derhan/semantic-scholar-manajemen-proyek huggingface dataset:
A Systems Development Life Cycle Approach to Patient Journey Modeling Projects
Authors: Joanne M. Curry; C. McGregor; S. Tracy
Year: 2007

Patient Journey Modeling, a relatively recent innovation in healthcare quality improvement, models the patient's movement through a Health Care Organisation (HCO) by viewing it from a patient centric perspective. A Systems Development Life Cycle (SDLC) provides a standard project management framework that can improve the quality of information systems. The concept of following a consistent project management framework to boost quality outcomes can be applied equally to healthcare improvement. This paper describes a SDLC designed specifically for the health care domain and in particular patient journey modeling projects. It goes on to suggest that such a framework can be used to compliment the dominant healthcare improvement method, the Model for Improvement. The key contribution of this paper is the introduction of a project management framework in the form of an SDLC that can be used by non-professional computer developers (ie: health care staff), to improve the consistency and quality of outcomes for patient journey redesign projects. Experiences of applying the SDLC in a midwife-led primary-care maternity services environment are discussed. The project team found the steps logical and easy to follow and produced demonstrable improvement results along with ongoing goal-focused action plans.
Project management and communication software selection using the weighted regularized Hasse method
Authors: Karolina Muszyńska; J. Swacha
Year: 2017

This paper addresses the problem of selecting the most appropriate project management and communication software for a project having specific requirements. A four-stage procedure featuring the weighted regularized Hasse method is used to compare and rank the candidate tools. The ranking of the tools takes into consideration the importance of the functional and non-functional features of the project management systems with their respective weights based on the results of a questionnaire conducted among members of a dispersed international project team.
Training Soft Skills to Project Managers An Experience Report
Authors: A. Kramer
Year: 2012

The success of software projects is driven by the magical triangle between time, budget, and quality. While short term thinking focuses on time and budget, it is quality that has the most important impact on long term customer satisfaction. Thus, providing good quality software is crucial for success. Quality is influenced by several factors. It depends on the entire software development process and related activities e.g., requirements management, configuration management, design controls, etc.. However, quality cannot be forced from outside. It is well known, but often forgotten, that it is the team and its relation to the project manager that decides on success or failure of a project. Improving the skills of the project managers improves the quality of the products. The limiting factor usually is not related to technical skills that can be trained quite easily. In fact, project management is all about communication and leadership competencies which are far more difficult but not impossible to train. In this paper, the author reports on experiences with this kind of training from an industrial point of view. In particular, the author describes what was most helpful and where the major difficulties lay.
IS Project Management and Risk Escalation: Towards A Dynamic Model
Authors: A. Lin; Nipon Parinyavuttichai
Year: 2015

While the number of substantive investments in IS projects continues to grow, the number of failing projects also continues to increase at an alarming rate. Both the academic and industry literature suggests that inadequate attention to risk and its management continues to be a key factor in project failure. The typical approach taken is to identify and map potential risks, to act as a planning and diagnostic tool, and to prepare a contingency plan has been a factor-based approach. While it remains a valuable tool for mapping anticipated risks the factor-based approach is less effective when viewing project risks as emergent phenomena that un-fold during the course of the project, and require ongoing attention and risk management. In-formed by a case study of a failing university IS development project, this paper focuses on the phenomenon of risk escalation. The case findings suggest that rather than being defined ahead of the project, some project risks may emerge during the project as a consequence of escalation factors that were both antecedent to and a consequence of actual risk management decisions. The article concludes with suggestions as to how project managers can better man-age the emergent rather than static nature of risk phenomena.
A Study on Return on Investment of Training Programme in a Government Enterprise in India
Authors: K. Subramanian; V. Sinha; P. Gupta
Year: 2012

