derhan/semantic-scholar-manajemen-proyek huggingface dataset:
Strategic potential of program and project management in the digital transformation of the branches of the national economy of Russia
Authors: T. Nazarenko; I. Novikova
Year: 2023

The article reveals strategic opportunities for achieving digital maturity of national economy sectors through the implementation of state programs and national projects. The purpose of the work is to substantiate the strategic potential of the implemented programs and projects, their integrative nature in the digital transformation of key sectors of the national economy of the Russian Federation, the social sphere and public administration. Priority tasks are defi ned: 1) study of the role of program and project management in the fi ve-sector structure of the national economy of the country; 2) interpretation of the strategic and managerial resources of the IT industry as a driver of the digital economy; 3) clarifi cation of the strategic plan and content of the digital transformation of the branches of the domestic economy based on the IT industry; 4) defi nition of strategic guidelines for state support of economic agents of the digital national economy of Russia. Methods of work: generalization of scientifi c and author’s results within the framework of the ordinalist (qualitative) and cardinalist (quantitative) approaches in the economic analysis of the strategic potential of the implemented programs and projects of digital transformation. The scientifi c work was carried out in the context of methodological approaches of Russian scientists V.L. Kvint, I.V. Novikova, V.L. Makarov and A.R. Bakhtizin. The conclusion is made: the use of the potential of software and project management is in demand, since strategic development and digital development are the key benchmarks for achieving technological sovereignty of Russia.
Discovering Key Factors in ERP Implementation through Success and Failure Cases
Authors: S. Kiran
Year: 2012

In the last two decades, ERP Systems became vital in the organizations. It is not enough to find out the appropriate ERP system for the company, to resolve the problems completely. The success of an ERP system is dependent on the performance of the ERP installation project. In this paper, at the beginning the definition of the ERP systems is given briefly and then the structure of a successful and effectively working ERP system is analyzed in the light of a case from the business world. At the end, the critical success factors of an ERP installation project are identified and examined with the help of three distinct ERP cases with different outcomes. DOI: 10.4018/jeei.2012070103 28 International Journal of E-Entrepreneurship and Innovation, 3(3), 27-36, July-September 2012 Copyright © 2012, IGI Global. Copying or distributing in print or electronic forms without written permission of IGI Global is prohibited. Management tools make ERP more customerfocused, project management oriented and content management-oriented. When Table 1 is compared to Table 2, it can be easily seen that market share of the top 3 companies has fallen down from 65% to 53% within 5 years. Meanwhile ERP market was grown nearly 7% every year (e.g., $43bn in 2010 and $40.6bn in 2009, Panorama Consulting, 2011). Competition gets tougher and new players become more powerful with the development of the ERP market. Hence, it’s becoming more important to implement problem-free and successful ERP projects. In the first section of this paper a problem free and profitable working ERP system (Benetton) has been described, showing how a perfect ERP system should function. In the Table 1. Market share of ERP software (Bailor, 2006) Vendor Market Share SAP 30,33% Oracle Applications 21.38% The Sage Group 17.44% Microsoft Dynamics 14.25% SSA Global Technologies (now Infor Global Solutions) 7.22% Others 9.38% Table 2. Market share of ERP software (Panorama Consulting, 2011) Vendor Market Share SAP 24% Oracle Applications 18% Microsoft Dynamics 11% Epicor Sage Infor IFS QAD Lawson Ross 11% ABAS Activant Solutions Inc. Baan Bowen and Groves Compiere Exact Netsuite Visibility Blue Cherry Exact HansaWorld Intuitive Syspro Others 36% 8 more pages are available in the full version of this document, which may be purchased using the "Add to Cart" button on the product's webpage: www.igi-global.com/article/discovering-key-factors-erpimplementation/70580?camid=4v1 This title is available in InfoSci-Journals, InfoSci-Journal Disciplines Business, Administration, and Management, InfoSci-Digital Marketing, E-Business, and E-Services eJournal Collection, InfoSci-Select. Recommend this product
To the importance of project management information systems in modern project management
Authors: М.И. Максимов
Year: 2024

