derhan/semantic-scholar-manajemen-proyek huggingface dataset:
Advancing gender equality through strategic project management: A framework for integrating gender-responsive policies in development projects
Authors: Chidinma Favour Chikwe; Kevin Namiiro Kuteesa; Ayo Amen Ediae
Year: 2024

This review presents a strategic framework for integrating gender-responsive policies into project management to advance gender equality within development projects. Gender equality is increasingly recognized as a crucial component of sustainable development, yet significant gaps remain in effectively embedding gender considerations in project planning and execution. Through a review of successful case studies and current project management practices, this review explores how structured, gender-responsive strategies can enhance the impact of development projects across diverse sectors. The proposed framework emphasizes a systematic approach to incorporating gender perspectives from the project design phase through implementation and evaluation. Key components include conducting initial gender impact assessments, establishing gender-specific goals and indicators, and ensuring adequate budget allocations for gender-focused activities. Additionally, the framework underscores the importance of continuous monitoring, stakeholder engagement, and the collection of gender-disaggregated data to inform adaptive management. Challenges such as institutional constraints, cultural resistance, and limited gender-specific expertise among project teams are addressed with recommendations for building capacity and securing policy support. Best practices highlighted include fostering partnerships with local women’s organizations, engaging community leaders, and providing gender sensitivity training for project staff. This review concludes that integrating gender-responsive policies in project management not only advances gender equality but also contributes to more inclusive and effective development outcomes. The framework offers a replicable model for project managers and policymakers, advocating for a shift towards projects that prioritize equitable participation and benefits for all genders. By implementing these practices, development initiatives can create sustainable socio-economic improvements and foster gender-inclusive environments.
Strategic PMO Implementation for Organizational Excellence
Authors: Raj Vayyavur
Year: 2020

: This research paper examines the critical challenges and success factors for Project Management Offices (PMOs) based on a comprehensive review of empirical studies and industry best practices. The study analyzes the experiences of established PMOs across various organizations to identify key issues and best practices in PMO implementation and operation. Through qualitative analysis of the literature, several critical success factors emerge, including strategic alignment, executive support, standardized methodologies, performance measurement, and continuous improvement. Major challenges identified include organizational resistance, demonstrating value, and evolving PMO capabilities to meet changing business needs. The research highlights the importance of PMOs adapting their structure, services and focus over time to maintain relevance and drive value creation. Recommendations are provided for PMO leaders to enhance PMO effectiveness and overcome common obstacles. By synthesizing insights from empirical research and industry best practices, this study contributes practical knowledge to guide organizations in optimizing their project management capabilities through PMOs. The findings underscore the strategic role of PMOs in executing organizational strategy and driving business performance when key success factors are in place.
Comparison Of The S Curve With The CPM Method In Analyzing Project Scheduling
Authors: Alfonsus Fung; Abimanyu Wicaksono; I. Nyoman; Dita Pahang Putra
Year: 2024

Project management is managing projects by considering all aspects of construction projects. A project must run according to plan and can be completed on time, so planning is needed before a project runs; scheduling must be considered. Scheduling is an important step in determining the exact duration and sequence for each activity in the project to create a logically structured schedule that can be implemented realistically. Many methods can be applied in project scheduling, such as S Curve and CPM (Critical Path Method). The use of different scheduling methods is considered to affect the final result of scheduling. Therefore, it is necessary to analyze the two methods. The analysis was carried out by comparing the critical trajectory, duration, and cost of structural work on the Kediri Regency Stadium Design and Build Project produced by the two methods so that it can be concluded which method is more efficient. The results showed differences in critical trajectories in the S curve and the CPM methods. In addition, the difference in duration is obtained; the S curve method requires a work duration of 140 days with a cost of Rp 48,041,965,577.96. Meanwhile, the CPM method requires a work duration of 131 days at a cost of Rp 47,535,997,308.05. Based on the results, the CPM method is superior in terms of time and cost.
Problems and Countermeasures in the Application of Computer Technology in Project Management
Authors: Guanglei Zhao
Year: 2023