Return on investment (ROI) has become one of the most challenging and intriguing issues facing the human resources development (HRD) and performance improvement fields. With ROI, decision makers evaluate investments by comparing the magnitude and timing of expected gains to the magnitude and timing of investment costs. A good ROI means that investment returns compare favourably to investment costs. This study is aimed at testing the feasibility of a Return on Investment (ROI) model in the context of a training programme in the Indian Oil Corporation (IOC), a government organization, to see whether the success of a training programme can be measured more accurately in monetary terms. It is meant to enable the management to understand the direct impact on the business bottom-line as a causal effect of the training imparted and to decide whether to continue or discontinue the programmes. IOC conducted in-house training programmes in 2004 which included a blend of behavioural and functional training. The programmes conducted at this organization were evaluated using the most comprehensive evaluation models and discussed in terms of return on investment. The two programmes chosen for the study were: The Threshold Programme and the Excellence in Project Management, each having 30 participants. The ROI analysis plan document captures information on several key issues necessary to develop the actual ROI calculation: Significant data items The method for isolating the effects of the training and education programme The method for converting data into monetary values The cost categories, noting how certain costs should be prorated The anticipated intangible benefits The communication targets to receive the information Other issues or events that might influence programme implementation. With a proper planning around a proven framework, realistic evaluation targets, and shared responsibilities for major steps, the ROI process can be implemented in a costeffective, systemic manner and can assist the resource-constrained training function to reap financial benefits that leaders understand and have come to expect. It is now strategically imperative that training be conducted with the clear understanding that if people are truly the organization�s greatest asset, then training is beyond doubt, the greatest investment and must hence be utilized wisely.
Economic Space as a Field for the Realization of National Goals of Russia
Authors: E. Bukhvald
Year: 2024

Adoption of Decree No. 309 of the President of the Russian Federation of 07.05.2024 “On the national development goals of the Russian Federation for the period up to 2030 and for the future until 2036” demonstrates not only a new important stage in the development of the practice of strategic goal-setting for the country’s economy. Equally, we can stress noticeable expansion of the field of those socio-economic processes, which are reflected in the national goals of the development and the ways of their practical achievement. This fully complies with the actual requirements towards strategic planning system, which are based on the principles of consistency, completeness and consistency in achieving certain targets; balanced distribution of powers and responsibilities for achieving these objectives between all levels of public authority in the country. The article attempts to emphasize the attention on the special - spatial - aspect of strategic goal-setting for Russian economy, in particular, to determine the meaning and significance of the spatial approach for the practical implementation of national development goals of the Russian Federation for the period up to 2030 and for the future until 2036. This task is solved in a comparable manner with the provisions of earlier similar documents. These are the Decree of the President of the Russian Federation “On national goals and strategic objectives of the development of the Russian Federation for the period up to 2024” (2018) and the Decree of the President of the Russian Federation “On national development goals of the Russian Federation for the period up to 2030” (2020). Everything said about the role of the spatial approach in the strategic goal-setting system also concerns the further improvement of program and project management methods and practical ways to achieve the planned target indicators.
The effect of Competitive StrategyandTotal Quality Management (TQM) to the Project Management of Continuous Improvement at PT Riau Prima Energi, Division of Power Generating RAPP
Authors: S. Nasution; Susi Hendriani; S. Samsir
Year: 2016

The purpose of this study was to explore the relationship between competitive strategy, total quality management (TQM), and the continuous improvement of project management on PT Riau Prima Energi in the Power Plant industry in the City of PangkalanKerinci of PelalawanDistrict. PT. Riau Prima Energi. This research explains “Differentiation Strategy” has stronger influenced toward TQM elements rather than “Cost Leadership Strategy”. This study also findthat no direct relationship between Differentiation Strategy and employee relations to make project management of continual improvement successful.Tcompanyneed to pay attention on aspects such of employee empowerment, reward and compensation system, as well as open communication, accompanied by a comprehensive training system to achieve good performance of continual improvement of project management.
74 Trial-CARE: Centralized Support Services for Investigator-Initiated Multi-Site Clinical Trials
Authors: Katie Keenoy; Suresh Vedantham; Emily Lake
Year: 2024

