derhan/semantic-scholar-manajemen-proyek huggingface dataset:
The Criticality of Risk Factors in Customer Relationship Management Projects
Authors: T. Papadopoulos; U. Ojiako; M. Chipulu; Kwangwook Lee
Year: 2012

Customer relationship management (CRM) remains an area of considerable interest in contemporary project management literature, due to its association with high failure rates. This research examined the criticality of four risk factors. Quantitative data analyzed using PASW17 were collected from a sample of 250 CRM project practitioners. Although we found strong evidence to support the focus on these risk factors, which include “user training,” “top management support,” “business strategy and technology alignment,” and “effective project feedback,” the authors found that, although some risk factors may be identified as “critical,” their criticality is dependent on the context of the project.
Method of Project and Operational Processes Integration in the Activities of Project-Oriented Enterprises Based on Functional 4Р-Environment
Authors: N. Yehorchenkova; Iurii Teslia; O. Yehorchenkov
Year: 2020

. The article is dedicated of description of creating a unified functional environment for managing projects, programs, project and program portfolios and a project-oriented enterprise, which would include tools involved both in the project activity and in the operational activities of the enterprise, is at the forefront and provided a systemic (synergistic) effect from solving a set of tasks of managing portfolios of projects and programs as a single system of functions. Unlike enterprise resource planning systems, where enterprise resource management capabilities are supplemented by project management modules, the creation of a functional projects, programs, project and program portfolios and a project-oriented enterprise environment consists of complementing the software tools for project management by functions that enable them to integrate with both the processes of portfolio projects and programs management, and with the management processes of the project-oriented enterprise themselves. A method of coordination of project and operational processes is proposed. It is based on simulation of operational and project processes, with the choice of an order of material resources production, which shortens the execution time of all projects. The method allows to consider not individual portfolio projects, but all projects simultaneously. And to find the necessary solution at the expense of a long-term search of various options for implementation of both operational and project processes. A similar method has not been implemented in any project management system.
Whose Experience Do We Care About? Analysis of the Fitness of Scrum and Kanban to User Experience
Authors: E. Law; M. Lárusdóttir
Year: 2015

Two project management approaches, Agile and Lean, have increasingly been adopted in recent years for software development. Meanwhile, in the field of human–computer interaction (HCI), user experience (UX) has become central in research and practice. The new hybrids between the two fields—Agile UX and Lean UX—were born a few years ago. As Agile, Lean, and UX have different principles and practices, one can query whether the couplings are well justified and whether Agile or Lean is more compatible with UX work. We have conducted a conceptual analysis and tended to conclude that Lean instantiated as Kanban fits UX work better than Agile instantiated as Scrum. To explore further our claim, we performed a secondary data analysis of 10 semistructured interviews with practitioners working with Scrum and Kanban in different sectors (Study 1). This study enabled us to gain insights into the applications of the two processes in real-life cases, their strengths and weaknesses, and factors influencing the practicality of implementing them. Both processes seem not favorable for UX work in practice. Among others, one intriguing observation is loose adherence to the related guidelines and principles. A query derived from the analyses of the interviews is that “customer,” as compared with “user,” has more frequently been referred to by our interviewees, irrespective of the process they adopted. We have then been motivated to investigate this issue, using a web-based survey with another batch of practitioners (N = 73) in the software industry (Study 2). Results of the survey indicate that the practitioners in general had a reasonable understanding of the concepts “user” and “customer,” although a minority tended to treat them as synonyms. Limitations of the current studies and implications for future work are discussed.
Enhancing Project Management for SMEs: A Hybrid Approach
Authors: Ayanda Sibiya; Bongani Sibiya; Johan Jordaan; Brian Ngwako Mahosi
Year: 2023

