derhan/semantic-scholar-manajemen-proyek huggingface dataset:
Barriers to Solar PV Adoption in Developing Countries: Multiple Regression and Analytical Hierarchy Process Approach
Authors: Mansoor Mustafa; Muhammad Omer Farooq Malik; A. Maqsoom
Year: 2024

The globe is transitioning from traditional methods of electricity generation to renewable resources in order to achieve sustainable goals. Solar energy is a promising and abundant renewable resource that shows great potential as a viable alternative to traditional energy. Furthermore, the production of electricity from solar energy is the most cost-effective compared to other kinds of renewable energy. Nevertheless, the execution of solar initiatives in underdeveloped nations is encountering several obstacles. Identifying the most significant obstacles in the execution of solar projects is of utmost importance. This study uses a linear regression model (LRM) and an analytical hierarchical process (AHP) to determine the main barriers to the implementation of renewable energy projects in a developing economy, i.e., Pakistan. By conducting an extensive review of the relevant literature and consulting with experts, the most significant categories of obstacles were determined. A survey based on 429 responses was collected from the participants working at solar projects. Subsequently, the responses were subjected to processing and analysis using the relative importance index (RII), AHP, and linear regression modeling techniques. The linear regression analysis revealed several significant variables that hinder progress, including financial conditions, policies, technological awareness, institutional support, social and environmental awareness, market stability, and other miscellaneous factors. The AHP analysis revealed the key factors that have the greatest impact, which include effective policies, financial stability, technological expertise, institutional support, market stability, various aspects, and social and environmental awareness. The study’s conclusions are beneficial for all stakeholders and project managers in enhancing the project management of solar initiatives. It would also facilitate prompt decision-making regarding policy formulation and implementation.
Psychological Antecedents to Emergence of Team Autonomy in Agile Scrum Teams
Authors: Ravikiran Kalluri
Year: 2024

Agile project management methods are gaining in popularity in the software industry as software development teams are being asked to be adaptive to market needs and resilient to change and uncertainty. With increasing market uncertainty, global competition, and time-to-market pressure, it is becoming a challenge to develop an innovative product and deliver it on-time without the opportunity that comes from team autonomy to experiment and learn from failures. The purpose of this research study was to study the influence of key psychological factors on emergence of Agile team autonomy that leads to Agile project success in software organizations. Using an online survey instrument, the study sampled 137 software professionals from US software companies with experience in the Agile Scrum role of Team Member. The relationship between the human psychology factors pertaining to leadership style, organization structure, human resource practices, customer engagement and Agile team autonomy is explained through multiple linear regression. One-way ANOVA and Pearson’s correlation coefficient were used to demonstrate the existence (or nonexistence) of relationships between variables. Finally, an empirical model relating the human psychology factor variables and the dependent variable of Agile team autonomy was constructed for the population.
Influence of Project Teams on Performance of Nairobi County Government Health Center Projects in Kenya
Authors: Ochwando Kemuma; B. Lango
Year: 2023

Purpose: The aim of the study was to examine the influence of project teams on performance of Nairobi County Government health centre projects in Kenya. 
Methodology: This study will use of a descriptive research design. The study will target 15 completed healthcare projects byNMS. The target population for the study will therefore be 399 project management employees. The sample size will be derived from the target population using Yamane’s sample size determination formula. 1.9975. The 200 respondents will be chosen with the help of stratified random sampling technique. The study’s primary data will be obtained using semi-structured questionnaires. Quantitative and qualitative data will be generated from the closed-ended and open-ended questions, respectively. Qualitative data will be analyzed on thematic basis and the findings provided in a narrative form. Inferential and descriptive statistics will be employed for analysis of quantitative data with the assistance of Statistical Package for Social Sciences (SPSS version 25). The study results will be presented through use of tables and figures. 
Findings: The study revealed that there was a significant relationship between project team communication and performance and Nairobi County health projects. It was further concluded that the size of the project team membership is effective and team members are constituted based on skills and abilities. The study also found that team members have order and ranks and formal organization never gets the way on how the job gets done. There is a policy framework that guides the formation of project team in the county and the project team has a clear vision. It was also showed that project team has a clear mission and the project team has a clear definition of the task to be performed. It was also concluded that project team development contributes to the productivity of the employees and training contributes to the development of project teams. 
Unique Contribution to Theory, Practice and Policy: The study was anchored on the human capital theory which was developed by Schutz (1961) and the theory of constraints which was propounded by created by Eliyahu Goldratt in 1984. It is recommended to establish a well-defined project structure with clearly defined roles, ensuring that each team member understands their responsibilities and how they contribute to the overall project goals. Regular communication and updates on roles and responsibilities should be maintained throughout the project lifecycle. It also recommended that project team should be comprise people with skills, expertise and diversity.
Организация управления проектами некоммерческих организаций: возможности гибких методов управления
Authors: Д.В. Некрасова; Анна Александровна Урасова
Year: 2024