In the context of rapid socio-economic development, engineering projects have gradually achieved remarkable results, for engineering projects, the project volume is relatively large, the overall construction period is long, the management of the implementation of the management work is more difficult, and at the same time for engineering projects, the quality of the project is often more stringent requirements. Therefore, when carrying out management work in engineering projects, computer application technology should be actively utilized to promote the overall level of project management to ensure management quality and management efficiency. In this paper, the importance of computer technology in engineering project management and the use of elaboration, at the same time, in the process of engineering project management deficiencies in the analysis and put forward the corresponding measures.
Student Experiences in a Global Software Engineering Course Taught Jointly in Germany, Indonesia, and Japan
Authors: Felix Waigner; Andreas Rößler; Michael Evan Santoso; P. Brockmann; D. M. Marutschke; Tri Astoto Kurniawan; Victor V. Kryssanov
Year: 2024

This poster paper explores the dynamics of a col-laborative global software engineering (GSE) course, focusing on project management strategies in distributed settings involving teams from Germany, Indonesia, and Japan. An overview of the course organization and a real-world project to develop prototype solutions for smart tourism is given. This study highlights students' experiences working in multi-national cross-site teams. Difficulties encountered during the project phases, solutions devised and lessons learned by the students are presented.
Improving postdoctoral training programs through alumni perspectives and experiences - A study of NCAR’s Advanced Study Program
Authors: R. Haacker; M. Vara; V. Sloan; Patricia Montaño; Christopher Davis; Scott Landolt; Scott Briggs
Year: 2023


The Advanced Study Program (ASP) at the National Center for Atmospheric Research has supported the career development of postdoctoral fellows for over 60 years. This study of ASP alumni helps better understand their career paths and provides a window into the geoscience community. It examines career aspirations and job satisfaction, as well as experiences with mentoring, and attitudes about diversity and inclusion in the workplace. While about half of ASP alumni today work in academia, job changes and pursuit of careers outside of academia are increasing. Former ASP participants are actively engaged in mentoring and are supportive of efforts in diversity, equity, and inclusion (DEI). Alumni who identify as women reported feeling less supported by their employers in their career growth and in their service activities such as mentoring than alumni who identify as men. The study also found that women engage in a broader range of DEI activities and mentor more often out of altruistic reasons rather than as an expectation of their position. In addition to mastering research and teaching skills, future postdocs will need training in leadership, grant writing, DEI, and project management to succeed in today’s geoscience workforce.
Managerial Skills: Tool for Instructional Supervision in Secondary Schools in Rivers State
Authors: Chisa Peace Amemtenaan
Year: 2023

The Paper Explored Managerial Skills: Tool For Instructional Supervision In Secondary Schools In Rivers State. The Concepts Of Managerial Skills, Conceptual Skills, Technical Skills, Human Relation Skills Among Others Were Discussed. Highlight Was Done On The Steps To Acquiring Conceptual Skills, How To Acquire Technical Skills While The Factors Of Project Management Skills Were Further Discussed. Again, The Qualities Of Effective Team Management Were State As Well As Time Management Skills. Furthermore, Mention Was Made Of Specific Roles Played By The School Principal While Reasons Were Given Why School Principals In Rivers State Should Pursue Instructional Supervision. The Conclusion Was That Managerial Skills In Very Important In The Day To Day Running Of School, So Was Necessary For A Principal To Have. It Was Then Recommended That The School Principal Should Give Himself To Adequate Training That Would Encourage Him To Satisfy The Demands Of His Office, The Principal Must See His School Which Is The Primary Place Of Assignment As A Ground For Action Research And The Implementation Of Findings, The School Principal Should Employ Enough Corporation And Motivation As Well As Mentorship Skills In Order To Endear His Subordinates To Him, The Principal Should Attend Conferences And Workshops Organized For People In His Category In Order To Share And Network Among Contemporaries And The Application Of Clinical Supervision Skills By The Principal Would Enhance His Capacity And Build His Teachers Up To Support Him More.
Integrated Electronic Medical Record Systems: Critical Success Factors for Implementation
Authors: William MacKinnon; Michael Wasserman
Year: 2009

