countries. It also further details how sustainability principles and the needs assessment can be applied by the biomedical/clinical engineer lead (BCEL) responsible for the technical and quality aspects of the procurement process of MDs. It also emphasizes the importance of the BCEL considering the country’s or region’s specific healthcare context when working on MD procurement projects in developing countries.Material and Methods: This article describes how sustainable procurement of medical devices (MDs) can be implemented in operational projects in developing countries. It also further details how sustainability principles and the needs assessment can be applied by the biomedical/clinical engineer lead (BCEL) responsible for the technical and quality aspects of the procurement process of MDs. It also emphasizes the importance of the BCEL considering the country’s or region’s specific healthcare context when working on MD procurement projects in developing countries.Results: The BCEL has a key role in the sustainable procurement of MDs as an integrator able to understand clinical needs and translate them into requirements while being aware of the sustainability and safety risks linked to technology implemented in the fragile environment of a developing country with limited resources. This context also creates additional challenges that can be managed if the BCEL is conscious of the country’s health expenditure, geopolitical, healthcare, model of care, regulatory, infrastructure, and logistical conditions in which the MDs will be installed. Many equipment may remain unused if the technology implementation is not in line with the needs of the beneficiaries. Therefore, a thorough needs assessment performed by the BCEL to obtain the detailed list of MDs, their technological level and estimated budget is of utmost importance to increase the project’s sustainability and mitigate the risk of unused MDs.Conclusion: Besides traditional disciplines in biomedical and clinical engineering, the BCEL shall also learn at least basic principles in public health, healthcare planning, project management, health infrastructure, and development aid to facilitate the dialogue with stakeholders based on knowledge, flexibility, and capacity to anticipate and solve practical issues on the ground. To this extent, it is advisable for a BCEL new to the environment of developing countries to have progressive exposure to more complex projects and to extensively use the peer review mechanism to assure sustainability and quality during project implementation. A theoretical background based on sustainable procurement principles, analysis of the local and national health context and regulations, and knowledge of lessons learned from past projects should guide the BCEL’s approach to performing the needs assessment while implementing a new project.
The Future of Economic Decision Making in Project Management
Authors: B. Galli
Year: 2020

Project management has become the best way to plan for the future, and its importance in finding appropriate solutions is undoubted. Because of the cost factor of operations, barely any of the projects involve economic decision-making. The complexity in making economic decisions causes some of the projects to make the wrong decisions due to lack of proper information. Financial decision-making involves more than just collecting information and making decisions based on the information. For the formed economic decisions to be viable, a deep analysis of the economy must be done to estimate the future economy. This study focuses on the future trend and the relevance of economic decision-making in project management. It is based on testing the influence of economic decision-making, innovativeness, risk profile, and the size of the management team on the success of a project. The primary theme is to evaluate the level of significance of economic decision-making in project management.
A performance measure framework for ecosystem-based management
Authors: J. Haugen; J. Link; E. Fulton; M. Dickey-Collas; R. E. Brainard; A. Bundy
Year: 2024


 Effective management of ocean resources is crucial for achieving desired ecological, economic, and social outcomes. Marine ecosystem-based management (EBM) offers a comprehensive approach to achieve these goals, yet its implementation has been challenging and its effectiveness has been unclear. Therefore, we need performance measures to assess the effectiveness of EBM strategies. We developed a semi-quantitative assessment framework using existing indicators and performance measures from the business and project management world (e.g. Key Performance Indicators; KPIs), national and regional economic and social wellbeing performance measures (e.g. GDP, food security), and ecosystem status assessments (e.g. overfishing, biodiversity) to evaluate the success and performance of EBM outcomes. The framework consists of four main categories: (1) sector performance; (2) marine ecosystem status; (3) management and tradeoffs; and (4) human dimensions, each flexible enough to accommodate suitable indicators and reference points. We show how the framework responds to real case studies from Southern New England, the Gulf of Maine, and the Hawaiian Islands, USA; the Baltic Sea; and the Red Sea, Saudi Arabia. The main observation from these performance measures is that higher scores in the management and tradeoffs consideration correlate with higher scores in the marine ecosystem status. Additionally, higher human dimensions scores tend to lead to higher sectoral performance scores. Although it is not certain that one leads to the other, this suggests that EBM is functioning as intended. The framework results show that there are many possible indicators, performance targets, and associated desired directionalities that can be combined to form possible performance measures across combined ocean-use sectors to inform EBM. The challenge lies in using these different operational indicators to assess the strengths and weaknesses of EBM approaches.
Experience: Quality Benchmarking of Datasets Used in Software Effort Estimation
Authors: M. Bosu; Stephen G. MacDonell
Year: 2019