Введение. Современные управленческие методы недостаточно адаптированы к специфике работы социально ориентированных некоммерческих организаций (НКО), что ограничивает их эффективность и способность приспосабливаться к быстро меняющимся социальным условиям. Возникает необходимость повышения качества управления проектами в некоммерческом секторе для достижения значимых социальных результатов и оптимизации использования доступных ресурсов. Цель исследования. Изучение применения методов Agile, Scrum и Kanban в управлении проектами некоммерческих организаций для выявления их преимуществ и обоснования эффективности в реализации социальных инициатив. Методы. Для анализа возможностей применения гибких методов управления использованы методы включенного наблюдения, а также анализ, сравнение и обобщение. Исследование фокусируется на распознавании адаптации основных принципов Agile, Scrum и Kanban к особенностям работы НКО. Результаты. В ходе исследования обнаружено, что рассматриваемые методы могут быть эффективно применены в НКО. Выявлено, что данные методы способствуют более качественному взаимодействию в командах, повышению гибкости управления проектами и лучшему реагированию на изменения в социальном контексте. Выводы. Внедрение гибких методов управления в деятельность некоммерческих организаций может значительно улучшить их функциональность и результативность. Рекомендуется адаптировать основные принципы Agile, Scrum и Kanban под специфику работы НКО. Это внедрение не только оптимизирует внутренние процессы, но и способствует развитию молодежных кадров в третьем секторе экономики.
ДЛЯ ЦИТИРОВАНИЯ: Некрасова Д. В., Урасова А. А. Организация управления проектами некоммерческих организаций: возможности гибких методов управления // Исследование проблем экономики и финансов. 2024. № 4. Ст. 5. https://doi.org/10.31279/2782-6414-2024-4-5 TO CITE: Nekrasova D. V., Urasova A. A. Organizing Project Management in Non-Profit Organizations: Opportunities of Agile Management Methods // Research in Economic and Financial Problems. 2024. № 4. Art. 5. https://doi.org/10.31279/2782-6414-2024-4-5
Una metodologia di multi criteria decision making a supporto dei processi di public management
Authors: Antonio G. Latora; Gabriella Nicosia; N. Trapani
Year: 2018

L’era del digitale mette a disposizione dei decision maker di ambito business e/o government, una quantità di informazioni tale da rendere particolarmente critica la ponderazione e assunzione di criteri decisionali da adottare nella valutazione delle possibili alternative. In un mondo caratterizzato da una complessità decisionale in costante crescita, le metodologie di multi criteria decision making, in modo particolare la metodologia denominata Value-Analytic Hierarchy Process (V-AHP), costituiscono un innovativo, efficace strumento di supporto alle decisioni di public management poste in essere quotidianamente a livello politico, dirigenziale e tecnico. L’articolo descrive nel dettaglio la metodologia “lean” V-AHP e riporta esempi applicativi della stessa nell’ambito dei processi di portfolio, program e project management che caratterizzano l’attività di public management. Un esempio concreto del valore aggiunto che le metodologie dell’ingegneria gestionale possono apportare alla “Value Chain” della pubblica amministrazione.
Scheduling of a School Project Considering Risk Analysis Utilizing Project Management Tool Primavera P6
Authors: D. Goyal; Hitesh Kodwani
Year: 2023

Implementation of construction project needs a proper planning and scheduling is of vital importance for the project to be executed and run smoothly. A best schedule has to be prepared in such a way that meets the primary objectives of the total project. Those essential destinations are to make a quality venture, finished on time, inside spending plan, and in a sheltered workplace. Consequently, in this investigation a progressing development venture is taken and the execution of the undertaking is contrasted and the calendar with the assistance of Primavera. An ongoing project of Government school at singarcholi, Lalghati Bhopal M.P. is selected and the activities pertaining to the preconstruction, substructure and superstructure is considered for comparison considering risk analysis of seismic hazard and steps to overcome the progress of project using management tool. From the study, it is concluded that with the help of management tool like primavera, one can manage the scheduling, resource allocation and also time-cost management in a proper and easy way. In this study we are saving indirect costs at site work also managing resources as per I.S. 7272.
Project management in the system of education
Authors: Y. Meirkhanova; S. Kupeshova; A. Mottaeva; T. Dzholdosheva; Tolobek Kamchibekov
Year: 2023

