derhan/semantic-scholar-manajemen-proyek huggingface dataset:
Exploring the Landscape of Multicriteria Decision Making in Software Project Management: Trends, Challenges, and Future Directions
Authors: Mitra Madanchian; Hamed Taherdoost
Year: 2024

INTRODUCTION: This critical review investigates the utilization trends of Multicriteria Decision Making (MCDM) in software project management, emphasizing its applications, implementation challenges, and emerging trends.OBJECTIVES: The study explores recent literature published between 2019 and 2024, utilizing a systematic methodology to analyze the effectiveness and limitations of MCDM techniques in software project planning, selection, and execution.METHODS: A Boolean search strategy on Scopus was employed to identify relevant literature. The systematic methodology involved analyzing the identified literature to discern patterns, gaps, and recommendations for integrating MCDM methodologies within software engineering projects.RESULTS: The review identifies key patterns, challenges, and emerging trends in adopting MCDM techniques in software project management, providing insights and recommendations for future research and practice.CONCLUSION: This critical review offers valuable insights into the landscape of MCDM utilization in software project management, highlighting areas for improvement and future exploration.
EVALUASI SISTEM INFORMASI MANAJEMEN RUMAH SAKIT (SIMRS) PADA BAGIAN RAWAT JALAN DENGAN METODE HOT-FIT: SYSTEMATIC REVIEW
Authors: Fajar Suryo Putro; Aem Ismail; Amik Muladi
Year: 2024

Pendahuluan: Sistem informasi manajemen rumah sakit sebagai suatu sistem teknologi informasi dan komunikasi yang mengolah dan mengintegrasikan seluruh alur proses pelayanan rumah sakit ke dalam suatu jaringan koordinasi, pelaporan dan tata cara pengelolaan untuk memperoleh informasi yang tepat dan akurat. Namun ketika mencoba menerapkan SIMRS di bagian rawat jalan, terlihat masih banyak rumah sakit yang tidak berfungsi karena kurangnya pengetahuan dan keterampilan karena berbagai faktor manusia, organisasi, dan teknologi. 
Tujuan: Tinjauan sistematis ini bertujuan untuk mengevaluasi sistem informasi manajemen Rumah Sakit, pada bagian rawat jalan menggunakan model HOT-FIT. 
Metode: Tinjauan sistematis dilakukan dengan mencari artikel sesuai topik menggunakan database PubMed, Google Scholar dan Science Direct. Kata kunci yang digunakan dalam pencarian adalah “Sistem informasi manajemen rumah sakit” dan “rawat jalan” dan “Metode HOT-Fit” dalam 6 tahun terakhir (2018-2024). Total artikel yang memenuhi syarat inklusi sebanyak 8 artikel pada tahun 2018-2024. 
Hasil: Pemanfaatan metode Hot-Fit untuk SIMRS pada bagian rawat jalan yang disebabkan karena adanya faktor manusia, khususnya penggunaan sistem dan kepuasan pengguna. Faktor organisasi meliputi kondisi fasilitas, dukungan pimpinan, manajemen proyek, lingkungan organisasi dan struktur organisasi. Kualitas sistem, kualitas informasi, kualitas layanan dan dukungan vendor adalah semua faktor teknologi. 
Kesimpulan: Berdasarkan temuan dari sejumlah penelitian yang telah dilakukan bahwa adanya pengaruh dari faktor, organisasi yaitu yang mengevaluasi sistem berdasarkan aspek struktur dan lingkungan organisasi. Sedangkan faktor yang tidak berpengaruh yaitu faktor manusia (Human) adalah evaluasi sistem informasi dari perspektif pengguna sistem, faktor teknologi (Technology), yang mengevaluasi sistem informasi berdasarkan kualitas sistem dan kualitas informasi, dan kualitas layanan.
Australian software development: what software project management practices lead to success?
Authors: J. Verner; N. Cerpa
Year: 2005

We surveyed a number of Australian software practitioners in order to understand what software development practices were used in their recent software projects. We were particularly interested to discover what project management practices are common in Australian software projects. The relationship between practices and software project outcomes enables us to investigate why some projects succeed and others fail. We found that nearly 20% of projects had no lifecycle methodology and 10% of our respondents did not understand what was meant by a software development lifecycle methodology. Many recognized software practices are not being applied consistently in the projects investigated. Fifty percent of projects began with unclear requirements. Risk assessment is not normally a part of the development process and the organizations are not learning from their mistakes as post mortem reviews are much more likely to be held for successful projects than they are for unsuccessful projects.
Industry 4.0 and Agile Project Management: Evolution of Leadership Concepts and Roles
Authors: Hamit Metin Örnek; Alper Camci
Year: 2024