Objective: South Africa's economic growth and development are closely intertwined with government-prioritized infrastructure development projects. However, SMEs in this sector often grapple with insufficient project management processes, impeding their efficacy and economic contributions. The issue stems from the inadequate implementation of project management methodologies by SMEs, which adversely affects project outcomes and consequently their economic impact. Research Design & Methods: A literature review was conducted to assess the implementation of project management methodologies by SMEs in South African infrastructure development projects. The objective is to highlight areas for improvement, rectify the deficiency in project management practices among SMEs, and bolster their effectiveness and economic contributions. Findings: Preliminary findings accentuate the critical role of project management as a discipline for SMEs involved in infrastructure projects. Its absence or inadequate implementation hampers the growth and sustainability of organizations aiming to make substantial economic contributions and create employment. A hybrid project management model tailored for SMEs in infrastructure development emerges as a mechanism for effectively managing infrastructure projects. Implications and Recommendations: The conceptualization of a hybrid project management model for infrastructure development projects holds the potential to enhance project value by facilitating adaptability. By incorporating agile project management components, this model also stands to improve client engagement, consequently elevating the prospects of success in infrastructure development projects. Contribution & Value Added: This study contributes to the understanding of how SMEs can improve their effectiveness and economic contributions in South Africa's infrastructure development sector. The proposed hybrid project management model offers valuable insights for practitioners and policymakers in South Africa, ultimately fostering economic development and sustainable growth in the country.
Principle-based decision-making: realising benefits in a scaled agile environment
Authors: C. Marnewick; A.L. Marnewick
Year: 2024

PurposeThis paper examines the conflict between rule-based and principle-based approaches to benefits realisation in agile projects. It proposes a principle-based framework as a more effective alternative, aligned with the iterative and adaptive nature of agile methodologies.Design/methodology/approachThe research utilises semi-structured interviews to gather qualitative data from professionals experienced in agile projects. Causal loop diagrams are employed to illustrate the relationships between identified principles. The study identifies 12 key principles essential for agile benefits realisation, with a particular focus on visibility and consequence management.FindingsThe study finds that a principle-based approach to benefits realisation is more compatible with agile methodologies compared to a rule-based approach. The flexibility of principle-based decision-making allows for continuous adaptation and improvement, aligning with the dynamic and iterative nature of agile projects. The principles of visibility and consequence management emerge as critical factors in successfully realising benefits in an agile environment.Research limitations/implicationsThe findings are based on qualitative data from a limited number of interviews, which may not be generalisable across all agile projects. Further research with a larger sample size and diverse project types is recommended to validate and refine the proposed principles.Practical implicationsAgile teams and project managers can leverage the identified principles to enhance their decision-making processes and improve benefits realisation outcomes. Adopting a principle-based approach can lead to more flexible, responsive and effective project management practices.Social implicationsBy promoting more adaptive and responsive project management practices, the adoption of a principle-based approach can contribute to greater satisfaction and collaboration among project stakeholders, leading to more successful project outcomes.Originality/valueThis research contributes to the existing body of knowledge by highlighting the limitations of rule-based approaches in agile contexts and proposing a principle-based framework for benefits realisation. The identification of specific principles and their interrelationships provides a novel perspective and practical guidance for agile practitioners.
A Goal Oriented and Knowledge Based E-Government Project Management Platform
Authors: D. Sarantis; Y. Charalabidis; D. Askounis
Year: 2010

There is a growing need for better project management in e-Government endeavors to bring together people with diverse knowledge and skills so they can develop and implement project activities effectively and efficiently. This paper is a research report on eGTPM (e-Government Transformation Project Management) platform, a project management tool which assists implementers and decision-makers in e-Government project planning and control. eGTPM Platform improves most existing commercial tools by integrating goal orientation and dynamic enterprise modeling (DEM) principles into the knowledge building tool developed at the Decision Systems Laboratory in National Technical University of Athens. By employing goal orientation and DEM principles' concepts, eGTPM facilitates communication and collaboration among all involved parties in order to jointly identify project needs and requirements and to reduce the number of changes due to misunderstandings. eGTPM also includes a knowledge based project control advisor which contains heuristic knowledge to guide users to possible design alternatives. The paper describes eGTPM's components and possible directions for future work.
PROFESSIONAL MODERN VOCABULARY IN INTERNATIONAL NON-GOVERNMENTAL ORGANIZATIONS OF THE KYRGYZ REPUBLIC
Authors: A. Murzabaeva
Year: 2024

This article touches upon not only the role and histrory of NGOs in the Kyrgyz Republic but also the contemporary professional vocabulary used in international non-governmental organizations (NGOs), highlighting its significance and role in fostering effective communication and collaboration across diverse cultural and linguistic backgrounds. Since the NGO’s have preliminary the same organizational structure, some vocabulary from the Project Management discipline were considered. It examines some specialized lexicon, emphasizing key terminologies and phrases that reflect the NGOs' mission-driven focus and operational frameworks. The findings emphasize the need for clear and precise language to engage stakeholders and improve NGO operations worldwide.
Library digitization projects, issues and guidelines: A survey of the literature
Authors: Laurie Lopatin
Year: 2006