OBJECTIVES/GOALS: To describe the impact of Trial-CARE (Coordination, Acceleration, and Recruitment Enhancement), a centralized service core at Washington University (WU), aimed at enhancing the capability of investigator-initiated multi-site clinical trials at WU and partner CTSA institutions. METHODS/STUDY POPULATION: Through review of our marketing materials and service tracking system we defined the following Trial-CARE offerings: Infrastructure: Trial-CARE is a centralized service core at WU. Whereby, a team member is sourced to an investigator-initiated multi-site clinical trial (II-MCT) to ensure the achievement of study milestones across any phase of the clinical trial life cycle. Team: Our team consists of research professionals with expertise in II-MCT project management, data management, and administrative/regulatory management. Services: * One free 60-minute case consultation * Tiers of Service * Academic Research Organization (ARO) support * Clinical Coordinating Center * Data Coordinating Center * II-MCT project management support * Time-limited targeted support RESULTS/ANTICIPATED RESULTS: Trial-CARE has completed 94 consultations in support of WU and partner CTSA institutions enabling the streamlining of study start-up; guidance for study recruitment, implementation, and operations; and offering resources to foster career development. Consultations can be completed at any phase in the clinical trial lifecycle, with Trial-CARE completing: * 12% in the idea phase * 45% in the grant development and submission stage * 28% after funding has been awarded Top reasons researchers connect with Trial-CARE about II-MCTs: * regulatory guidance (40%) * general information about Trial-CARE Services and II-MCTs (35%) * protocol development (21%) * data management (20%) * study budgeting (20%) DISCUSSION/SIGNIFICANCE: In response to a WU wide survey, Trial-CARE plans to generate informational webinars and is creating a clinical trial tracking dashboard, to pro-actively offer support services to researchers prior to grant funding. The goal is also to increase the percentage of consultations completed in the idea phase and the grant development and submission stage.
Developing a cross-functional team coordination framework: A model for optimizing business operations
Authors: Chikezie Paul-Mikki Ewim; Godwin Ozoemenam Achumie; Adams Gbolahan Adeleke; Ifeanyi Chukwunonso Okeke; Chukwunweike Mokogwu
Year: 2024

In today's complex business environment, effective cross-functional team coordination is crucial for optimizing operations and achieving organizational goals. This study introduces a comprehensive framework designed to enhance cross-functional team coordination through structured operational management strategies. By integrating key principles of collaboration, communication, and accountability, the framework aims to bridge departmental silos and promote a culture of teamwork. The proposed model is structured around three core components: communication channels, collaborative tools, and performance metrics. First, it emphasizes the establishment of robust communication channels that facilitate real-time information sharing and feedback among team members from diverse functions. This fosters transparency and aligns objectives, ensuring that all team members are on the same page. Second, the framework advocates for the implementation of collaborative tools that streamline project management and task allocation. These tools enable team members to track progress, manage workloads, and share resources effectively, thereby enhancing overall productivity. By utilizing technology that supports remote collaboration, organizations can also adapt to the increasing trend of virtual teams, ensuring that geographical barriers do not hinder coordination. Finally, the model incorporates performance metrics that allow teams to evaluate their effectiveness and make data-driven decisions. By establishing clear key performance indicators (KPIs) related to team outcomes, organizations can continuously monitor progress and identify areas for improvement. This iterative approach not only optimizes current operations but also fosters a culture of continuous improvement within cross-functional teams. The framework is designed for applicability across various industries, demonstrating its versatility in addressing the unique challenges faced by organizations. By adopting this structured approach to cross-functional coordination, businesses can enhance their operational efficiency, reduce project delays, and improve overall team morale. This study contributes to the existing literature on operational management by providing a practical model that organizations can implement to optimize their business operations through improved cross-functional teamwork.
Stakeholders’ positioning in the projects’ implementation
Authors: I. M. Zaychenko; D. V. Miroshnichenko; A. O. Prokudina
Year: 2023

Today, most people are talking about project activities and their effectiveness. Among the aspects considered in project management, there is no management of stakeholders, although their influence and participation determine the success of the project. Positioning is an important stage in project management, because it is the correct distribution of stakeholders into groups that makes it possible to build the right strategy for interacting with t stakeholders and minimize their negative impact on the project. There are several approaches to stakeholder positioning in the scientific literature, but they are not always used in practice. This decision is due to distrust of the positioning stakeholders’ process, possible mistakes in decision-making and the lack of a program to help the project manager. The article presents a way to improve the process of positioning stakeholders by creating a desktop application. Such application was developed by the authors of the article through one of the most popular programming languages Python and the well-known PyQt5 framework. As a result of using the application, the project manager receives a completed matrix where stakeholders are located on the basis of the completed information, and the opportunity to get the most out of working with stakeholders.
Development of a decision system to aid project managers in determining information technology project status
Authors: A. Barnes; R. Hammell
Year: 2009

