derhan/semantic-scholar-manajemen-proyek huggingface dataset:
Procedural Model for Selecting Enterprise Systems Based on Project Management Software
Authors: C. Weiss; Johannes Keckeis
Year: 2020

- Project management software helps companies plan, execute and control projects. The simpler and more efficient the processes for projects are executed, the more profitable and more successful the projects are for companies. Therefore, the process of defining and selecting requirements for a project management software is an important success factor for any company in any industry and company size. Based on a qualitative analysis of existing procedural models for the selection of project management software, a procedural model for the selection of project management software is developed and validated with two user cases. So companies can execute and support projects for the selection, implementation and continuous development of project management software even more efficiently.
What Generation Z needs: the role of project-based organizations in creating career sustainability
Authors: J. Borg; Christina M. Scott-Young; Naomi Borg
Year: 2023

PurposeAs the youngest generation – Generation Z (Gen Z) – enters the workplace, there is a growing interest in this cohort's career needs and expectations. This paper explores the under-researched topic of Gen Z project management (Gen Z PM) professionals. In addition to shedding light on the factors that positively affect Gen Z PM professionals' early career-development phase, this research aims to identify specific organization-led practices that can foster sustainable early PM careers and so achieve greater workforce sustainability.Design/methodology/approachThrough the lens of the resource-based view (RBV), Gen Z PM professionals are considered critical resources that can help ensure workforce sustainability in project-based organizations (PBOs). Semi-structured in-depth interviews were conducted with 25 Gen Z PM professionals in Australia to explore the professionals' early career experiences and the organizational-support initiatives that facilitate positive experiences. The results were analyzed using thematic analysis.FindingsThe results revealed that most Gen Z PMs experienced many challenges and a lack of support during their early career phase: Gen Z value (1) mentoring, (2) time for training and development, (3) showing support and guidance, (4) understand skill-gaps and (5) reasonable workloads. Through catering to these needs, PBOs can ensure better career sustainability for their young Gen Z talent and, therefore, greater workforce sustainability for the project profession.Originality/valueAccording to the career sustainability lens, PBOs play a significant role in ensuring that their valuable young PM talent are supported and retained in the profession. This research sheds light on what Gen Z PM professionals value in their early careers, which guided recommendations to better support this new generation of project professionals.
Blueprints for success: applying structural equation modeling in dam construction planning
Authors: Pouya Amies; Xiaohua Jin; S. Senaratne
Year: 2024

PurposeThe current research environment lacks a thorough examination of project success in specific domains, particularly in the context of dam project performance. Although there is a significant amount of study and a wide range of project management subjects, there is a clear absence of empirical research on dams. The purpose of this study is to fill in the knowledge gap on how to improve the performance of dam construction projects by focusing on the planning phase.Design/methodology/approachThe study utilized a survey to gather the perspectives of professionals involved in dam projects regarding critical success factors and success criteria during the project planning phase. The collected data were then analyzed using exploratory factor analysis and structural equation modeling.FindingsFour dimensions were identified for critical success factors: “project team,” “project readiness,” “engagement” and “long-term impact.” For project success criteria, “fulfill identified needs,” “functionality,” “quality performance” and “sustainability” were identified as having significance in measuring project success.Originality/valueThe article provides suggestions on how the dam engineering industry can include the identified project elements that are associated with project success. The study's significance stems from its substantial contribution to the limited literature on dam projects.
Give recognition to the impervious
Authors: David Haselberger
Year: 2013

Especially in agile environments, project team performance is based on constructive interpersonal relationships among team members. A pattern that supports team members in contributing to team performance is GIVE RECOGNITION TO THE IMPERVIOUS. The core of this paper is the elaboration of this project management or leadership pattern that focuses on promoting a team member that is not responsive by attentively, deeply listening and thus fostering the exploration of personal experience, personal vision, motives, wishes. The pattern is embedded in a pattern collection of interpersonal leadership interactions in the context of ICT-project teams based on a psychological perspective that highlights autonomy and self-responsibility of human beings.
Reliability of COSMIC Functional Size Measurement Results: A Multiple Case Study on Industry Cases
Authors: Özden Özcan Top; Onur Demirörs; Barış Özkan
Year: 2009