Data is a cornerstone of empirical software engineering (ESE) research and practice. Data underpin numerous process and project management activities, including the estimation of development effort and the prediction of the likely location and severity of defects in code. Serious questions have been raised, however, over the quality of the data used in ESE. Data quality problems caused by noise, outliers, and incompleteness have been noted as being especially prevalent. Other quality issues, although also potentially important, have received less attention. In this study, we assess the quality of 13 datasets that have been used extensively in research on software effort estimation. The quality issues considered in this article draw on a taxonomy that we published previously based on a systematic mapping of data quality issues in ESE. Our contributions are as follows: (1) an evaluation of the “fitness for purpose” of these commonly used datasets and (2) an assessment of the utility of the taxonomy in terms of dataset benchmarking. We also propose a template that could be used to both improve the ESE data collection/submission process and to evaluate other such datasets, contributing to enhanced awareness of data quality issues in the ESE community and, in time, the availability and use of higher-quality datasets.
Project Management for Healthcare Practices: Costs and Timing.
Authors: N. Baum; Benjamin Swig
Year: 2017

Every medical practice and every hospital will at some point decide to incorporate a new technology, a new procedure, or a new building; hire a new doctor; or embark on literally hundreds of other projects that require going outside of the box and outside of the usual routine in order to bring the project to fruition. This article discusses project management for implementing a new brand into a medical practice or a hospital, and how to prepare a time schedule and a cost analysis to see that the project is completed on time and within budget.
The Software Engineering Timeline: A Time Management Perspective
Authors: O. Hazzan; Y. Dubinsky
Year: 2007

This paper addresses time management in software development processes. The rationale for this investigation stems from the observation that many of the problems associated with software projects, such as planning, time pressure and late deliveries, are time related. The analysis presented is based both on a literature review and on illustrations of data taken from our research on different software project management paradigms - mainly heavyweight and agile software development.
The dynamics of technological learning inside the latecomer firm: evidence from the capital goods industry in Brazil
Authors: Celso L. Tacla; P. N. Figueiredo
Year: 2006

This article focuses on the implications of the intra-firm learning processes for the direction and rate of latecomer firm-level technological capability accumulation. This relationship is examined in a capital goods firm – producer of equipment and complete plants for pulp and paper mills – during its lifetime of 24 years. Using a single case study design, this article draws from first-hand empirical evidence gathered through one-year fieldwork. The framework for capability identifies three technological functions: engineering activities and project management, operational processes and practices, and process equipment. The framework for learning identifies four learning processes. These are examined on the basis of four features: variety, intensity, functioning, and interaction. In addition to clarifying how learning processes work within the latecomer firm, this article contributes to providing a concrete notion of the time-frame to materialise the returns, in terms of innovative capability building, expected by managers from their learning efforts over time.
Developing innovation in e-learning: lessons to be learned
Authors: M. McPherson
Year: 2005

Despite good intentions and considerable effort, many e-learning projects do not live up to the hopes of those involved in them. Yet, although a great deal of literature is available regarding the design, development, and implementation of e-learning, there seems to be a singular lack of information with regard to the reasons for e-learning projects that have not been so successful. It is entirely possible that the reasons for problems might well have similarities to those identified in the project management literature (McPherson & Ramli, 2004): unclear project scope, inadequate knowledge and skills, ambitious timeline, inadequate contingency plans, etc. However, in terms of e-learning, without firm evidence, this is mere speculation.
Innovative agile project management curriculum for engineering education
Authors: V. Uskov; Dayananda B. Krishnaiah; Rekha Kondamudi; U. Singh
Year: 2016

The performed analysis of the current status of agile methodology applications in industry clearly shows that companies and businesses will soon need a significant number of well educated and highly skilled agile project managers in engineering/computing/IT areas. A shift from traditional project management framework (based on PMBOK) to agile project management requires project managers to be equipped with additional knowledge for project planning, execution and control techniques and tools to effectively manage the challenging projects. The findings and outcomes of performed analysis motivated the authors - faculty and graduate students at Bradley University (Peoria, IL, U.S.A.) - to work collaboratively, propose and design innovative academic curriculum - topics, tools, courseware, lab practicum - in Agile Project Management for engineering education with a focus on design and development of software and computer information systems.
A System Dynamics Approach to Feedback Processes in Project Scheduling
Authors: B. O. Odedairo; A. Alarjani
Year: 2024

Projects, as catalysts for proactive transformation, offer a temporary and adaptable framework that effectively handles complexities (or uncertainties) within a competitive corporate landscape. Hence, the use of an effective project management framework, such as Dynamic Project Scheduling (DPS), is a method to handle intricacies in order to accomplish organizational objectives. DPS refers to a triangle interaction involving baseline scheduling, schedule risk analysis, and project control while supporting schedule adjustment in response to changes and uncertainties. However, there is a lack of information regarding studies that have investigated the feedback mechanisms among DPS components. This study was designed to examine the counterintuitive relationships between these components using system dynamics. The quantities within the DPS system were identified and defined. A casual loop diagram was used to illustrate the interactions among these quantities. Subsequently, a Stock and Flow Diagram (SFD) was created to identify the inputs, states, and flow mechanisms within the DPS. Using the SFD, a system dynamics expression was generated which was then employed to compute the rate of change of the Budgeted Cost of Work Remaining (BCWR) for two projects at different time intervals. The results properly indicated the period of idleness during project execution. The use of BCWR rather than schedule variance provides a more effective visual representation for evaluating performance and tracking progress. The BCWR and planned value exhibit contrasting trends, highlighting the importance of earned value quantities in project control. The use of system dynamics in project management can enhance the planning and scheduling phase, allow project managers to monitor pertinent performance measures, and optimize project outcomes through informed decisions.
Using Bibliometrics and Grounded Theory in Investigating Factors Influencing Profit Distribution in Integrated Project Delivery Projects
Authors: Shuwen Guo; Huaping Xiong; Jinhua Chen; Kai Hu
Year: 2024

