derhan/semantic-scholar-manajemen-proyek huggingface dataset:
EMPLOYERS’ PERCEPTIONS OF THE EMPLOYABILITY SKILLS OF ISLAMIC BUSINESS ADMINISTRATION GRADUATES IN UNIVERSITI SAINS ISLAM MALAYSIA
Authors: Norhaziah Nawai
Year: 2021

This paper tries to investigate the perception of the employers towards the employability skills of the new graduates in their recruitment process. The paper examines the employability skills of the Islamic business administration graduates in Universiti Sains Islam Malaysia.  The study used qualitative methodology through in-depth interviews with 31 employers in Klang Valley. Findings revealed that employers expect graduates to have a range of broader skills and attributes that include teamwork, communication, leadership, critical thinking, work independently, intellectual, and problem-solving skills. Besides, technical skills such as software proficiency, project management, data analysis, and common operating systems are also advantaging for new graduates to get offered in their companies. This paper, therefore, concludes that developing graduate employability skills and attributes should be included in faculties teaching and learning strategically. Active collaboration between university and industry with employers having a more active role is likely to have a greater and more sustained impact on graduate employability. Lastly, the need to continually promote and expand opportunities for students to access work-based learning is critical. These experiential opportunities can be an effective way of providing university students with relevant employment skills, knowledge, and awareness of employer culture. 3U1I program may be implemented to enhance graduate employability.
Developing Key Safety Management Factors for Construction Projects in China: A Resilience Perspective
Authors: Zheng Zhu; Jingfeng Yuan; Qiuhu Shao; Lei Zhang; Guangqi Wang; Xuewei Li
Year: 2020

It is acknowledged that construction safety is pivotal to the project management objectives. Meanwhile, the concept of resilience provides an effective and pragmatic countermeasure to improve the safety management level of construction projects. However, the “resilience” has not gained considerable attention in the construction safety management system. In this context, the paper aims to develop the key safety management factors for construction projects from the resilience perspective. Firstly, the theoretical framework and key safety management factors of construction safety management system based on the resilience theory are proposed. The importance of each factor is then obtained by using the method of structural equation modeling (SEM). The results indicate that information management, material and technology management, organization management and personnel management would improve the safety and resilience of the project. Specifically, improving the resilience of information flow to strengthen the interaction among elements of the system can enhance the safety management level. These findings can be used as references for construction safety managers to improve the abilities of preventing safety accidents and recovering after safety accidents.
Digital Fitness: Four Principles for Successful Development of Digital Initiatives
Authors: Nigel P. Melville
Year: 2015

Digital initiatives such as big data analytics at Progressive Insurance can drive competitive advantage. However, digital initiatives often fail to meet their objectives in terms of budget, time, or performance. Why is this the case and what can be done about it? Complementing existing studies of software development methodologies, project management techniques, and the role of the CIO, we focus on the role of the non-CIO organizational leader in successful development of digital initiatives. Synthesizing our own original research with existing scholarship, we introduce four principles for successful development of digital initiatives: generate business value, maintain strategic alignment with organizational and business strategies, leverage technology trajectories, and apply digital economics. Understanding the four principles raises the digital fitness of organizational leaders, thereby reducing risk and raising the chances of success in digital initiatives.
Artificial Intelligence in Project Management: Insights from Croatia
Authors: Borna Vegar; Tea Mijač
Year: 2024

Artificial intelligence (AI) technology has become integral to everyday life, extending its influence into various business aspects. The concept of AI in Project Management (PM) has been discussed since the 1980s, portraying AI as a tool with the potential to expedite, optimize, and enhance project management, aiding decision-making processes. Project management is a pivotal process in nearly every organization, and integrating AI into this process can offer numerous advantages, such as heightened efficiency, precision, speed in decision-making, and improved risk assessment. Data from Eurostat in 2020 indicates that only 6% of businesses in Croatia used some form of AI in their operations, reflecting the limited adoption of this technology in the business sector. This paper explores the current state of AI application in project management in Croatia, exploring both perceived benefits and barriers. A survey conducted in Croatia with 115 respondents revealed that currently, only 29.1% of correspondents utilize some form of AI in project management. Unsurprisingly, AI is predominantly used in the IT industry (52%), followed by the educational sector (28%) and the healthcare sector (4%).
Editor's Introduction
Authors: S. Downing
Year: 2010

