derhan/semantic-scholar-manajemen-proyek huggingface dataset:
ПРОЦЕСИ УЗАГАЛЬНЕНОГО ЗВОДУ ЗНАНЬ З УПРАВЛІННЯ ПРОЕКТАМИ
Authors: И. В. Кононенко; А. Агаи
Year: 2019

The present article deals with the development of a generalized body of knowledge in project management. In this paper, a set of processes of this generalized body of knowledge is formed. The set of processes is created on the basis of standard PMBOK by using the standard ISO 21500, plan-driven methodology PRINCE2, SWEBOK Guide as well as Agile methodologies SCRUM, XP, and Kanban. Activities of PRINCE2 and SWEBOK, practices of XP and Kanban were represented as processes. The generalized body of knowledge also includes the processes proposed by the experts. All processes of the generalized body of knowledge were distributed over ten knowledge areas and eight processes groups. Process tables were formed.
Call 4 Concern: patient and relative activated critical care outreach.
Authors: M. Odell; K. Gerber; M. Gager
Year: 2010

Patients can experience unexpected deterioration in their physiological condition that can lead to critical illness, cardiac arrest, admission to the intensive care unit and death. While ward staff can identify deterioration through monitoring physiological signs, these signs can be missed, interpreted incorrectly or mismanaged. Rapid response systems using early warning scores can fail if staff do not follow protocols or do not notice or manage deterioration adequately. Nurses often notice deterioration intuitively because of their knowledge of individual patients. Patients and their relatives have the greatest knowledge of patients, and can often pick up subtle signs physiological deterioration before this is identified by staff or monitoring systems. However, this ability has been largely overlooked. Call 4 Concern (C4C) is a scheme where patients and relatives can call critical care teams directly if they are concerned about a patient's condition- it is believed to be the first of its kind in the UK. A C4C feasibility project ran for six months, covering patients being transferred from the intensive care unit to general wards. C4C has the potential to prevent clinical deterioration and is valued by patients and relatives. Concerns of ward staff could be managed through project management. As it is relatively new, this field offers further opportunities for research.
The role of project management in modern conditions of organizational development
Authors: A. S. Obukhova; E. A. Merzlyakova; E. Shcherbachenko; E. Y. Ershova
Year: 2023

Introduction. The topic of project management is especially relevant these days. Rapid scientific and technological development leads to the emergence of new technologies, on the basis of which new types of products and services are developed. Goal. Every year, the conditions for doing business are becoming more and more difficult, and the struggle for clients and resources is becoming more intense. In multiple sectors of today's economy, business circumstances change at a rapid pace. In addition, the external environment is unstable and is influenced by political and economic factors. All this directly affects the activities of organizations as a whole. Materials and methods. To remain competitive, organizations need to have a large amount of information, innovative technologies, as well as tools and methods for managing and controlling them. Therefore, to remain viable and profitable, firms need to adapt to various changes through the introduction of innovative projects and the ability to manage them. Results and discussion. The project management process is an integral part of doing business in the modern world. Since it is inextricably linked with making decisions that are a response to any external or internal influence, aimed at identifying and eliminating the problem in order to obtain results from the set goal. Conclusion. The ability of a manager to correctly design and implement changes allows organizations to timely adapt to changing conditions and be effective in competition. Changes are continuous; they cover all spheres of life and activity of society, which is why any organization must be able to adapt its activities to them.
Mobile App Development for Smart Construction Site Work Processing
Authors: Seong-Jin Kim; Hyun Ok; Tae-Hak Kim
Year: 2017