Accuracy of the functional size is critical in software project management, since functional size is the most prevalent input for effort and cost estimation models. Functional size measurement is performed based on standardized manuals; however, the accuracy of FSM results is still based on the knowledge and cautions of the measurers. In this study we performed a multiple case study to identify the reliability of COSMIC and to observe the frequently encountered errors during functional size measurement. Problems in the individual learning process and the clarity of the guidelines are distinguished as the two main causes that impact the accuracy of the measurement results.
Driving circular economy in project management: Effective stakeholder management for sustainable outcome
Authors: Yetunde Adenike Adebayo; Augusta Heavens Ikevuje; Jephta Mensah Kwakye; Andrew Emuobosa Esiri
Year: 2024

The transition towards a circular economy represents a fundamental shift from traditional linear models of production and consumption, aiming to maximize resource efficiency and minimize waste. This paradigm shift is particularly significant in project management, where the integration of circular economy principles can lead to sustainable outcomes and enhanced resource optimization. Effective stakeholder management is crucial for driving this transition, as it ensures that all relevant parties are engaged, aligned, and committed to circular economy goals. Circular economy principles emphasize designing for durability, optimizing resource use, and fostering recycling and reuse. In project management, these principles can be applied through strategic planning, design choices, and lifecycle management. However, implementing these principles requires robust stakeholder management to address diverse interests, foster collaboration, and achieve shared objectives. Stakeholder management involves identifying and engaging internal and external stakeholders who influence or are affected by the project. Internal stakeholders include project teams and management, while external stakeholders encompass suppliers, customers, regulators, and community members. Effective engagement involves understanding stakeholder interests, expectations, and potential contributions to circular economy initiatives. Key strategies for integrating circular economy principles into project management include stakeholder analysis and mapping, setting clear sustainability goals, and developing practices that promote resource efficiency and waste reduction. Engaging stakeholders through transparent communication, collaborative decision-making, and partnership-building can enhance buy-in and facilitate the adoption of circular practices. Case studies illustrate successful implementations of circular economy principles, highlighting the importance of stakeholder management in achieving sustainable outcomes. Lessons from these cases reveal best practices and common challenges, providing valuable insights for future projects. Challenges such as resistance to change and the complexity of stakeholder coordination must be addressed to effectively drive the circular economy agenda. Strategies for overcoming these challenges include employing change management techniques and fostering a supportive organizational culture. Driving a circular economy in project management necessitates a holistic approach that integrates effective stakeholder management with circular principles. By aligning stakeholder interests and fostering collaboration, projects can achieve sustainable outcomes and contribute to a more resource-efficient and environmentally responsible economy. Future research and development should focus on emerging trends and innovative practices to further advance circular economy integration in project management.
Can Serious Games Improve Project Management Decision Making Under Complexity?
Authors: David Rumeser; M. Emsley
Year: 2018

The existing literature on project management serious games tends to ignore the effect of project complexity levels on decision-making performance. This research fills this gap by conducting an experiment whereby two similar project management games with different complexity levels were applied. Our findings suggest that these games can improve players’ decision-making performance both in the less complex and more complex scenarios. We also discover that game complexity levels do not affect teams’ decision-making performance improvement, and that teams with more project work experience tend to improve more than those with less experience in the more complex game.
Prioritizing project risks by a transdisciplinary approach using the grey ordinal priority approach: A case study of an electricity distribution company
Authors: Saeedeh Haghaniat; S. H. Moosavirad; Mohammad Reza Namjoo
Year: 2024

