derhan/semantic-scholar-manajemen-proyek huggingface dataset:
A descriptive report of the rapid implementation of automated MRC-ICU calculations in the EMR of an academic medical center.
Authors: Andrew J. Webb; S. Rowe; Andrea Sikora Newsome
Year: 2022

DISCLAIMER
In an effort to expedite the publication of articles, AJHP is posting manuscripts online as soon as possible after acceptance. Accepted manuscripts have been peer-reviewed and copyedited, but are posted online before technical formatting and author proofing. These manuscripts are not the final version of record and will be replaced with the final article (formatted per AJHP style and proofed by the authors) at a later time.


PURPOSE
Numerous clinical scoring tools exist for a variety of patient populations and disease states, but few tools provide information specifically designed for use by critical care pharmacists. The medication regimen complexity intensive care unit (MRC-ICU) score was designed to provide high-level information about the complexity of critically ill patient's medication regimens for use by critical care pharmacists. To date, implementation of this score in the electronic medical record (EMR) has not been reported.


SUMMARY
Using an agile project management framework, the MRC-ICU score was rapidly implemented into an academic medical center's EMR. The score automatically calculates on all critically ill patients and is available for critical care pharmacists to triage patient review in their individual workflow. Reporting capabilities of the score also allow for granular complexity trending over time and between units, supplementing other objective measures of pharmacist workload.


CONCLUSION
The MRC-ICU score can be quickly implemented into the EMR for pharmacist use in real time. Future investigations into how pharmacists utilize this information and how to harness reporting capabilities for pharmacist workload assessment are warranted.
Interprofessional Continuing Education: Collaborating Across the Healthcare Professions to Improve Practice and Patient Outcomes.
Authors: Kathy B. Chappell
Year: 2017

Dr. Chappell has over 25 years of nursing experience, including clinical practice as a direct care nurse in critical care and emergency nursing; hospital administration; project management for programs such as the Magnet Recognition Program, National Database of Nursing Quality Indicators (NDNQI), quality improvement, and shared governance; hospital system strategic planning for support of professional nursing practice including nursing clinical education, nursing student recruitment, and research; and director of an international credentialing program. Dr. Chappell also directs the Institute for Credentialing Research, analyzing individual and system outcomes related to credentialing. She is responsible for credentialing organizations that provide continuing nursing education and interprofessional continuing education, accreditation of courses validating nursing skills, and accreditation of residency and fellowship programs. Dr. Chappell received her baccalaureate in nursing with distinction from the University of Virginia, her master of science degree in advanced clinical nursing from George Mason University, and her doctorate in nursing from George Mason University. She is a Fellow in the American Academy of Nursing and a Distinguished Scholar and Fellow in the National Academies of Practice.
Impact of Conformity, Commitment and Management Style on an Information System Project
Authors: Bassam A. Hussein; Kristin H. J. Hafseld
Year: 2014

This paper studies the impact of organizational influences on the development of a major information system project at a governmental organization in Norway. The results suggest that strong conformity pressure and weak affective organizational commitment among end users, in addition to the lack of project management competence in the organization were contributing factors that led to complications, overspending, delays, and reworks. The findings also indicate that a combination of an authoritarian style and resistance to change have impacted on the organization ability to effectively involve, prepare and commit end-users to the project and to the changes it will create in the organization. In addition to these cultural factors, there was also lack of top management support, which has directly impacted the organization’s ability to provide support and resources.
About the contributors.
Authors: Chang-Tsun Li; Anthony T. S. Ho
Year: 2007