This study examines the impact of Industry 4.0 on the concept of leadership approaches. The research aims to compare leadership theories before and after Industry 4.0, determine how leadership roles have evolved in agile project management, and identify effective leadership styles. The study employs literature review and qualitative research methods, specifically using focus group studies. Two separate focus group studies were conducted through online meetings and face-to-face sessions to thoroughly examine the approaches of executives from companies who have mature project management offices in Turkey. Data were obtained by transcribing the audio recordings of discussions during focus group sessions and comparing them with researcher notes. The study extensively examines the impacts of identified leadership styles, determined through literature review, on the management of agile project teams. Findings indicate that leadership styles such as visionary, organizing, relational, and social leadership play significant roles in agile project management. Additionally, leadership personality traits observed in each of these styles have been identified. The results underscore the need to redefine leadership approaches and highlight the effects of Industry 4.0 on project management. By linking the characteristics of leadership styles and their impacts on agile teams with the literature, the study contributes to future leadership research and practices. In this context, it emphasizes the development of technological competencies for organizations to succeed and the need for flexible and innovative organizational structures. Furthermore, it suggests that leaders in the digital transformation processes brought by Industry 4.0 should possess skills to facilitate their employees' adaptation processes. This study contributes significantly to academic literature and business by exploring leadership evolution in Industry 4.0 and redefining roles in agile project management, emphasizing ongoing focus on development and innovation in leadership.
Quantitative Analysis Toward Guidance for Implementing E-Ticketing for Asphalt Paving Operations
Authors: Joshua Withrow; H. Nassereddine; G. Dadi; Roy E. Sturgill
Year: 2024

Previous research efforts into e-ticketing for asphalt paving operations have qualitatively identified benefits and concerns. However, there is minimal academic literature detailing the quantitative impact of e-ticketing in the post-COVID-19 pandemic era. This research addresses this gap by gathering information from the Kentucky Transportation Cabinet (KYTC) about e-ticketing practices to aid in determining potential implementation steps. Quantitative project information was collected from KYTC projects to compare the traditional weigh ticket collection process with e-ticketing processes for both project engineers and inspectors. The analysis shows statistically significant time savings for field employees but not project management personnel. Further, factors affecting e-ticketing implementation for both project engineers and inspectors were also investigated. For inspectors, the dataset was analyzed to determine how the project type and quality assurance responsibilities of the inspector altered the e-ticketing impact. For engineers, the dataset was analyzed to determine how the project type altered e-ticketing impacts and how e-ticketing affected the engineer reviewing and storing project data. Cluster analysis was completed for both project engineers and inspectors to group project types where e-ticketing impact was maximized, and a decision matrix was created to aid agencies in creating implementation plans. The primary contributions to the body of knowledge include a modified action research methodology applied to electronic bulk material tickets to incorporate practitioner expertise into implementation guidelines and quantitative findings indicating that state transportation agencies should first implement e-ticketing on large asphalt-resurfacing projects, such as interstate rehabilitations, where inspectors have strenuous quality assurance responsibilities to maximize benefit.
Communication management in Polish IT Companies
Authors: Karolina Muszyńska
Year: 2011

Effective communication management is a crucial component of project management as it reduces non-productive effort, prevents duplication, helps to eliminate mistakes, manage uncertainty and generate ideas that lead to better solutions. It also encourages team-work, increases motivation and ensures the involvement of all team members. The larger the project, the more significant communication is for the results, because communication is the coordinating mechanism, which most strongly influences the results. That is why we should search for methods and tools to support this area of project management. The aim of the paper is to present the recent findings concerning methods and tools supporting communication processes, which are mostly used by project teams, kinds of communication, which prevail in realization of projects and kinds of media, indicated as the most popular among project team members. The paper also depicts the project managers' opinion concerning the factors, which cause communication problems as well as those, which influence improvement of communication processes.
The New IT Product/Project Lifecyle
Authors: David Espinosa; Linda Thorn; D. Edberg; D. Croasdell
Year: 2009