This paper addresses important concerns unique to network privacy in energy distribution systems by presenting a transdisciplinary framework that integrates transdisciplinary tools and transdisciplinary knowledge concepts from risk management, project management, electrical engineering and financial management. The study advances solutions that take into consideration both organizational and technical issues. This is achieved by combining effective decision-making approaches with real-world applications in electrical networks through the use of the Grey Ordinal Priority Approach (GOPA). Electricity distribution projects can immediately benefit from the comprehensive framework proposed by this study, which merges technical expertise with strategic risk management and offers useful insights that can be applied to a variety of domains. By emphasizing the importance of linking disciplines to effectively address complex, high-stakes project challenges, this transdisciplinary viewpoint enhances both the academic and practical dialogue. Results show that changes in project prioritization and announcement of new plans, pressure for early project delivery, improper selection of contractor and consultant, and lack of close supervision of project progress and scheduling are among the significant risks in the project. Electricity distribution companies can improve management of the complexity of their real-world projects by focusing on eliminating or reducing the severity of the aforementioned risks effects.
Experience teaching software project management in both industrial and academic settings
Authors: Philippe B Kruchten
Year: 2011

This paper relates seven years of experience teaching Software Project Management both in academia as part of an undergraduate software engineering program and to software engineering graduate students, and to practitioners in industry. It explains some of the difficulties and constraints for such a course. It describes the current syllabus and its rationale. The course is constructed based on a conceptual model of software development that accommodates a wide range of process models, traditional and agile, large and small. The course is illustrated by drawing from a range of concrete processes: RUP®, DSDM®, MSF®, Scrum and XP, of software engineering standards (from IEEE and ISO) and a few project management tools. The paper then maps this course to the IEEE SWEBOK (Software Engineering Body Of Knowledge), to IEEE Standard 1490, better known as the PMBOK (Project Management Body of Knowledge), and more particularly to the recent IEEE-CS/ACM SE2004 (Software Engineering Curriculum 2004), showing how the course can be made an integral part of a well-rounded software engineering program.
Development of a proof-of-concept prototype amid limited face-to-face interactions: A case study of an engineering two-student team
Authors: L. M. Medina Uzcátegui; José Mardones Fernández; Alex Pailapán Neicuán; Miguel Cárdenas Villegas
Year: 2023

The COVID-19 crisis has necessitated the exploration of alternative learning methodologies to address the challenges of online education, especially in the context of teamwork. This case study examined the effectiveness of a small student team through a project focused on designing, fabricating, and testing a proof-of-concept prototype, specifically a Level 3 prototype according to the technology readiness level (TRL) scale. The project was predominantly carried out under the restrictions imposed by the pandemic. The student team consisted of two undergraduate engineering students with prior experience in project-based learning (PBL) courses. The effectiveness of this teamwork in the current project was found to be strongly influenced by attributes such as shared goals and values, commitment to team success, constructive feedback, and accountability. However, the students’ previous experiences in larger teams indicated that characteristics such as ideal team composition, leadership, and open communication were more prominent in those contexts. While team size may explain these differences, further research is necessary to establish definitive conclusions. The contributions of each student to the teamwork were characterized by independence and self-pacing, which played a crucial role in achieving the desired project outcomes. In conclusion, this case study emphasizes the importance of adapting to remote teamwork scenarios and provides strategies for effective project management. The findings highlight the significance of shared goals, commitment, feedback, and accountability in fostering effective teamwork. Moreover, the contributions of independence and self-pacing were instrumental in navigating the challenges posed by limited face-to-face interactions. Future research should investigate the impact of team size on team dynamics, the development of self-regulation skills in similar contexts, and the dynamics of teamwork when students lack experience in a PBL course. These investigations will contribute to a comprehensive understanding of effective teamwork strategies in diverse educational settings. The insights gained from this study contribute to the ongoing discussion on effective teamwork strategies in remote learning environments.
A methodology to derive sustainability indicators for software development projects
Authors: G. Lami; F. Fabbrini; M. Fusani
Year: 2013

The ever-increasing pervasiveness of Information and Communication Technologies (ICT) not only is determining radical changes in everyone’s life-style, in the social organizations, and in the economic dynamics, but it is causing relevant direct and indirect effects on the environment as well. One of the aspects not yet sufficiently addressed in literature is the sustainability of the software lifecycle. In this paper, we focus on the sustainability management of software development projects. In the practice, software development projects are managed by considering principally parameters as time, costs and quality of work products. We propose a methodological approach aimed at identifying sustainability indicators to be used in project management to set up sustainability objectives for a software development project, to control their achievement during the project itself and, possibly, to adopt corrective actions to maintain the project aligned with them. The availability of such sustainability indicators may contribute to reduce the carbon footprint of the activities performed in software development projects as well as to speed-up the development of a green culture in organizations developing software.
Evaluating Public Procurement's Challenges in Nigeria's Construction Industry
Authors: N. Boniface; E. Nnadi; V. Eze
Year: 2024