is assistant professor of management and director of global academic administration at the New York Institute of Technology, USA. He has more than 16 years of IT experience in multinational firms and consulting both in the private and public sector in American, Middle Eastern, European, and Far Eastern cultures. Dr. O'Sullivan has delivered professional seminars to global Fortune 100 organizations on subjects such as global collaboration, knowledge management, information security, and multinational information systems. His research and development interests include knowledge management, intellectual capital security, and information visualization. He serves on the editorial board of the Journal of Information and Knowledge Management and is associate editor of VINE: The Journal of Information and Knowledge Management Systems. Vittal S. Anantatmula has worked in the petroleum and power industries for several years as an electrical engineer and project manager. As a consultant, he worked with the World Bank, Arthur Andersen, and other international consulting firms. Dr. Anantatmula is a certified project management professional and certified cost engineer. He is a member of PMI and AACE. His academic qualifications include BE (Electrical Engineering), MBA, MS (Engineering Management), and DSc (Engineering Management). He has several publications in various journals and presented more than 20 papers in prestigious and international conferences. Dr. Anantatmula is a faculty member of the College of Business, Western Carolina University. Prior to joining Western Carolina, he worked as the program director of the Project Management Program, he has been researching several aspects of customer relationship management (CRM), from implementation strategies to information and communication technologies requirements. He has published in several international conferences on information systems, e-government, and corporate reputation, in Europe and in the U.S. Currently, he is researching integrated CRM and business process management approaches, and their underlying theories. He is also researching the role of manage-processes in the building and sustaining of long-term organizational competitive advantage.
A Job Announcement Analysis of Educational Technology Professional Positions
Authors: Youngju Kang; Albert D. Ritzhaupt
Year: 2015

The purpose of this research was to identify the competencies of an educational technologist via a job announcement analysis. Four hundred job announcements were collected from a variety of online job databases over a 5-month period. Following a systematic process of collection, documentation, and analysis, we derived over 150 knowledge, skill, and ability statements from the job announcements themselves based on a conceptual framework. We coded the frequency to which the competencies occurred in each announcement and summarized the results meaningfully in our article. Results suggest educational technologists must be competent in multiple areas, but especially in instructional design, project management, technical skills, and soft skills. Results provide compelling evidence that educational technology professionals must work with a wide variety of stakeholders in their work. The findings of our research are relevant to professionals, professional associations, and academic programs interested in competencies. A discussion for the results is provided.
Blazing a new IT project management career
Authors: Kristi Ziehl; D. Pecora
Year: 2008

IT project management is no easy undertaking, but in the context of the university, it presents a uniquely complex challenge. The introduction of IT project management methodology in to an academic culture, a culture of technology cowboys and free spirits, is no small task and might even be considered cultural heresy or simply complete madness.
 I had been in the role of computer lab support and management for nearly eight years and had managed projects in the form of new computer lab set-ups and upgrades. These projects would include managing everything from electrical and networking layouts, furniture layouts including ADA compliance, lighting, and then the technology selection, installation, and configuration. With a change of leadership in our division, new career opportunity presented itself and so I made the change in my professional path to learn about project management. I had the transferable skills, the designated trail guides, a readiness to navigate the complex-terrain of IT project management, and a complete belief that this was a well-charted and safe trail to take.
 This paper and presentation is about one person's early journey on the professional trail of project management. My manager and I will share experiences, lessons learned, tips to for navigating bumpy roads, and reflections and suggestions for anyone who finds himself or herself on a similar path.
Project Management Processes - Impact on the Success of Information Systems Projects
Authors: J. Varajão; R. P. Marques; António Trigo
Year: 2022

Purpose: Few studies in the literature address the success of enterprise Information Systems (IS) projects, namely focusing on how success is influenced by project management practices. This research studied the impact of ISO 21500/PMBOK processes on the success of IS projects, aiming to contribute to a better understanding of management practices importance in the context of this type of projects. Design/methodology/approach: An international survey was used to collect data, which was analysed using descriptive and inferential statistics. Findings: The results show higher levels of success than usually reported in the literature. Furthermore, this research shows that overall success is strongly influenced by ISO/PMBOK project management processes, thus reinforcing the relevance of competent project management to improve the results of IS projects. Originality: Focusing on the specific case of IS projects, this study shows that higher levels of success are achieved by organizations with higher project management maturity.
A Smart Construction Benefit Evaluation Method Combining C-OWA Operator and Grey Clustering
Authors: Yunzhu Sun; Yunfeng Zhang
Year: 2024

— Currently, there is a lack of effective objective quantitative methods for evaluating the benefits of smart construction. Therefore, this study proposes a comprehensive method for evaluating the benefits of smart construction. This method establishes an indicator system from the perspective of evaluation objectives, and on this basis, uses a continuous ordered weighted average operator to ensure the objectivity of indicator weight allocation. Afterwards, the grey clustering method is used to form a scoring matrix, achieving effective comprehensive quantitative evaluation. The results showed that for the selected project, the comprehensive benefit value evaluated was 8.342, indicating that the smart construction efficiency of the project had reached a good level. Meanwhile, the extensive benefits of the project showed a stepwise upward trend from 2021 to 2023. This study aims to design and apply a smart construction benefit evaluation method that integrates continuous ordered weighted average operator and grey clustering, which is practical and can provide data reference for project management of smart buildings.
Spreadsheet based experiential learning environment for project management
Authors: W. Lee
Year: 2011