Spring is traditionally a time for renewal and new beginnings and this feeling may be enhanced entering a newdecade.What’s new in this Spring Issue of the JGM? Our first paper by Gianfranco Walsh and Vincent Mitchell offers an empirically tested new model of the intention to buy private label brands (brands sold under retailers’ own brands). The findings argue against conventional wisdom and previous research which suggests that price and attitude to private label brands are the leading factors. A range of other factors are highlighted which may suggest opportunities for retailers to change their strategies. Next, Carole Donada and Isabelle Dostaler encourage us to think anew about demands on suppliers to be flexible. Flexibility may be viewed benignly by operations or as a source of win–win relationships by marketing but can have a dark side for suppliers. The paper identifies some surprising means by which suppliers could showdissidence, i.e. resist demands formore flexibility, and reconstruct their business relationships. A new conceptual framework creates opportunities for researchers and practitioners to identify and create optimal levels of supplier flexibility and organisational slack. Our next two papers encourage us to review and consider new approaches to project management throughout the project life cycle. Peersat Patanakul, Boonkiart Iewwongcharoen and Dragon Milosevic remind us that project management tools and techniques are often used out of habit or popularity rather than because of evidence of their effectiveness. Based on a survey of usage and success with over 400 experienced project managers working in the United States they are able to offer a list of ten tools with the most impact on success at various stages of projects. Then Timothy Kloppenborg and Rashmi Assudani argue that the effective use of some tools and techniques may be underpinned by project managers’ ability to identify and manage the changing flow of salient stakeholders throughout a project. They draw on stakeholder theory and social networking theory to urge regular assessments of changing stakeholder saliency – discriminating for example between the ‘definitive’, ‘dominant’, ‘dangerous’, ‘dependent’, ‘demanding’, and ‘discretionary’, so that project managers can adapt communications and the time and effort spent on the relationships and networking accordingly. Finally, Jens Kengelbach, Bernhard Schwetzler, and Marco Sperling bring new evidence to the debate about the performance of acquisitions. In a study of over 1500 cross-border acquisitions they study the short term reactions of the financial markets in the US, Europe and Asia Pacific. The average rise in sellers’ share price is approximately 23% but it varies significantly across the globe. Surprising evidence concerning the relative high performance of
Serious games, gamification and game engines to support framework activities in engineering: Case studies, analysis, classifications and outcomes
Authors: A. Uskov; B. Sekar
Year: 2014

Recently many global well-known companies such as Microsoft, IBM, Oracle, Adobe, Cisco, Siemens, SAP, Google, Accenture, American Express, Caterpillar, PWC started an implementation of full-scale games and/or gamified applications to support their main business activities, processes and functions in “serious” areas such as management, simulations of complex physical objects and phenomena, engineering, project management, quality management, HR management, corporate training, marketing, and other areas. The particular objectives of performed multi-aspect research project on serious games and serious gamified applications in industry were to 1) identify and analyze best cases of use of serious games and gamification of main business processes in industry, 2) identify possible classifications of main types and attributes of serious games and serious gamified applications used in industry, and 3) identify serious game engines and platforms and classify their main features. This paper presents the research findings and outcomes relevant to specified project objectives.
Moving a mountain: Practical insights into mastering a major curriculum reform at a large European medical university
Authors: A. Maaz; Tanja Hitzblech; Peter Arends; Antje Degel; S. Ludwig; Agata Mossakowski; Ronja Mothes; J. Breckwoldt; H. Peters
Year: 2018

Abstract Aim: Undergraduate medical education is currently in a fundamental transition towards competency-based programs around the globe. A major curriculum reform implies a dual challenge: the change of the curriculum and the delivering organization. Both are closely interwoven. In this article, we provide practical insights into our approach of managing such a fundamental reform of the large undergraduate medical program at the Charité – Universitätsmedizin Berlin. Methods: Members of the project management team summarized the key features of the process with reference to the literature. Results: Starting point was a traditional, discipline-based curriculum that was reformed into a fully integrated, competency-based program. This change process went through three phases: initiation, curriculum development and implementation, and sustainability. We describe from a change management perspective, their main characteristics, and the approaches that were employed to manage them successfully. Conclusions: Our report is intended to provide practical insights and guidance for those institutions which are yet considering or have already started to undergo a major reform of their undergraduate programs towards competency medical education.
Impact of Risk Mitigation and Project Management Tools on Organizational Performance: Evidence from Malaysian Organizations
Authors: Tamutaran Ravichandran; M. Reyasudin; Basir Khan
Year: 2024