The purpose of this study is to identify universal methodological characteristics and general aspects of project management in the field of education (general principles, strategy, approaches, terms). The methodological conditions for the effectiveness of the preparation and use of the project are the relationship and interdependence of three approaches: a systematic approach that focuses on the implementation of the principle of reasonable sufficiency in the distribution of structural components in the organization; a situational approach that takes into account the characteristics of the external environment as a significant factor influencing the direction and content of changes in the organization; a behavioral approach that orients designers to understand the need to create conditions that have a beneficial effect on the behavior of people in organizational structures. Project management in education is a method of purposeful influence on the structure and processes taking place in the education system in order to transfer it to a qualitatively new state through a set of measures and actions. It is established that the project management model in education is a set of sequential actions at all stages, which ensures high efficiency of the process of finding a correspondence between the strategy of the organization in society and its basic components.
The Effect of Project Management Capabilities on Project Success in Pakistan: An Empirical Investigation
Authors: M. Irfan; Mazlan Hassan; Nasruddin Hassan
Year: 2019

Project management maturity (PMM) is gaining interest from different domains of research because it can be used to assess the strengths and weaknesses of ongoing projects within organizations. Thus, this paper aims to present and validate a research model that includes PMM and project success. Partial least squares’ structural equation modeling (PLS-SEM) is used to assess the research model. The suggested hypotheses were tested based on a sample of 425 respondents from project-based organizations in Pakistan. The findings of the study indicate that there is a positive relationship between PMM and project success. Moreover, it was inferred from the results that different dimensions of PMM such as knowledge management transfer, process management, and resource project management could directly influence project success. However, it is also determined in this study that the use of software, continuous improvement, and training did not significantly affect the success of projects in Pakistan.
Improving the quality of project management organizations at the level of their revenue contracts
Authors: А.С. Цой; В.В. Левшина
Year: 2020

В статье определено взаимодействие процессов жизненного цикла продукции на уровне проектной организации, а также на уровне доходных договоров. Проведена классификация доходных договоров: по количеству процессов и структурных подразделений, задействованных в них; выделены три вида процессных моделей доходных договоров - функциональные, кросфункциональные; а также договоры, выполняемые с привлечением субподрядчиков. Для совершенствования качества управления проектной организацией определены средства управления проектированием для различных видов доходных договоров.
 The article defines the interaction of product lifecycle processes at the level of the project organization, as well as at the level of revenue contracts. The classification of revenue contracts is carried out: by thenumber of processes and structural divisions involved in them; three types of process models of revenue contracts are identified - functional, cross-functional; as well as contracts performed with the involvement of subcontractors. To improve the quality of project organization management, design management tools are defined forvarious types of revenue contracts.
Bad practices in complex IT projects
Authors: Dominik Viskovic; M. Varga; K. Curko
Year: 2008

Complex IT projects, such as information systems development or ERP implementation, are often unsuccessful due to bad project management, inappropriate methodological approach or ignoring good practice. The paper considers typical and frequently repeated mistakes in IT projects known as bad practice and describes the ways of avoiding them. Bad practices are the signs of either management, methodological or communication problems that have to be avoided during the project lifetime.
An Introduction to Research for Primary Dental Care Clinicians
Authors: J. Suvan
Year: 2011

Introduction This paper, the sixth in the series, will address the seventh of the ten stages of a research project suggested in the first paper in the series. The ten suggested stages are: 1. The initial idea (asking a research question). 2. Searching the literature. 3. Refining the research question. 4. Planning the study. 5. Writing a protocol. 6. Obtaining ethical approval and funding. 7. Piloting the methodology and project management. 8. Collecting data. 9. Analysing the data. 10. Writing up and disseminating the results. A previous paper1 outlined how to write a protocol, which provides the blueprint for a project. Once ethical approval and funding have been obtained, the next stage is to pilot (test) the project and manage it.
Determinants of Bahraini managers' acceptance of business process reengineering
Authors: Emad M. Kamhawi
Year: 2008