In the project management environment, it is critical to know how the project is performing from the viewpoint of scope, schedule, cost, and other constraints. One source reports that 70% of IT-related projects do not meet their objective [1]. This paper builds on prior efforts to develop a collaborative agent decision system that aids in recommending the status of a project using color indicators (Red, Yellow, Green) that are based on the progress and standing of the project-related constraints. Progressions in the research, such as knowledge acquisition activities conducted with subject matter experts (SME) to acquire project management domain knowledge, and efforts to incorporate fuzzy logic into the decision system, are discussed.
{MFPP(R). An R package for matrix-based flexible project planning
Authors: Zsolt Tibor Kosztyán; A. Saghir
Year: 2024

Project planning and scheduling are essential parts of project management. While project planning and scheduling tools are already available to support traditional project management approaches, flexible project management, such as agile, extreme and hybrid project planning, are only somewhat supported by computer algorithms. To the best of our knowledge, no existing R package for project planning and scheduling can support project planning and scheduling for flexible projects. In this paper, the goal is to fill this gap; to this end, the R package mfpp for matrix-based flexible project planning/scheduling is introduced and described. This package includes a comprehensive set of tools for project managers to schedule both traditional and flexible project plans. The use of the package is illustrated through examples.
Traceability – A vision for now and tomorrow
Authors: Adriana D'Souza; Louis S. Wheatcraft; Tami Katz; A. L. Gurule; Michael J. Ryan; Aleksander Przybyło
Year: 2024

Traceability has been addressed in the past from the perspective of relationships between the digital artifacts within the data and the information model of the system of interest (SoI) being developed. This paper enhances this view from a project management (PM), systems engineering (SE), and a configuration management (CM) perspective. The paper discusses what traceability is today and how it can help PM and SE practitioners meet future needs to realize the INCOSE Vision 2035 and satisfy all needs and requirements baselined for a SoI, including compliance with standards and regulations. Provenance and pedigree are two aspects discussed of how traceability enhances the management of digital artifacts from a CM point of view. This paper provides a vision of how traceability can aid PM and SE practitioners to develop quality products that deliver what is needed, within cost and schedule, with the needed quality.
O Caso da Transferência de Sede de uma Organização Militar da Aeronáutica
Authors: P. H. Rodrigues
Year: 2024

This article is part of the academic challenge of producing teaching cases with characteristics of direct application in the teaching-learning process, also seeking to describe a model for the construction of many others. In this report, the results of the research effort and interviews implemented in the Real Case Studies Laboratory discipline are revealed, during the completion of the Master in Business Administration (MBA) in Logistics, carried out by the agreement between the Universidade Federal Fluminense ( UFF) and the University of the Air Force (UNIFA), in 2007. The main references were the manuals from Harvard Business, Richard Ivey School of Business, European Case Clearing House and bibliography by Leenders & Erskine (1989). The teaching case methodology was developed through the real case of the transfer of the headquarters of the 1st/11th Aviation Group, from Santos Air Base to Natal Air Base, allowing the understanding and analysis of factors related to logistics issues , process management, project management and, transversally, decision-making by a manager of a formally hierarchical organization regarding the management of its human resources. In the end, the present case concludes with the possibilities of application in undergraduate and postgraduate courses, presenting the teaching notes for use by the teaching staff, as well as identifying the contribution as a reference for organizational learning in similar cases.
Prospects for the development of film tourism in Ukraine
Authors: Nataliia Ivasyshyna
Year: 2024

The purpose of the proposed article is a theoretical study of the peculiarities of film tourism, the study of its objects and prospects for its development in Ukraine. The methodology is based on scientific and special research methods. The methods of logical and comparative analyses, static groupings, factor analysis, and scientific publications were used. Analysis and synthesis, sociological survey, description, forecasting were also used. Scientific novely. The study of the peculiarities of different approaches to the development of film tourism necessitated a thorough analysis and the development of recommendations for its improvement. Conclusions. The article solves important problems of the tourism sphere through the effective management of projects in tourism and recreation, the appropriate choice of price and marketing policy strategies, ensuring the quality of tourism and recreation services. Based on the analysis of the considered projects in the field of tourism and recreation, we emphasize that the effectiveness of the design process depends on productive management; coordinated activity of project participants; peculiarities of national culture, resources, market conditions; strategies for the sustainable development of tourism in a specific region. Project management in the field of tourism and recreation requires taking into account the peculiarities of tourist services, which consist in the instability of demand, changes in quality and storage conditions, and correctly chosen methods of project management create opportunities for increasing the competitiveness of the destination. It has been proven that the effectiveness of project management in the field of tourism and recreation largely depends on teamwork, creativity of specialists, cooperation and support at different hierarchical levels.