Recent studies have found that Information Technology (IT) project success hovers around 40%, despite the increased adoption of project management methods by the IT community. This paper explores the possibility that the project lifecycle, with distinct beginning and ending points, may not be the best model to understand the implementation of an IT product. Using project data from two organizations, and incorporating ideas from the product management literature, this paper presents an enhanced project lifecycle that incorporates the need for ongoing support that is unique to IT products. This analysis discusses the need to incorporate product management thinking and lifetime support into a project management construct, and identifies the deficiencies in trying to apply a pure project management lifecycle structure to IT implementations.
Emphasizing Organizational Resilience: Influence of Environmental Uncertainty and Stress Management on Project Management and Organizational Success
Authors: Sraidi Najla; El Gharbaoui Bouteïna²
Year: 2023

An excellent project management strategy is essential for organizational success in the fiercely competitive and constantly changing food manufacturing industry. In this industry, project managers frequently deal with a great deal of environmental unpredictability, which can affect their stress levels and, in turn, their performance. This study employs quantitative analysis through SmartPLS 4.0 to investigate the relationship between environmental uncertainty, stress management, project manager performance, and overall organizational success in the context of the food manufacturing industry. A comprehensive survey was conducted within the food manufacturing sector, encompassing a population of project managers. A stratified random sampling approach yielded a sample size of 218 respondents, who provided data on environmental uncertainty, stress management practices, and self-reported performance as project managers. SmartPLS 4.0 was employed for data analysis, enabling structural equation modeling to examine the relationships between these variables. The quantitative analysis reveals significant correlations between environmental uncertainty and project manager stress levels within the food manufacturing industry. Importantly, stress management practices were found to act as a crucial mediator in this relationship. Project managers who effectively manage stress reported enhanced performance outcomes, contributing to organizational success. These findings underscore the significance of proactive stress management strategies in mitigating the adverse effects of environmental uncertainty.
Monitoring GSD projects via shared mental models: a suggested approach
Authors: M. Bass
Year: 2006

Team cognition research suggests that the degree to which teams have developed shared mental models is a significant factor in the performance of the team. Research in the software development domain has similar findings. This research is not, however, reflected in most commonly used project management practices. In geographically distributed software (GSD)development difficulty with team coordination is the norm. This paper looks at these issues, the research into team mental models, and suggests how project management practices may incorporate the findings to help address coordination issues in GSD.
Uncertainty in the Planning Phase of Public Projects—Its Scope, Consequences, and Possible Remedies
Authors: D. Kuchta; P. Canonico; Vincenza Capone; G. Capaldo
Year: 2023

The aim of the study was to assess the uncertainty scope and types present in public projects, with uncertainty defined as a lack of knowledge, and to formulate recommendations for improving the success rate of public projects. Apart from a literature review, a questionnaire was administered among 60 Italian and 40 Polish public-project managers. Questions about the level of knowledge of various project aspects (e.g., project stakeholders or project environment) in the project-planning phase were asked. It was found that, in their own opinion, knowledge of essential aspects of public projects in the planning stage was fairly low among public-project managers. On top of that, the results showed in which areas, and in which of the two countries, the uncertainty was mostly present. This type of research has not been identified in the literature. In both countries, an especially high uncertainty level characterized project stakeholders. The survey’s conclusions are juxtaposed with results from the literature: the negative influence of lack of knowledge (i.e., uncertainty) on project success, specific features of public projects and public-project managers, and the fact that certain negative phenomena influencing project success are significantly more present in the public than in the private sector. Our results indicate which aspects of public projects in both countries should be subject to deep changes—as far as information collecting and processing, in the project-defining and planning phase, is concerned. All this leads to recommendations of measures to be introduced in the public sector with respect to public-project management, e.g., the establishment of project management offices, project knowledge sharing, project management training—all focused on the identified uncertainty types in public projects, such as management of project stakeholders. The main limitations of the study were the relatively small sample sizes, a non-random sample selection, a bias due to misinterpretation of the questions, and cultural differences.
Sodium valproate with olanzapine in the treatment of mood disorder mania in construction project management
Authors: Mufan Qian
Year: 2023