Research has demonstrated that people learn best when they are actively involved in the learning process. Games and simulations are especially effective as discovery learning approaches since they pull learners into the learning experience in interesting, fun and challenging ways. This article seeks to demonstrate the effective use of simulation and gaming technique in providing an engaging and high-energy approach to teaching the concepts and best practices of project management that will have practical and lasting value. The project management game described here provides a means of immersing people in situations that mimic the complexities of the real world, challenging them to take risks and make mistakes without real consequences.
Teams, Time, and Technology: Variations of Media Use Over Project Phases
Authors: Lisa Handke; E. Schulte; K. Schneider; S. Kauffeld
Year: 2019

While the notion of task–media fit is inherent to most theories on communication in virtual teams, past studies have largely concentrated on single, isolated tasks—hence neglecting sequential and contextual effects of media use. Building on project management frameworks, this study abstracts from the task level to the broader and more practical level of project phases, linking these to changes in media use. In particular, the study illustrates the weekly use of communication media within 34 student teams during a 3-month project. In line with team process phase models, results showed differences in media use between project phases: While face-to-face communication decreased, the use of leaner media (i.e., telephone and chat) increased in later project phases. Moreover, the variation of media use within the project phases increased over time, emphasizing the temporal dynamics of task–media fit. Finally, implications especially for project managers and recommendations for further research are discussed.
Ensemble effort estimation with metaheuristic hyperparameters and weight optimization for achieving accuracy
Authors: Anum Yasmin; Wasi Haider Butt; Ali Daud
Year: 2024

Software development effort estimation (SDEE) is recognized as vital activity for effective project management since under or over estimating can lead to unsuccessful utilization of project resources. Machine learning (ML) algorithms are largely contributing in SDEE domain, particularly ensemble effort estimation (EEE) works well in rectifying bias and subjectivity to solo ML learners. Performance of EEE significantly depends on hyperparameter composition as well as weight assignment mechanism of solo learners. However, in EEE domain, impact of optimization in terms of hyperparameter tunning as well as weight assignment is explored by few researchers. This study aims in improving SDEE performance by incorporating metaheuristic hyperparameter and weight optimization in EEE, which enables accuracy and diversity to the ensemble model. The study proposed Metaheuristic-optimized Multi-dimensional bagging scheme and Weighted Ensemble (MoMdbWE) approach. This is achieved by proposed search space division and hyperparameter optimization method named as Multi-dimensional bagging (Mdb). Metaheuristic algorithm considered for this work is Firefly algorithm (FFA), to get best hyperparameters of three base ML algorithms (Random Forest, Support vector machine and Deep Neural network) since FFA has shown promising results of fitness in terms of MAE. Further enhancement in performance is achieved by incorporating FFA-based weight optimization to construct Metaheuristic-optimized weighted ensemble (MoWE) of individual multi-dimensional bagging schemes. Proposed scheme is implemented on eight frequently utilized effort estimation datasets and results are evaluated by 5 error metrices (MAE, RMSE, MMRE, MdMRE, Pred), standard accuracy and effect size along with Wilcox statistical test. Findings confirmed that the use of FFA optimization for hyperparameter (with search space sub-division) and for ensemble weights, has significantly enhanced performance in comparison with individual base algorithms as well as other homogeneous and heterogenous EEE techniques.
Development of Risk Quantification Models in Road Infrastructure Projects
Authors: Aleksandar Senić; M. Dobrodolac; Z. Stojadinović
Year: 2024