Organizations in Malaysia face significant challenges in project management due to rapid changes and increasing complexity in the business environment. This study aims to examine the relationships between effective communication, project planning, risk mitigation, project management tools, and organizational performance in Malaysian organizations. The objectives are to identify which factors significantly impact organizational performance and to provide insights for improving project management practices. The study utilized a quantitative approach, collecting data from a heterogeneous sample of employees across various industries in Malaysia. Multiple regression analyses were employed to assess the significance and strength of these relationships. The findings indicate that risk mitigation (β = 0.45, p < 0.01) and project management tools (β = 0.38, p < 0.01) have a significant positive impact on organizational performance. However, effective communication (β = 0.12, p > 0.05) and project planning (β = 0.15, p > 0.05) did not show statistical significance. These, results suggest that while communication and planning are important, the effective utilization of risk mitigation strategies and the adoption of advanced project management tools are crucial for enhancing performance outcomes. Managers should prioritize these areas to maximize organizational performance. This study provides empirical evidence from the Malaysian context, contributing to the understanding of project management practices and their impact on performance. The study is limited by its cross-sectional nature and potential response bias. Future research should consider longitudinal data and qualitative methods to explore the dynamic relationships among these variables.
Adjusting story points calculation in scrum effort & time estimation
Authors: Hind Zahraoui; M. Idrissi
Year: 2015

Effort and time estimation at the initial stage of an agile project is a difficult and challenging task due to volatility and changing in customer requirements. Scrum remains the most used agile project management method. However effort estimation in scrum is mainly based on story points which are subjective measures and mostly lead to inaccurate estimates. In this paper we propose to adjust this measure using three adjustment factors. Moreover this paper will show how to use also this adjusted story point in velocity calculation to ameliorate scrum time estimation.
An Intelligent Project Management Maturity Model for Moroccan Engineering Companies
Authors: Oussama Marrouni Alami; Otmane Bouksour; Z. Beidouri
Year: 2015

Engineering projects are managed in an environment often characterized by turbulence, complexity, and crucial need for flexibility and high quality information. The success or failure of these projects depends on decisions made during their life cycle. The burden of a bad decision in general and in the engineering sector, in particular, where business is generally run through projects, is becoming very overwhelming and these companies are urged to change the way they make decisions. They have to base their decisions more and more on high quality information, effective knowledge management (KM), and competitive intelligence (CI), tools. More importantly, they have to use an effective decision analysis process to avoid mental bias that is the most important reason behind bad decisions. Furthermore, such a project decision analysis process should reinforce the strategic alignment of the organization in order to achieve the desired decision strategic impact. However, the conjunction and harmonization of all these processes and systems require smooth and careful implementation, allowing for effective change management and high levels of maturity in project decision-making capabilities and competencies. Accordingly, the ECs need to climb suitable maturity levels, leading to both agility and flexibility. While agility relies on strong and adaptive processes covering the three main components of enterprise intelligence, namely business intelligence, CI and KM, flexibility for a project-based organization means a combination in a proper dosage of effective organizational PM processes, on the one hand, and balanced project decision processes, on the other.
Improving Project Manager Decision with Gamification: An Experience Report
Authors: D. Porto; F. Ferrari; S. Fabbri
Year: 2019

Context: Gamification is an emerging subject that has been applied in different areas to bring contributions to different types of activities, including project management activities. Objective: Reporting on an experience of introducing gamification in a real software development company in a peripheral, but relevant for management, software development activity: the timesheet fill. Method: We introduced gamification in software process to motivate team members to fill out their timesheets. The Habitica tool was used to support the gamification. Delays for filling out the timesheets by team members were measured before, within and after the insertion of gamification. Results: We observed a beneficial gamification influence on timesheet fill. Based on historical data and on our measurements, the performance was four times better with gamification when compared with the conventional (i.e. without gamification) approach. Even after gamification removal, the performance remained statistically better than historical records. Conclusion: Gamification improved the attendance on timesheet fulfills and this could help the project manager make the software development more manageable in activities like costs and deadline estimates.
Integration of the Process Approach and Agile-technology of Project Management in Lean Manufacturing
Authors: Л.Г. Елкина; Н.А. Сухова; А.А. Яковлева
Year: 2020

В статье представлены результаты исследования генезиса современных подходов управления, рассмотрена концепция интеграции процессного подхода и Agile-технологии проектного менеджмента в системе бережливого производства. Предложена интегрированная модель проектирования бизнес-процессов в системе бережливого производства, включающая описание входов и выходов процессов, а также применяемые методы и инструменты.
 The article presents the results of a research of the genesis of present management approaches, considers the concept of integrating the process approach and the Agile-technology of project management in a lean manufacturing system. An integrated model for designing business processes in a lean manufacturing system is proposed, including a description of the inputs and outputs of the processes, as well as the methods and tools used.
Good project managers are "cluefull" rather than clueless
Authors: H. F. Cervone
Year: 2008