Purpose – This paper aims to examine the possible underlying factors that influence managers' intentions towards adopting business process reengineering (BPR) in a less‐developed country (LDC) context, namely Bahrain.Design/methodology/approach – The study used a survey method to elicit opinions from 104 managers from 14 different big Bahraini businesses.Findings – The results showed that the existence of some organizational capabilities such as “effective project management experiences” and “the ability to build an organizational‐wide need for change” are important requisites to gain positive salient beliefs toward accepting BPR. Moreover, it showed that “managers' cognitive style” and “level of education” had significant influences on their “intentions to adopt BPR approach.” The findings also suggest that other external factors such as “competitive pressures” and “managers' beliefs about BPR” are significant antecedents to BPR perceived ease of use.Research limitations/implications – Conclusions are dr...
Leadership in Software Development: Comparing Perceptions of Agile and Traditional Project Managers
Authors: Haibo Yang; S. Huff; D. Strode
Year: 2009

Information systems development has always been a focal point of IS research. The most widely understood traditional methods for developing information systems are based on the “waterfall” life cycle model. Recently, agile methods have drawn increasing attention from IS practitioners and researchers worldwide, as a response to the shortcomings of the traditional methods. However, the impact of agile methods on project management is still not fully understood as empirical studies are scarce. This study uses a full range leadership model as a theoretical lens to analyze project managers’ perceptions of appropriate leadership styles when leading agile vs. traditional software development projects. The findings show that project managers perceive a need for more transformational leadership to achieve success in agile projects as compared to traditional projects.
Identifying and Addressing Problems in the Estimation Process: a Case Study Applying Action Research
Authors: Ana M. Debiasi Duarte; Ieda Margarete Oro; Karine Vidor; Denio Duarte
Year: 2023

Literature shows that a large part of software projects exceeds the amount of effort and estimation duration, even though we currently witness an evolution of software project management discipline. Through its best practices, software engineering tries to reduce the flaws in software development. Several techniques and resources have been presented to help to reduce this problem. This paper aims to propose an approach based on action research to improve the estimation process in software development tasks by identifying problems. A case study is carried out to show the effectiveness of our approach. The results show an improvement of 50% accuracy over the baseline estimation process.
Application of Probability-based Multi-objective Optimization in Portfolio Investment and Engineering Management Problem
Authors: M. Zheng; Jie Yu; H. Teng; Yi Wang
Year: 2024

Markowitz's approach could not deal with the overall optimization of both minimizing variance of return rate and maximizing return rate simultaneously due to its short of rational method for handling multi-objective optimization. In this article, a hybrid of the probability-based multi-objective optimization with the uniform design for experiments of mixtures is performed to solve the portfolio investment problem of concurrent optimization of both maximizing return rate and minimizing variance of return rate. The probabilitybased multi-objective optimization is employed to transfer the bi-objective problem of portfolio investment into a mono-objective one with total preferable probability as the goal for the overall optimization of the system in spirit of probability theory, the uniform design for experiments of mixtures is used to perform the subsequent discretization. Project management problem is rather a multi-objective to conduct naturally. The analysis shows the rationality of the hybrid solution.
Systems of Systems Perspective in IT Project Quality Management (short paper)
Authors: M. Kirikova; J. Grundspeņķis; Arnis Stasko
Year: 2022

The quality management of projects, in general, and IT projects, in particular, have been a topic of research for several decades. However, quality management is usually considered as a subset of project management per se, which includes such aspects as project initiation, team formation, responsibilities allocation and others. In this position paper we abstract from abovementioned aspects and focus on only one perspective in project management, which to the best of our knowledge has not been intensively studied. We propose to focus on the perspective of Systems of Systems in project quality management paying more attention on the systems that are related to and inside a particular IT project. For this purpose, the questions for further research are defined regarding three aspects of IT project quality management: product, process, and inputs of an IT project.
Project Manager Competencies for Dealing with Socio-Technical Complexity: A Grounded Theory Construction
Authors: Navid Ahmadi Eftekhari; Saba Mani; J. Bakhshi; Sahar Mani
Year: 2022

An ongoing question is what constitutes the characteristics of a project manager. This is the subject of many studies. The characteristics, skills, abilities and knowledge of project managers—essential factors in a project’s success—describe their level of competency. This study aims to assess the relationship between project manager competencies and project complexity in the information technology (IT) sector. In total, 21 semi-structured interviews were conducted with senior practitioners associated with complex IT projects in the private and public sectors. All transcripts were analysed through grounded theory and content analysis, with experts approving the results. Our study identified 41 competencies within project complexity, with these grouped under the following 10 dimensions: project management (PM) knowledge; management skills; interpersonal skills and attributes; professionalism; expertise; emotional skills; contextual skills; influencing skills; team working; and cognitive skills. According to this research, leadership is the core competency of a project manager, while project management knowledge is the most essential of these competency dimensions. This study’s findings can assist both academics and practitioners in simplifying the complexity of projects and helping to achieve a project’s objectives.