Background With increased social pressure and work intensity, construction workers face increasing mental pressure. In recent years, studies have shown that the incidence rate of mood disorder mania is gradually rising among construction workers in construction engineering. To ensure project progress and worker health, this study analyzed the effectiveness of sodium valproate combined with olanzapine in treating mood disorder mania in construction workers. Subjects and Methods One hundred construction workers diagnosed with mood disorder mania were randomly divided into an experimental and a control group, with 50 people in each group. The experimental group was treated with sodium valproate and olanzapine. The control group only used sodium valproate. The experiment lasted three months, and the patient’s status was evaluated using the Beck Ravensen Mania Scale (BRMS). Use Excel and SPSS24.0 to process the data statistically. Results After three months of treatment, the manic symptoms in the experimental group improved faster and had fewer side effects. The treatment effectiveness rate of the experimental group was as high as 86%, significantly higher than the control group’s 68%. Proved the effectiveness of sodium valproate combined with olanzapine treatment regimen. Conclusions In construction project management, sodium valproate combined with olanzapine can effectively alleviate symptoms and improve workers’ mental health and work efficiency for construction workers suffering from mood disorder mania.
A cross-organizational Lean deployment in an Italian regional healthcare system
Authors: A. Rosa; Giuliano Marolla; Olivia McDermott
Year: 2023

Purpose This study explores how Lean was deployed in several hospitals in the Apulia region in Italy over 3.5 years. Design/methodology/approach An exploratory qualitative design was drawn up based on semi-structured interviews. Findings The drivers of Lean in hospitals were to increase patient satisfaction and improve workplace well-being by eliminating non-value-add waste. The participants highlighted three key elements of the pivotal implementation stages of Lean: introduction, spontaneous and informal dissemination and strategic level implementation and highlighted critical success and failure factors that emerged for each of these stages. During the introduction, training and coaching from an external consultant were among the most impactful factors in the success of pilot projects, while time constraints and the adoption of process analysis tools were the main barriers to implementation. The experiences of the Lean teams strongly influence the process of spontaneous dissemination aided by the celebration of project results and the commitment of the departmental hospital heads. Practical implications Lean culture can spread to allow many projects be conducted spontaneously, but the Lean paradigm can struggle to be adopted strategically. Lean in healthcare can fail because of the lack of alignment of Lean with leadership in healthcare and with their strategic vision, a lack of employees' project management skills and crucially the absence of a Lean steering committee. Originality/value The absence of managerial expertise and a will to support Lean implementation do not allow for systemic adoption of Lean. This is one of the first and largest long-term case studies on a Lean cross-regional multi-hospital application in healthcare.
Research on Project Managements Response Strategy in the Digital Age
Authors: Zhixiao Wang
Year: 2025

The key strategies involve constructing a digital management platform which offers a unified data handling system with proper architecture and advanced tools for real-time data processing. It also focuses on enhancing employees' digital capabilities via systematic training and knowledge sharing to keep them abreast with technological trends. Information sharing and collaboration are achieved by advocating an open culture and using integrated systems for efficient data management and decision-making. Moreover, strengthening data analysis and decision support is crucial, which includes data collection, building data repositories, using analytical tools for trend identification and risk prediction, and establishing decision support systems. These strategies work in tandem to drive the digital transformation of enterprise project management. They enhance data utilization, break down communication barriers, and optimize resource allocation. By implementing these measures, enterprises can better adapt to the digital age, improve project success rates, boost overall efficiency, and gain a competitive edge in the market.
Project leadership competencies influencing success in Information Communication Technology projects
Authors: Sinazo Mbebe; L. E. Jowah
Year: 2024

Background: Information communication technology (ICT) is pivotal in shaping knowledge creation, information management, and project outcomes in the 21st century. The success of ICT projects relies not only on technical proficiency but also on non-technical factors. This underscores the importance of addressing technical and non-technical aspects in ICT project management for optimal project outcomes.Objectives: This study highlights indispensable project leadership competencies for effective ICT project management and their roles in preventing project failures. The ultimate goal is to increase the success rate of ICT projects, by integrating the project leadership competencies in managing ICT projects.Method: The research is carried out utilising a quantitative data processing method, with data quantification and perceptions measured using the Likert scale. The researcher’s data-gathering method contains information acquired from a structured questionnaire. The data collected is analysed with the Statistical Package for the Social Sciences (SPSS version 22.0) analysis tool.Results: The findings suggest that technical proficiencies are important; however, they are not the only attributes that matter. Although practitioners with technical skills are certainly indispensable, project managers (PMs) still require other competencies. As a result, the effectiveness of PMs’ technical expertise should be balanced with soft skills.Conclusion: The study indicates that there is no evidence suggesting that technical skills are less valuable than other competencies; however, it is evident that interpersonal skills are also crucial.Contribution: This research contributes to better understanding how specific leadership competencies influence the success of ICT projects, aiming to enhance project management practices in the ICT sector.