Purpose – The purpose of this paper is to provide an overview of the some of the more common behavioral missteps technology leaders make when managing projects.Design/methodology/approach – Using a comparative method based on Gualtieri's observations of the mistakes chief information officers make in managing application development projects, the paper contextualizes and expands these observations to apply to the digital library project environment.Findings – The behavioral tactics of digital library project leaders can be either positive or negative influences on a project team with negative behaviors often leading to project managers being labeled as “clueless.” By being aware of the implications and impact of behaviors that can be viewed negatively, the project leader can avoid engaging in those behaviors and be more effective in their role.Originality/value – This paper fills a gap in the digital library project management literature by exploring issues related to the behavioral characteristics of dig...
Ways of solving theoretical, institutional and methodological problems of project management in public authorities of the Russian Federation
Authors: Л.Р. Добрина
Year: 2020

В статье приведены выявленные проблемы по результатам анализа системы управления проектами на федеральном и региональном уровне. Проблемы разделены на 3 категории: теоретические, институциональные и методические (прикладные). Автор дает пояснение выявленным проблемам и недостаткам, предлагает возможное решение и описывает ожидаемый эффект. Реализации предложенных рекомендаций будет способствовать всестороннему развитию управления проектами в органах государственной власти Российской Федерации, что имеет первостепенной значение в связи с переходом на реализацию национальных проектов.
 The article presents the identified problems based on the analysis of the project management system on federal and regional levels. Problems are divided into 3 categories: theoretical, institutional, and methodological. The author explains the identified problems, suggests possible solutions, and describes the expected effect. The implementation of the proposed recommendations will contribute to the comprehensive development of project management in the state authorities of the Russian Federation, which is of paramount importance in connection with the transition to the implementation of national projects.
Designing effective educational games - a case study of a project management game
Authors: J. Miler; A. Landowska
Year: 2016

This paper addresses the issues of designing effective educational games. We aim at investigating how the cognitive, behavioral and emotional aspects of the games influence their educational effectiveness. The results were obtained with an observational user experience study extended with affect analysis carried out for a project management game GraPM. We analyzed the players' understanding of the game mechanics and logic, their engagement and emotional state. Then we confronted it with the educational effects achieved. In this case study the key identified factors of educational effectiveness were: understanding game mechanics, player's engagement, and feeling of control. Invoking other desired emotions was not required for effective education, which was also generally unrelated to the player's initial knowledge.
The Impact of Risk Management and Knowledge Management on Construction Project Success: The Mediating Role of Project Management Performance
Authors: Khaled Ali Al-Balawneh; Saeed Tarabieh
Year: 2024

This research seeks to show the importance of risk management (RM, henceforth) and knowledge management (KM,  henceforth) for project success (PS) and to investigate the mediating role of project management performance (PMP). Online questionnaire was distributed to 220 project managers among all 200 Jordanian first class construction companies. The data from 165 respondents were checked and coded for statistical analysis using Structural Equation Modeling (SEM) with Analysis of Moment Structures software (AMOS, 20) and Statistical Package for the Social Sciences software (SPSS,20). The results indicated that RM and KM have significant positive effects on PMP and PS. Moreover, PMP was found to have a significant positive effect on PS. The results showed that PMP was the strongest predictor of PS while the strongest predictor of PMP was RM. From the results of mediation analysis, it was found that PMP partially mediates the effects of RM and KM on PS. The study recommended that Jordanian construction companies should consider seriously RM and KM in their projects since they will protect the projects from such failures as completion delay, overrun, low quality or safety incidents. In addition, the construction companies have to pay more attention for project management training and the use of the best practices of project management which will improve the overall organization performance.
A Typology of Project Types and Processes Offering Flexibility for the Project Manager
Authors: Christoph Loch; Mengtong Jiang; Haijian Si
Year: 2024

We present a typology in which commonly encountered project types and widely used project management process types are matched. This generates four propositions: (1) Process types match project types but do not cover all encountered project types; (2) a formal project management change process should be articulated; (3) the project management processes represent a portfolio that can help managers address project types (or other nonroutine challenges for the organization) in productive ways; and (4), while array and wicked projects cannot be fully addressed by any one of the project management processes, combinations of the processes may be able to deliver such projects.