Integrated project delivery (IPD) has gained significant attention as an effective alternative to traditional project delivery models. Profit distribution is a crucial aspect of IPD projects, influencing their overall success. This study aims to investigate the key factors impacting profit distribution to offer strategic guidance for project management practices. The study employs a comprehensive bibliometric analysis to establish an updated research framework in this domain. Through this analysis, 24 articles with highly relevant and extensively cited sources are identified for further examination. Grounded theory is subsequently applied to distill the findings. This process yields a foundational theoretical framework that delineates the factors influencing profit distribution in IPD projects, namely, contribution, resource-based input, effort level, and risk sharing. Additionally, a textual analysis of ten burst words is conducted to discern research trends and identify future areas of study. This research contributes to the existing literature by addressing gaps and providing a roadmap for future IPD investigations. A theoretical framework of influencing factors in profit distribution in IPD projects is developed based on the literature. The findings not only enhance understanding of profit distribution dynamics in IPD projects but also guide the implementation and optimization of IPD practices.
Investigating the use of Drone Technology for Effective Project Management
Authors: Hamza Muhammed; Muhammadu Muhammed; Patrick Uwajeh
Year: 2024

This study investigates the pivotal role of drones in enhancing project management within the construction industry, focusing on their applications and impact. The study addresses the prevalent productivity and efficiency challenges in the construction sector. Key areas of inquiry encompass the utilization of drones for aerial surveys, real-time data collection, and safety enhancement in construction projects. The study aspires to furnish comprehensive insights into the benefits, challenges, and best practices associated with the integration of drone technology. Adopting a mixed-methods approach, the study combines a thorough ten-year retrospective analysis from 2013 to 2023 with quantitative data collected through surveys distributed to construction companies and professionals involved in project management. Additionally, qualitative data is obtained through interviews with key stakeholders to explore factors influencing the use of drones for effective project management in construction. The findings of this study show drone technology improves site surveying and mapping, enhances progress monitoring and documentation, quality control and defect detection, enables safety monitoring and risk management but it also faces adoption challenges. The conclusion underscores the potential of drones to enhance cost efficiency, time savings, quality, and safety in construction projects. Recommendations advocate for strategic investments in drone technology by construction companies, the establishment of standardized procedures and protocols for its use, provision of comprehensive training programs, development of project management professionals' skills, and collaborative efforts with stakeholders. These recommendations collectively contribute to the optimized incorporation of drones into project management practices within the construction sector.
Leveraging Advanced Technologies for Efficient Project Management in Telecommunications
Authors: Abidemi Adeleye Alabi; Sikirat Damilola Mustapha; Afees Olanrewaju Akinade
Year: 2025

In the fast-paced and highly competitive telecommunications industry, efficient project management is crucial to maintaining operational excellence and achieving strategic objectives. Advanced technologies are increasingly being leveraged to enhance project management practices, driving improvements in efficiency, accuracy, and adaptability. This paper explores how cutting-edge tools and methodologies are revolutionizing project management in telecommunications, leading to more effective planning, execution, and control of projects. One of the primary technologies transforming project management is Artificial Intelligence (AI). AI-powered tools enable project managers to automate routine tasks, optimize resource allocation, and predict project outcomes with greater accuracy. Machine learning algorithms analyze historical project data to identify patterns and forecast potential risks, allowing managers to proactively mitigate issues before they escalate. AI also facilitates real-time decision-making by providing actionable insights and recommendations based on data analytics. Another significant advancement is the adoption of cloud computing platforms. These platforms provide scalable and flexible project management solutions that support collaboration and data sharing across dispersed teams. Cloud-based tools enable seamless integration of various project management functions, such as scheduling, budgeting, and performance tracking, ensuring that all stakeholders have access to up-to-date information and can collaborate effectively regardless of their location. The Internet of Things (IoT) is also making a substantial impact on project management in telecommunications. IoT devices and sensors collect real-time data from network infrastructure and field operations, providing project managers with valuable insights into system performance and resource utilization. This data-driven approach enhances the accuracy of project planning and monitoring, enabling more efficient use of assets and timely identification of potential issues. Furthermore, blockchain technology is being explored for its potential to improve transparency and security in project management processes. Blockchain's decentralized and immutable ledger system ensures that project data is securely recorded and easily auditable, reducing the risk of fraud and enhancing trust among stakeholders. In conclusion, the integration of advanced technologies such as AI, cloud computing, IoT, and blockchain is revolutionizing project management in the telecommunications sector. These technologies offer significant benefits in terms of efficiency, accuracy, and collaboration, enabling telecom companies to manage complex projects more effectively and stay competitive in a rapidly evolving industry. By leveraging these tools, telecommunications project managers can ensure successful project delivery, optimize resource use, and achieve strategic goals with greater agility and precision.