В современной России внедрение информационных систем управления проектами (ИСУП) становится все более актуальным в сфере организации проектного менеджмента. Внедрение таких систем позволяет компаниям повысить эффективность управления проектами, улучшить контроль и координацию задач, а также оптимизировать использование ресурсов. Информационные системы управления проектами помогают централизованно хранить информацию о проектах, автоматизировать процессы управления, повышать прозрачность и своевременность передачи данных, что способствует оперативному принятию управленческих решений и ускоряет достижение поставленных целей. Однако при внедрении ИСУП в российские компании могут возникнуть определенные вызовы. Некоторые предприятия могут столкнуться с проблемой недостаточной квалификации персонала, отсутствием понимания необходимости изменений или дополнительной нагрузкой на сотрудников в процессе адаптации к новой системе. Для успешного внедрения таких систем в компанию важно провести предварительную оценку потребностей бизнеса, выбрать подходящую информационную систему, обеспечить качественное обучение сотрудников и разработать план миграции данных. Только учитывая особенности российского рынка и бизнес-процессов, компании смогут максимально эффективно использовать ИСУП для достижения успеха в управлении проектами.
 In modern Russia, the introduction of project management information systems (ISMS) is becoming increasingly relevant in the field of project management organization. The introduction of such systems allows companies to improve the efficiency of project management, improve control and coordination of tasks, and optimize the use of resources. Project management information systems help to centrally store information about projects, automate management processes, increase transparency and timeliness of data transmission, which contributes to operational management decision-making and accelerates the achievement of set goals. However, when implementing ISPs in Russian companies, certain challenges may arise. Some enterprises may face the problem of insufficient staff qualifications, lack of understanding of the need for changes, or additional burden on employees in the process of adapting to the new system. For the successful implementation of ISMS in a company, it is important to conduct a preliminary assessment of business needs, select a suitable information system, provide high-quality training for employees and develop a data migration plan. Only by taking into account the specifics of the Russian market and business processes, companies will be able to use ISPs as effectively as possible to achieve success in project management.
Evaluating ERP Projects with Global Efficiency Factors
Authors: Ksenca Bokovec; Talib Damij; Tanja Rajkovic; V. Rajkovič
Year: 2010

Efficient management of complex Enterprise Resource Planning (ERP) projects is of key importance for their successful implementation. The purpose of this paper is to define global efficiency factors (GEFs) and to apply them to a multi-attribute evaluation model, which allows us to evaluate global ERP implementation projects through their project lifecycle. Based on a study of prevalent critical success factors in the literature were defined five GEFs. They differ from the former by focusing on the global design of the ERP system and less on the project management alone. By the means of the GEFs an evaluation model was defined and used for evaluating five case studies --ERP implementation projects. The model is based on the multi-attribute utility theory. The analysis of the evaluation results showed which GEFs in were not defined according to the global design in specific projects, what the relationships among the evaluation criteria are and which measures should be undertaken to bring the projects back on track. The results show that such an evaluation model could be used in every project phase in order to assess if the ERP implementation is in accordance with the global design. In this way we can impact the complexity of the project management and ensure the expected business performance benefits. At the same time, the required improvements are recognized thus reducing the time span and the costs of the implementation.
High-Performance Project Teams: Analysis from the Stoic Approach
Authors: N. Moreno-Monsalve; Marcela Delgado-Ortiz; A. Sanabria-Ospino; Tamara Tatiana Pardo Ezcurra; Yoni Wildor Nicolás Rojas; W. Fajardo-Moreno
Year: 2023

Nowadays, any consideration regarding project management implies an all-encompassing approach constituted by three perspectives: organizational, human, and engineering. In this sense, it is necessary for the project manager to reflect on various issues, such as ethics, the understanding of the environment, leadership, teamwork, achieving results, change in management, the adoption of new technologies, and knowledge management, among many others, all this with the intention of ensuring success through value creation, consistent and aligned with the expectations of the different stakeholders. Because of the adoption of a comprehensive vision of project management, disciplines such as philosophy have become logical within the reasoning of organizational management. Classic postulates such as those of the Stoic school have become references for modern leader-managers because of their approach associated with personal development, self-discipline, self-control, logic, balance with the environment, and the creation of social value. The research analyzed how the postulates of the Stoic philosophy can determine the high performance of project teams. To achieve this, 70 project managers from different small and medium enterprises (SMEs) located in Bogotá, Colombia, were surveyed about the seven main thoughts of Stoicism and the possible relationship with the performance of their project teams. Based on their answers, a correlational model of structural equations was applied to obtain the conclusions of this study. The results obtained in this investigation are intended to contribute significantly to the maturity and modernization of the project management discipline.
Technology acceptance model for Augmented Reality and Building Information Modeling integration in the construction industry
Authors: Abdalrahman Elshafey; C. C. Saar; E. Aminudin; M. Gheisari; Abdulrahman Usmani
Year: 2020