The fourth industrial revolution utilizing the internet of things (IoT), drones, and deep learning, which communicate with various devices based on wireless internet, has been rising of late. Wireless internet has made smartphones a necessity for everyday life, and accordingly, construction sites are looking for easier and more convenient ways of carrying out efficient construction management using smartphones. As the construction sites are far from the construction site offices, the construction workers perform work on the sites with a variety of reference books and materials. This inconvenience may lead to construction accidents, and as such, the demand for mobile app development for simplifying work is increasing. Therefore, in this study, the trends of mobile research and mobile app development, and their application to the construction field, were investigated to develop a mobile app that would help construction workers process their work. Based on this, mobile services applicable to construction sites and work process improvement plans were proposed. To apply the proposed work process, the functions of the existing construction project management system were improved, and a mobile app that could be used in both the Android and iOS environments was developed.
The waterfall that won't go away
Authors: Sutapa Chatterjee
Year: 2010

Even though its impending demise has been predicted for years, the sequential requirements driven software engineering culture remains ubiquitous and will not go away. The Waterfall lifecycle model of software development is still alive and kicking. I became acutely aware of this recently when I came out of a rather lengthy and acrimonious conference. I had an action item to overhaul a large and complex back-end software subsystem. This " legacy " subsystem had been in use for years and had a reputation for being reliable. What had happened? In a few words: a change in the business environment. For years, the company (a large enterprise operating domestically and internationally) used trained customer service representatives to interface with customers. Services provided by the " legacy " back-end subsystems were designed to support such trained representatives. Recently, there had been a push to deploy web based, " self-help " portals as a cost saving measure and also to improve the " customer experience ". These new front ends faced low utilization and high levels of customer dissatisfaction. Analysis by the development teams led them to conclude that one of the main issues was " weird " and " inconsistent " behavior of the back-end service providers. Specifications for the new web based front ends were developed by specialist system engineers and analysts who were very conversant with web technologies, but not as much with business. Most of the back-end teams were not recognized as stakeholders. They were not involved or were completely oblivious of this development. No doubt, many readers who are involved with IT development have been in similar situations. These inevitably increase costs, reduce productivity and in general bring disrepute to the IT teams. The root cause of these fiasco's are commonly attributed to poor project management, poor IT governance or poor architectural control. However, it is important to understand that the more deep rooted cause may really be the underlying software development culture, and our inability to adapt the well known software engineering best practices to the IT workplace. The sequential requirements driven Waterfall lifecycle model was the darling of all the early adopters of enterprise level software engineering processes in the seventies. Hundreds of pages of corporate policies, standards and training material were produced, most of which exist in the active domain even today. Unfortunately, this initial culture took roots only too well, as the very same …
Zero confidence in youths?
Authors: Timo Korander; J. Törrönen
Year: 2005

The article describes a zero tolerance project carried out between August 1999 and July 2000 in Tampere, Finland. Specifically, the authors are interested in the reception of the project among field workers as well as the main targets of the intervention. The project received considerable media exposure. Initially, the objectives of the project were to reduce the occurrence of violence, vandalism, substance use and disorderly behaviour in the town centre. Project management stressed from the outset that zero tolerance would not be applied to young people alone. However as soon as the project got under way, senior police officers and the media came to describe this as a campaign aimed at containing disruptive behaviour by young people and at getting parents and the local community involved in shouldering part of the responsibility. The data consist of interviews with police officers who worked in the field, social workers and young people. Our study goes to show that a lowered level of tolerance can have unwanted and uncontrollable consequences. The project strengthened the feeling of solidarity between adults but increased the lack of confidence between adults and young people.
Application of Career Ecosystems Theory and the New Psychological Contract to the Field of Project Management: Toward a Conceptual Model
Authors: W. Donald
Year: 2022

The purpose of this article is to explore how different actors can operate within a project management ecosystem to sustain a pool of project management personnel with the knowledge, skills, and abilities of the standards required to support successful project delivery into the future. A new conceptual model is presented offering a set of six propositions whereby professional associations mediate the relationship between project management personnel and employers. The article advances understanding of career ecosystems theory and the new psychological contract via application to a new domain of project management. Practical implications and future research opportunities are also discussed.
Data Management Plans in Horizon 2020: what beneficiaries think and what we can learn from their experience
Authors: Daniel Spichtinger
Year: 2021