Integrated Electronic Medical Record (EMR) systems are becoming an essential part of the fabric of modern healthcare. EMR systems have evolved from pure record-keeping to an integrated, enterprise-wide system that holds the promise of accurate, real time access to patient healthcare data. EMR systems can provide healthcare administrators and clinicians with the information necessary to improve patient care and lower costs. Little research has been done to identify critical success factors for EMR systems implementation. In this paper we treat EMR systems as a type of enterprise resource planning (ERP) system and address EMR implementation issues by drawing on theory and empirical research from both the healthcare information systems and ERP literatures. A theoretical model and propositions are offered, bolstered by data gleaned through structured interviews with health care professionals. Important success factors discussed include planning, consultants, project management, process redesign and the need for a project champion.
Six Sigma in IT Processes, IT Services and IT Products: A Fact or a Fad? Six Sigma beyond Manufacturing in IT Processes, IT Services and IT Products
Authors: W. Wong; Chan Wai Lee; K. Tshai
Year: 2012

Quality is key for any organization to survive, compete and move forward in today's increasingly competitive business environment. Quality is determined by the product users, clients or customers, not by society in general. The aim is not to eliminate mistakes or defect completely, but to minimize the occurrence of defects/mistakes a company can manage and handle. A suitable and flexible quality improvement initiative can help companies formalize a systematic well-rounded approach covering top management all the way to the operations level in handling day-to-day tasks. Six Sigma is one of the upcoming methodologies gaining popularity amongst IT and non-IT organizations. Six Sigma is no longer a methodology solely for the manufacturing sector. An increase of Six Sigma adoption and implementation into the field of IT project management for medium-to-large scale organizations is observed. Nevertheless, the purpose of this paper is to create a general overview and raise awareness among IT organizations and IT specialists (especially in the region of South-East Asia) regarding the feasibility and possibility of adopting and implementing Six Sigma into the field of IT in the three IT business areas: IT Processes, IT Services and IT Products, not limiting to a single sub-trade of IT related businesses.
Use of Gis for Creating a Project Management Data Base in Baghdad Al-Rissfa
Authors: S. Mohammed; Ayad abdulamer Shaqate
Year: 2023

The main objective of resources management is to supply and support the site operation with necessary resources in a way to achieve the required timing in handing over the work as well as to achieve the cost-realism within the budget estimated. The research aims to know the advantage of using GIS in management of resources as one of the new tools that keep pace with the evolution in various countries around the world also collect the vast amount of spatial data resources in one environment easily to handled and accessed quickly and this help to make the right decision regarding management of resources in various construction projects. The process of using GIS in the management and identification of resources is of extreme importance in the process of planning, programming, management and cost of resources and  therefore a scientific follow-up cost and time to projects construction different as that fact indicates an urgent need to use new tools to help the process of projects within clear curriculum and assess the benefit of those Tools according to what is available in the same field As a result of the steps used in the application of research methodology it has been achieved to prove the benefit of using geographic information systems for better management and resource planning for various projects which help to reduce the duration of the project and help Italy national on the speed-up the execution and provides a new environment for the management of the vast quantity of spatial data in one place which make it easy to handle and to update. It is therefore necessary to develop a culture of management of construction projects and take advantage of the methods and techniques and modern ways in an attempt to catch up with progress in the field of Construction in the world
Advancing Facilities Management by a Framework of Sustainability Drivers in Project Management
Authors: A. Zahid; N. J. Klungseth
Year: 2024


 The sustainability concept has boomed significantly, and its importance is noteworthy among organisations worldwide. The increased focus on sustainability has impacted both the project management (PM) and facilities management (FM) activities. This sustainability challenge is a complex and important to deal with. The role of sustainable PM in FM is significant towards achieving sustainable development as projects are the means of implementing sustainability strategies that are targeting the 3 P’s (people, planet, and profit) of sustainability. The novelty of this paper is in its focus, with a combined focus on both the Architecture, Engineering and Construction (AEC) and FM industries using PM as a focus while investigating sustainability drivers that can help the industries overcome complex and challenging sustainability barriers. We as part of the paper aim to develop a sustainability drivers’ framework that can guide researchers and practitioners in PM and FM to tackle sustainability challenges. By performing a literature review using the ScienceDirect and Google Scholar databases, 74 articles were finally selected to highlight the key sustainability drivers. Based on the collected literature, a theoretical sustainability drivers’ framework was produced that can help in advancing the FM via the sustainable PM. The resulting sustainability drivers were categorised as (1) organisational aspects, (2) financial factors, (3) promoting awareness, (4) stakeholders’ role, (5) standards and tools, (6) government policies and regulations, and (7) others. In this paper, we focus on two categories in detail from a project governance (PG) perspective, that is, organisational aspects and stakeholders’ role. The main takeaway of our study is the theoretical sustainability drivers’ framework that will guide the practitioners and researchers in AEC/FM industry to deal with the complexity brought by sustainability challenges through the sustainable PM lens, and become a powerful driver of long-term value creation for their organisations by effectively applying sustainability practices.
Risk Factor Assessment Causing Contract Change Orders in the Double-Double Track Project
Authors: Anggi Sanjaya; Wisnu Isvara
Year: 2024