The digitalization of the construction industry has immense potential for dramatically improving the industry’s practices. Concerning current measures in construction project management, the industry is still dependent on traditional construction methods. However, the application of fully automated techniques within the construction industry has not yet been a widespread practice. Thus, this may explain why there is a slow adaption of digital growth within the construction industry and specifically in developing countries. This study is aiming to investigate the acceptance of Building Information Modeling (BIM) and Augmented Reality (AR) integration in the construction industry. To achieve this aim, Technology Acceptance Model 3 (TAM3) was utilized. The scope was narrowed down to four developing counties (Malaysia, Egypt, Saudi Arabia, and Turkey) and a questionnaire survey was developed and distributed between construction professionals in those countries for data collection purposes. Exploratory Factor Analysis (EFA) was used to develop the TAM, and a regression analysis is used to validate it. The developed TAM3 showed that users control over BIM-AR and perception of easiness of use has the highest influence on their perception of the system usefulness, which would positively affect their intention to use the system. Additionally, unlike the findings of the original TAM3, three variables of Image, Perception of External Control, and Voluntariness illustrate new relations which can be considered as a novel outcome. The outcomes of this study can be used to evaluate the acceptance of BIM-AR Integration in the construction industry context, and the developed TAM3 can be used for the development of new BIM-AR applications in developing countries as it can predict the BIM and AR users’ acceptance.
Global trends and future research resources-based view theory in management science through a scoping review and bibliometric analysis
Authors: Stefanus Rumangkit; Hartiwi Prabowo
Year: 2024

The objective of this study was to analyze recent research conditions and future research themes related to the resource-based view (RBV). The scoping review and bibliometric analysis (ScoRBA) method was used in this study. The data sources of this study were 171 scientific articles collected from Scopus. This study was conducted to visualize the results of the bibliometric analysis via co-occurrence analysis and thematic maps via VOSviewer software. The keyword used to find the scientific articles was a resource-based view, which was sought in the titles, abstracts, and keywords. The selected articles were scientific articles published from 1997--2024. The data analysis used in this research was through a co-occurrence analysis applied to the citations of the scientific articles, authors, and countries. The results of this study revealed six clusters of research variables related to the RBV, e.g., cluster 1 (capability, competitiveness, company performance, and strategy), cluster 2 (competitive advantage, personal management skills, investment, project management, and resource management strategies), cluster 3 (entrepreneurship, human resources, innovation, and social capital), cluster 4 (industrial management, information management, information technology, resource allocation, and planning strategies), and clusters 5 and 6 (intangible resources, profitability, corporate sustainability, and institutions). In addition, the future research themes associated with the RBV include dynamic capabilities, financial resources, human capital, profitability, and competitive ability.
Information Technology Project Management and Project Success
Authors: A. Peslak
Year: 2012

One of the most important issues for organizations and information technology professionals is the success of information technology IT projects. This study reviews a survey of financial executives and examines their views on aspects of project management and project success. First, it was found that overall systems development projects are viewed as being successful by organizations. Next, a series of analyses were performed to assess several variables' impact on IT project success. Skilled project measurement was found to result in higher IT project success. Restrictions on IT application development were found to correlate to lower IT project success. The most important project consideration did not affect project success. Finally, a significant positive relationship was found between the IT project success and overall IT returns. The implications, limitations, and conclusions of these findings are discussed. The study can be used as a basis for further exploration on project management success, influencing variables, and motivators. The findings can also be used to guide management teams in project management decisions to maximize returns to their organizations. The paper studies a large secondary data sample set, which empirically reviews corporations' experiences with project management. In addition, it explores variables influencing overall project management success perception.
Completing Projects on Time and Budget: A Study on the Analysis of Project Monitoring Practices Using Real Data
Authors: Tekin Kose; Tuba Bakici; Öncü Hazır
Year: 2024

This article analyzes the relationship between project cost and time performance indicators and monitoring activities, namely, tracking frequency and regularity with real project data. The existing literature on project monitoring and control remains scant, mainly based on self-reported, simulation-based artificial data for a single project, and somewhat inconclusive. Data from 60 projects managed in Belgium between 2011 and 2019 with different project duration and sizes were first used to reveal associations of regular monitoring with project performance with linear probability models; then, to dissect nonlinear associations between monitoring frequency and project performance indicators using random effects models. Earned value management technique with performance indicators is adopted to assess the project performance. Empirical findings indicate that regularly tracked projects are less likely to be late. Tracking frequency displays a U-shaped association with the likelihood of late completion. Moreover, tracking frequency has inverted U-shaped relationships with cost performance and schedule performance indexes. Moving beyond the direct effects, this article is the first to analyze a nonlinear relationship between monitoring and project performance. Our results also validate prior studies' findings on regular and frequent tracking effects using real-life multiple-project data and assess the EVM metrics and their behavior in project management.
Examining the role of virtual teams on project management processes in the Nigerian fintech sector
Authors: Kelvin N. Agbakwuru; B. O. Iyawe; Victor Chukwudumebi Onyekonwea; Israel Olamide Oyedare
Year: 2024