Purpose – To provide a selective bibliography of literature which explores issues and provides guidelines on library digitization projects.Design/methodology/approach – Literature published from 2000‐2005 on library digitization projects was examined. Issues involving digitization projects are presented, as well as case studies and resources for digitization projects. The paper has the following sections: project management, funding digital projects, selection of materials, legal issues, metadata creation, interoperability, and preservation issues.Findings – Libraries are undertaking digitization projects to provide wider access to and to preserve materials. The literature survey presents an overview of digitization activities and discussions of issues concerning library digital projects. The authors of the case studies detail how libraries dealt with various components of the projects, such as planning, cataloging, and handling copyright issues. Many aspects of digitization projects will be changing over...
Effects of Gender Biases on Project Performances in Water and Sanitation Projects in Njombe Region
Authors: Deus Masige; K. Malamsha
Year: 2024

Gender biases in Water, Sanitation, and Hygiene (WASH) projects globally, regionally, and in Tanzania pose significant challenges to effective project management. This study examines gender representation in leadership roles and the performance of NGO-led WASH projects in Njombe, Tanzania. Using a mixed-methods approach, data were collected from 197 participants, including project managers, beneficiaries, and stakeholders, to assess the effects of leadership inclusivity on project outcomes such as timelines, budget adherence, and stakeholder satisfaction. Findings revealed a strong positive correlation (r = 0.628, p < 0.001) between gender-balanced leadership and budget adherence. Similarly, inclusive leadership demonstrated a significant positive influence on stakeholder satisfaction and project timeliness. Respondents highlighted that male-dominated leadership structures often contributed to delays and inefficiencies, while projects with greater female representation showed improved decision-making and resource utilization. The study emphasizes the importance of implementing gender-inclusive policies and leadership training to promote balanced representation in decision-making roles. By fostering inclusivity, WASH projects can enhance their efficiency, ensure timely completion, and build stronger trust with stakeholders.
Project Management Applying the bim Methodology in Buildings. Case Study: Airos Building, Quito
Authors: Jamil Ignacio Palacios Murillo
Year: 2024

Objective: Implement improvements in the architectural designs and execution phase of buildings using the BIM Management BIM methodology. 
  
Theoretical Framework: This topic presents the main concepts and theories that support the research, such as BIM Management, BIM methodological process, systematization and architectural projection, BIM structure and sustainable standardization of buildings. 
  
Method: The methodology adopted for this research is qualitative, analyzing the database of the Airos, Quito project and an applied study that includes the analysis of the integration of BIM methodologies and management for its implementation in traditional constructions. The BIM process standards of the 4 BIM functionalities interacting with the 7 LEN processes principles were analyzed under the Interaction Matrix developed by Sacks et al. (2010) who proposes a conceptual framework to analyze the interaction of LEAN and CAD. 
  
Results and Discussion: The results obtained revealed that the use of an BIM methodology as part of BIM management promotes a systematized design process and reduces the number of errors evidenced in the design and execution phases of projects. As a case study, the Airos building has maximized its resilience capacity by adopting sustainability standards, which reduces energy consumption and increases the bioclimatic capacity of the building. 
  
Research Implications: The theoretical implications of BIM management and application of the BIM methodology within the design processes in a comparative study with CAD and LEAN processes are discussed, demonstrating that its contribution reduces errors and expands the capacity for resilience and satisfactory execution of projects. 
  
Originality/Value: This study contributes to BIM literature and its correct management for design and execution processes in the Ecuadorian construction industry. This process contributes to the ecological and design benefits of the buildings, thus making them more attractive and meeting the needs of potential clients and adapting better to their environment.
Risk Management in Implementation City Road Project in Padang City
Authors: Rifano Putra; T. Ophiyandri; Benny Hidayat
Year: 2024