The article explores the challenges faced by public project management in Nigeria, focusing on the procurement process and its potential improvements. The research used a survey and descriptive design, collecting data from 125 procurement offices and federal Ministry of Works professionals. The study found that poor risk management, dark purchasing, corruption, and lack of transparency were the top issues, with a mean score of 4.96. The study also found that the procurement process and industry, economy, and project quality had a joint influence on the dependent variables. The study rejected the null hypothesis, stating that the procurement process significantly impacts the industry, economy, and project quality in Nigeria. The research recommends implementing measures to improve the procurement process and punishing offenders to reduce fraud. The study concludes that the procurement process in Nigeria significantly impacts the industry, economy, and project quality.
Predicting Software Functional Size Using Natural Language Processing: An Exploratory Case Study
Authors: Hüseyin Ünlü; Samet Tenekeci; Can Çiftçi; İbrahim Baran Oral; Tunahan Atalay; Tuna Hacaloğlu; Burcu Musaoğlu; Onur Demirörs
Year: 2024

Software Size Measurement (SSM) plays an essential role in software project management as it enables the acquisition of software size, which is the primary input for development effort and schedule estimation. However, many small and medium-sized companies cannot perform objective SSM and Software Effort Estimation (SEE) due to the lack of resources and an expert workforce. This results in inadequate estimates and projects exceeding the planned time and budget. Therefore, organizations need to perform objective SSM and SEE using minimal resources without an expert workforce. In this research, we conducted an exploratory case study to predict the functional size of software project requirements using state-of-the-art large language models (LLMs). For this aim, we fine-tuned BERT and BERT_SE with a set of user stories and their respective functional size in COSMIC Function Points (CFP). We gathered the user stories included in different project requirement documents. In total size prediction, we achieved 72.8% accuracy with BERT and 74.4% accuracy with BERT_SE. In data movement-based size prediction, we achieved 87.5% average accuracy with BERT and 88.1% average accuracy with BERT_SE. Although we use relatively small datasets in model training, these results are promising and hold significant value as they demonstrate the practical utility of language models in SSM.
The Innovation and Improvement Strategy of Computer Software Engineering Project Management
Authors: Xinyu Chen
Year: 2024

Computer software engineering project management is facing unprecedented challenges and opportunities, and an effective project 
management strategy is crucial to ensure the success of the project. In view of the current project management practice and theoretical research, put forward five innovative and perfect strategies, the implementation of these five strategies is to ensure that the computer software 
engineering project on time, according to the budget, meet the quality requirements, improve customer satisfaction, so as to promote the 
sustainable development of the software industry. This paper aims to discuss the innovation and improvement strategy of computer software 
engineering project management, in order to provide theoretical basis and practical guidance for related industries.
Integrating Quality Assessment Through Metrics into Scrum Software Development
Authors: Sirine Zaouali; Sonia Ayachi Ghannouchi
Year: 2021

Metrics are advantageous for all software development companies to assess and ensure quality. Therefore, integrating metrics is essential throughout the software development process to track, and correct deviations, and improve continuously. In this paper, we examine how to integrate quality assessment through metrics into the Scrum development process through a new approach entitled Metrics for Quality in Scrum (MQScrum). The MQScrum approach makes a valuable contribution to track Scrum projects even if using agile project management tools without slowing teams down. So, it facilitates the teams monitoring quality, discovering problems, and making the appropriate improvements thanks to the MQScrum reports. Firstly, we introduce a Scrum meta-model enhanced by metrics-related concepts. Then, we represent a layered model for our MQScrum approach illustrating the data processing across three layers from the Scrum process layer to the layers of Scrum concepts and finally to that of metrics. Consequently, the proposed solution is an alignment of the Scrum process with a metric-based Scrum system. Finally, it demonstrates process tasks from which pertinent data is collected and then stored in a database based on Scrum and metrics related concepts.