This study examined the role of virtual teams on project management processes in the Nigerian fintech industry. To achieve this aim, the study sought to examine how communication technology utilisation, trust, and geographical distribution of team members affected the project management processes of virtual team members in the Nigerian fintech industry. Building upon the theoretical frameworks of social presence theory and transaction cost theory, the study adopted a quantitative approach and used a sample of 385 employees of fintech firms in Nigeria. Using an electronic close-ended questionnaire (Google forms), data were collected from 378 participants, indicating a response rate of 98.2%. Purposive sampling technique was used to select the study’s participants. Data were analysed using both descriptive (frequencies and percentages) and inferential statistics (multiple linear regression) via the aid of STATA 17. Findings from the study revealed that communication technology utilization (β = 0.3114694, p < 0.05) and geographical distribution of team members (β =0.7622249, p < 0.05) both had statistically significant effects on project management processes. Trust was found to have an insignificant effect on project management processes (β = -0.0085031, p > 0.798). The study concluded that virtual teams significantly and positively affects project management processes in the Nigerian fintech industry, and recommends that firms in the industry should continue with the use of virtual teams in their given projects. Also, the study recommends that policies regarding work in the virtual environment should be formalised so as to maximise the benefits associated with virtual work.
Exploring Research in Project Management: Nine Schools of Project Management Research (Part 6)
Authors: C. Bredillet
Year: 2008

This letter from the editor is the sixth part of a series where I am presenting the results of research undertaken with my colleagues J. Rodney Turner1 and Frank T. Anbari2 in order to map the research conducted in the field of project management, and the main characteristics. I conclude here by presenting the interactions between the schools presented in the previous letters from the editor and provide some insights on the interaction between project management and related fields.
Taking Project Planning Seriously by Removing Project Deliverable Due Dates: First Attempt
Authors: Patrick Dumond; Jason Foster
Year: 2024

Undergraduate design courses often include project management. However, the traditional structure of such courses, as codified in due dates, removes much of the responsibility for project management from students. To increase responsibility towards project planning, this paper explores the impacts of allowing student teams to set their own project deliverable deadlines. In a second-year product development course, students were provided with external client-based milestones. Groups were then tasked with developing and documenting their own due dates in a project plan, making it available to the teaching team, and then being held accountable for their project work schedule. Results showed that students perceived this new approach as being positive when compared to fixed due dates. Students also felt more responsible for their project plan. However, only organized students and teams appeared to benefit from this additional flexibility, while disorganized teams suffered from a higher amount of procrastination and greater team conflict.
Work Outcomes of Job Crafting Among the Different Ranks of Project Teams
Authors: R. Haffer; Joanna Haffer; D. Morrow
Year: 2020

This study examined the effects of job crafting on the work meaningfulness and work engagement of project participants of different ranks. Although previous research has shown that job crafting affects employees’ work outcomes, this topic is under-researched in project management settings. Our findings indicate that work meaningfulness partially mediates the relationship between job crafting and work engagement in the case of project team members and fully mediates it in the case of project managers. They suggest the necessity to apply different means to influence productive project behaviors of the two groups studied. These may include, in particular, changing the approach to job design of project team members and focusing on team job crafting work to build more opportunities to job craft.
Remote and Collaborative Software Development Projects: A Requirements Elicitation Exploratory Study
Authors: Alexandre Grotta; E. P. V. Prado
Year: 2023

: Remote and collaborative software development (RCSD) projects are gaining more relevance in the actual information technology (IT) industry. RCSD projects may carry many benefits, such as economic, velocity, and flexibility impacts to an IS project. Anyhow, RCSD might be complex, due to the team’s geographic distribution, the issues of remote interactions, and other issues that might impact RCSD projects. One of the first aspects to be affected in RCSD is the software requirements given they are often at the project beginning. In this context, this research aims to analyse the factors that impact functional and non-functional requirements in RCSD projects. For this objective, we choose a case study with 59 participants that formed 11 teams of software development. As result, we find that, in this research context, three factors of those six had a positive association with the quality of RE. They are skills in software development, techniques of software development, and tools (adequate selection and usage). These finds are in line with the literature based on the triad People-Process-Tools. Our finds aim to contribute to the project management and software engineering theoretical bases relevant parts, mainly RE success factors, team management, and projects.