Risks can have an impact on the productivity, performance, quality and cost limits of a project and risks can be said to be consequences that may occur unexpectedly. The success of a construction project really depends on the ability of project management to manage the risks that occur. The role of transportation in the city of Padang is to support the economic, education, tourism and defense and security sectors. Construction projects are a dynamic field and contain risks. The aim of this research is to identify risks and carry out risk analysis in the implementation of city road construction projects in the city of Padang as well as carry out risk responses for risk ownership in order to reduce the consequences caused by these risks. This research uses primary and secondary data which will later become a questionnaire and conduct interviews. Questionnaires were distributed to respondents, namely contractors, the results of the questionnaire calculation analysis using the Severity Index (SI) method from during the implementation of urban road construction in the city of Padang, 47 (forty seven) risks were identified based on activities at the project implementation stage. The risks identified are 2 (two) political risks, 7 (seven) environmental risks, 2 (two) planning risks, 2 (two) marketing risks, 3 (three) economic risks, 1 (one) financial risk, 6 ( six) natural risks, 7 (seven) project risks, 7 (seven) technical risks, 2 (two) human risks, 3 (three) criminal risks and 5 (five) safety risks. Of the identified risks, an analysis of the level of risk acceptance was carried out which showed that there were 23 (twenty-three) risks that were included in the highest risk category or unacceptable risk category (Unacceptable) and 24 (twenty-four) risks that were included in the risk category. not expected (Undesirable). Ownership of the greatest risks is the responsibility of the contractor because during the project, the contractor has a central role as controlling the overall course of the project.
Method of expert assessment of candidates in the project team safety-oriented
 systems
Authors: O. Kovalchuk; O. Zachko; Dmytro Kobylkin
Year: 2023

Expert evaluation of project candidates is an important component of effective
 project management and recruitment. The peer review process begins with the
 identification of relevant criteria and key performance indicators (KPIs) specific to
 the project's requirements. These criteria are the basis for evaluating candidates.
 Experts, who are usually experienced professionals in the relevant field, are carefully
 selected to form the assessment team. The diversity of experience within this group
 ensures a comprehensive assessment. During the evaluation phase, candidates are
 evaluated against predetermined criteria. Experts may use a variety of assessment
 methods, including interviews, skills assessments and portfolio reviews. Each expert
 provides independent evaluations and scores for each candidate based on their judgment
 and experience. The scores collected are then aggregated and analyzed to identify the
 top performing candidates. The results serve as a valuable resource for decisionmaking
 during candidate selection. To implement innovative ideas and tasks, it is advisable to
 use a project-oriented approach, which has proven itself positively all over the world.
 The use of PmBOK, P2M, Prince2, Agile and Kanban methodologies allow project managers to
 effectively build processes and manage the stages of the project life cycle, which is
 aimed at realizing the ideas of the final product or service. The life cycle of the
 formation of a civil defense team should be flexible and adaptable to external factors
 and influences. From the point of view of the system approach, adaptation is the process
 of changing the parameters and structure of the system, in particular, controlling
 influences, based on current information in order to achieve a certain, usually optimal,
 state of the system in the face of initial uncertainty in the operating conditions. A
 system that can adapt to changes in internal and external conditions is considered
 adaptive. Adaptive control is control in a system with incomplete information about the
 controlled process, which changes as information accumulates and is used to improve the
 quality of the system.
A Model-Driven Scrum Process for Service-Oriented Software Reengineering: mScrum4SOSR
Authors: S. Chung; Dae-Heui Won; Seung-Ho Baeg; Sangdeok Park
Year: 2009

The purpose of this paper is to propose a new service-oriented software reengineering process that is model-driven and Scrum-oriented, which we call ModelDriven Scrum for Service-Oriented Software Reengineering (mScrum4SOSR). This process is an integration of a popular agile software development process, Scrum, with the concept of UML as a blueprint or executable for. The mScrum4SOSR is applied to three development teams: a reverse engineering team and two forward engineering teams for service consumption and production. To comprehend internal operations of a legacy system, the reverse engineering team represents a high level abstraction of the system in visual models. Scrum is conducted to generate a sharable visual model at this reverse engineering phase. The model is subdivided into two models for service consumer and producer by identifying candidate services from the model of the legacy system. With the models and the product backlog, two Sprints for service consumer and producer start at the next forward software engineering phase in parallel. The development team of each Sprint shares the changes of the models and the Scrum Master maintains the synchronized version of the model for partially shippable target system during a Sprint. The process brings two main benefits to the SOSR teams: 1) we can seamlessly use an agile process, Scrum, for a reverse engineering team and two forward software engineering teams. And 2) the model-driven process complements the project management process Scrum by injecting one of the best software development practices, elevating the level of abstraction, into Scrum.