Background: Data Management Plans (DMPs) are at the heart of many research funder requirements for data management and open data, including the EU’s Framework Programme for Research and Innovation, Horizon 2020. This article provides a summary of the findings of the DMP Use Case study, conducted as part of OpenAIRE Advance. Methods: As part of the study we created a vetted collection of over 800 Horizon 2020 DMPs. Primarily, however, we report the results of qualitative interviews and a quantitative survey on the experience of Horizon 2020 projects with DMPs. Results & Conclusions: We find that a significant number of projects had to develop a DMP for the first time in the context of Horizon 2020, which points to the importance of funder requirements in spreading good data management practices. In total, 82% of survey respondents found DMPs useful or partially useful, beyond them being “just” an European Commission (EC) requirement. DMPs are most prominently developed within a project’s Management Work Package. Templates were considered important, with 40% of respondents using the EC/European Research Council template. However, some argue for a more tailor-made approach. The most frequent source for support with DMPs were other project partners, but many beneficiaries did not receive any support at all. A number of survey respondents and interviewees therefore ask for a dedicated contact point at the EC, which could take the form of an EC Data Management Helpdesk, akin to the IP helpdesk. If DMPs are published, they are most often made available on the project website, which, however, is often taken offline after the project ends. There is therefore a need to further raise awareness on the importance of using repositories to ensure preservation and curation of DMPs. The study identifies IP and licensing arrangements for DMPs as promising areas for further research.
University of Wisconsin-Madison mechanical engineering experiential design project case study
Authors: Xiujuan Jane Zhang; Changyang Thomas Jiang; Jingxi Sun; Michael Cheadle
Year: 2024

This case study explores the experiential learning course of Interdisciplinary Experiential Design Projects (ME 351/352) within the Mechanical Engineering Department at the University of Wisconsin-Madison. Central to the engineering curriculum, this two-semester capstone sequence integrates human-centered design principles and hands-on learning to bridge academic knowledge with real-world applications. Students carry out client-driven projects, developing technical, communication, and project management skills through iterative design, prototyping, and testing. With active collaboration from faculty, industry sponsors, and peers, the course prepares students for the workforce by addressing the "skills gap" between academic training and industrial demands. Key features include a structured yet flexible course design, stakeholders' analysis, dedicated design spaces, and weekly feedback mechanisms, fostering technical innovation, professional growth, and industry engagement. This study highlights the experiential learning course's value in enhancing student employability while providing industry partners with recruitment opportunities and innovative solutions, it also points out certain challenges and corresponding action plan for continuous course improvement.
Impact of knowledge-based organizational support on organizational performance through project management
Authors: Claudia-Inés Sepúlveda-Rivillas; J. Alegre; Victor Oltra
Year: 2021


Purpose
The purpose of this study is to empirically investigate how knowledge-based organizational support (KOS) influences organizational performance through project management.


Design/methodology/approach
Data were obtained from a survey and from archival sources with a time lag for the dependent variable; structural equation modeling was used to analyze the data. The sample was made up of 106 organizations in Colombia, considering two key respondents from each organization: general manager and project manager.


Findings
Results show that KOS is an antecedent of project management and project performance. Furthermore, project management and project performance play a mediating role between KOS and organizational performance.


Research limitations/implications
Research limitations are the following: use of cross-sectional data with a time lag, one single unit of analysis, organizational performance analyzed only from a financial perspective. Despite these limitations, the paper puts forward relevant implications that bridge knowledge management and project management literature by clarifying the conditions under which knowledge organizational support generates a significant impact on organizational performance. Intellectual capital and knowledge management dynamic capabilities play a relevant role in this connection.


Practical implications
The findings have important practical implications: decision-makers are to allocate effectively hard and soft resources to configure a knowledge-based infrastructure, through the development of intellectual capital and knowledge management dynamic capabilities.


Social implications
The findings are generalizable to projects management in the context of non-government organizations or other social-oriented initiatives.