The Indonesian government is actively pursuing infrastructure development, with railway projects being a key focus due to their high demand in Jakarta and its surrounding regions. However, the complexity of railway projects often leads to delays and numerous changes, resulting in scope modifications that necessitate change orders, which have negative consequences for the project. Managing these risks effectively is essential to mitigate their impact on project costs and performance. This study proposes a solution through the application of risk management using a qualitative method known as the Probability Impact Matrix, which helps assess the most significant risks leading to change orders. The research aims to identify and assess the risks responsible for contract change orders in the Double-Double Track Development Project. It uses a mixed-method approach, focusing on two main phases: risk identification and risk assessment. The study examines five risk factors, including project-related factors (X1), owner-related factors (X2), contractor-related factors (X3), design-related factors (X4), and external factors (X5). The results demonstrate that all five variables significantly influence changes in project scope, with risk levels ranging from moderate to high. These findings provide valuable insights for project owners, consultants, contractors, and other stakeholders involved in construction project management. The study serves as a reference for decision-making and the implementation of control measures to minimize the negative impact of change orders.
Time-Based Regulation of Auctions in P2P Outsourcing
Authors: A. Ivashchenko; A. Lednev
Year: 2013

P2P outsourcing model is proposed to describe an interaction process of tasks distribution between employees when centralized project management cannot be performed due to high uncertainty and complexity of tasks. This paper describes a solution for computer-aided operating of such interaction by implementation of a series of auctions using time-based regulation algorithm. Case study is given for oil-and-gas business industry.
Scrum Integration in Cloud-based Human Capital Management (HCM) Project Development
Authors: Suwarno Suwarno; Nellsen Purwandi
Year: 2024

This study examines the integration of the Agile Scrum framework as a project management approach in a software development context. The research objective was to evaluate the use of Agile Scrum for enhancing digital transformation initiatives. The findings indicate that the implemented system can be effectively utilized by the organization, aligning with its requirements. Additionally, the Agile Scrum methodology proved beneficial in increasing the adoption of SAP SuccessFactors within application consulting settings, emphasizing the need for flexible integration of project management practices to accommodate rapid business dynamics.
THE PROBLEM OF PRODUCT QUALITY IN MODERN PROJECT MANAGEMENT
Authors: N. Mazur; Nataliya Chukhray
Year: 2023

In today's dynamic business landscape, effective project management is the linchpin of success for organizations seeking to remain competitive and meet ever-evolving customer demands. Among the myriad factors influencing project success, the central pillar remains the quality of the final product or deliverables. This article explores the multifaceted challenge of product quality in modern project management, offering a comprehensive examination of its importance, common challenges, and strategies for assurance. It emphasizes that product quality isn't merely desirable; it's imperative, impacting customer satisfaction, cost efficiency, reputation, compliance, and competitiveness.The challenges of ensuring quality are multifaceted, encompassing resource constraints, scope creep, communication gaps, risk management, and technological limitations. To address these challenges, the article presents an array of strategies, including comprehensive planning, resource management, quality assurance processes, risk assessment and mitigation, communication and collaboration, technology adoption, and a commitment to continuous improvement. 
Sustaining product quality over time requires a dynamic approach, with a focus on employee training, feedback loops, data-driven decision-making, client involvement, and benchmarking. Effective leadership plays a pivotal role, setting the tone by setting clear quality expectations, leading by example, and creating a supportive environment. Moreover, the article delves into the future of product quality in project management, highlighting trends such as AI integration, sustainability, global collaboration, agile methodologies, and data security considerations.In conclusion, the challenge of product quality remains a central concern in modern project management. However, by recognizing its importance and adopting the strategies and principles outlined in this article, organizations can consistently deliver high-quality products that meet or exceed stakeholder expectations. A commitment to quality ensures enduring success and recognition as industry leaders in an increasingly competitive and ever-evolving landscape.