Road infrastructure is a significant factor in the development of any country, affecting economic growth, social development, and environmental sustainability. Large infrastructure projects often face significant risks and uncertainties, which can lead to delays, budget over-runs, and an insufficient quality of the completed work. These issues undermine the economic viability of projects and affect the overall efficiency of infrastructure development. For these reasons, based on a literature review and completed project analysis, the risks that lead to an increasing Contract Price (ICP) and an Extension of Time (EoT) for the construction of the project are identified. Based on the results of the completed project analysis, the values of the ICP and EoT were quantified. Also, the probability of the occurrence of each risk in new projects was calculated. Based on the obtained results, a model was defined that groups risks into clusters. Risks in the first cluster should have priority for funding, and preventive measures are defined for them. The model obtained in this way can greatly enhance project management in real-world conditions and can lead to a significant reduction in project time and budget over-runs.
Capacity Enhancement of Productivity and Product Marketing Through Construction Project Management of Interior Spaces
Authors: Pratiwi Juniar Achmad Gani; A. Gani; Andi Muhammad Ikhsan
Year: 2024

The execution of interior construction work involves a complex series of processes carried out in parallel and interdependent. Additionally, the nature of the work is highly specialized, with tasks being divided according to the characteristics and professions of those performing them. It is crucial to maintain regular coordination and control to ensure that all activities are consistent and aligned throughout building construction. This, of course, requires the involvement of a team capable of managing the project, creating work plans, and coordinating with other teams. They need strong communication skills, problem-solving abilities, and effective leadership. The success of an interior construction project can be measured by the production of high-quality work, adherence to the planned budget, and timely completion in accordance with agreements. Therefore, performance-oriented control is necessary to complete an interior construction project successfully. In the management of interior construction projects, the concept of earned value integrates cost and time. By applying this concept, the overall performance of an interior construction project, as well as that of individual work packages, can be identified and predicted. The results of this performance evaluation can serve as an early warning if inefficiencies arise during the completion of the interior construction project. This community service activity, aimed at empowering interior construction workers, embodies the effort to develop project management capabilities within this field. This activity aims to provide a project management guide for interior construction that supports the development of team capabilities. The method of this community service activity was carried out through socialization and community empowerment activities related to the stages of an interior construction project management process to improve work productivity. With controlled work planning, productivity improvement could also be achieved through enhanced job promotion. The results of this activity showed that the implementation of the service activity was deemed successful, with a significant improvement in test scores, from a very low knowledge level of 0-40 to a very good knowledge level of 86-100. In the execution of interior construction, the ability to organize and manage work was required to achieve the best results and market them directly according to the chosen strategy. Additionally, partner feedback indicated that they strongly agreed with the implementation of this program.
3TZ Collaborative Team Environments Incorporating the Hybrid Holonic Architecture
Authors: Z. Chaczko; C. Chiu; R. Klempous; J. Nikodem
Year: 2010

The paper describes a business reengineering process (BPR) approach to address multi-timezone (3-timezone or 3TZ) collaborative teamwork environments by combining the Holonic architecture with the Zachman Metamodel Framework. While the use of collaborative project systems is not new, the methodology to share time resources from different timezones seeks to address pedagogical and engineering process concerns in team-based project development. The benefits of collaborative project management tools go beyond a uniform platform to deploy project resources, but to also enhance systemic processes and engineering practice. This facilitates team members to dedicate their time towards common work tasks, delineates individual and shared work packages, and improves student-tutor feedback techniques as teachers can actively monitor progress of development throughout the project lifecycle.
Impact of project leaders’ emotional intelligence on project management and employees
Authors: Gisela Astrid Bello Gomes Langowski; Beatriz Cristina de Freitas
Year: 2024

Although the literature on emotional intelligence has been investigated for many years, little is still known about the impact of leaders' emotional intelligence on employees. The synthesis of evidence on this topic will allow managers to better understand the topic. In this way, the objective was to analyze the impacts of the emotional intelligence of the manager, project leader, on the performance of employees through scientific literature. A scoping review was carried out in accordance with the Joana Brigs Institute. 1,334 articles were found, of which 25 were included in this review. Research carried out in 19 different countries and involving 7,400 participants was identified. The studies involved research in different areas of knowledge, among which health, administration and education stood out. The impacts of project management leaders' emotional intelligence on their employees mainly involved job satisfaction. Furthermore, improvements in team harmony and engagement, team effectiveness, development and retention of talented team members, improvements in performance, prevention of team burnout and stress, facilitating the achievement of goals were highlighted. Organizational structures and the construction of meaningful and trusting relationships, which promote the ability to resolve conflicts between team members and interested parties. It is concluded that the emotional intelligence of the project management leader plays an important role in the performance and satisfaction of employees and in the success of projects.