Originality/value
This study assumes and operationalizes organizational support from a knowledge-based perspective, represented by intellectual capital and knowledge management dynamic capabilities, providing empirical evidence of the way KOS influences organizational performance through project management and project performance.
Adapting to Change: Software Project Management in the Era of Security in Cloud Computing
Authors: Giusy Annunziata
Year: 2024

Nowadays cloud systems are becoming increasingly important, and at the same time, there is a need to ensure the security of those systems that pose specific problems. There is the lack of adequate skills and knowledge to deal with the complexity and challenges determined by security in cloud systems, particularly skills related to project management. This research aims to investigate the software project management issues and challenges in the design, development, maintenance, and operation of cloud systems while ensuring adequate security, understanding best practices to address them. The ultimate goal of the research is to create a framework that offers practical recommendations to enhance overall project understanding and support project managers in managing projects and programs related to the security of cloud systems.
Characteristics of project management at institutions sponsoring National Library of Medicine MedlinePlus Go Local.
Authors: C. Olney; J. Backus; Lori J. Klein
Year: 2010

OBJECTIVES
Through interviews with the National Library of Medicine's MedlinePlus Go Local collaborators, an evaluation team sought to identify process characteristics that are critical for long-term sustainability of Go Local projects and to describe the impact that Go Local projects have on sponsoring institutions.


METHODS
Go Local project coordinators (n = 44) at 31 sponsor institutions participated in semi-structured interviews about their experiences developing and maintaining Go Local sites. Interviews were summarized, checked for accuracy by the participating librarians, and analyzed using a general inductive methodology.


RESULTS
Institutional factors that support Go Local projects were identified through the interviews, as well as strategies for staffing and partnerships with external organizations. Positive outcomes for sponsoring institutions also were identified.


CONCLUSIONS
The findings may influence the National Library of Medicine team's decisions about improvements to its Go Local system and the support it provides to sponsoring institutions. The findings may benefit current sponsoring institutions as well as those considering or planning a Go Local project.
Open Science Project Management. A Sociotechnical Approach
Authors: Santiago José Roca Petitjean
Year: 2023

Open science is a category that has been gradually assimilated by academia to encompass research experiences characterized by the distributed location of cognitive resources and infrastructures, collaborative work practices and interaction patterns based on open licences. In this article we propose to explore the management of open science projects from a sociotechnical approach. To this end, in the first instance, the characteristics of this approach are explained as an expression of an integral understanding of knowledge, science and technology; subsequently, the adequacy of some notions of project management to the perspective of development of knowledge assets in open science is exposed, and later an analysis of an experience of open science project management carried out in a Research and Development center is offered. As a result, a set of approaches is presented to support the relevance of the sociotechnical approach as part of a theoretical-methodological platform for project management linked to open science.
ANALISIS DAN PERANCANGAN MANAJEMEN PROYEK PERANGKAT LUNAK STUDI KASUS : PT. EKIOSKU
Authors: Kiki Kusumawati; Nurul Chafid; Sri Ariyani
Year: 2022

Seiring dengan banyaknya proyek yang diterima dan harus diselesaikan tepat waktu oleh PT. Ekiosku, maka dibutuhkan sistem informasi yang dapat digunakan untuk memanajemen proyek. Masalah yang sering terjadi pada pengerjaan proyek perangkat lunak adalah kurang optimalnya hasil estimasi waktu, sumber daya manusia, dan perkiraan biaya proyek perangkat lunak yang dilakukan oleh manajer proyek. Pembagian tugas yang dilakukan oleh manajer proyek dilakukan dengan cara lisan kurang efisien karena setiaptenaga kerja memiliki kemampuan yang berbeda. Tidak adanya gambaran pengerjaan proyek dan penjadwalan sebagai penunjang sehingga manajer proyek tidak mengetahui bagaimana perkembangan proyek. Oleh karena itu, sistem informasi manajemen proyek perangkat lunak ini dibangun untuk membantu dalam otomatisasi dan perhitungan menggunakan metode Function Point dan COCOMO sehingga dapat mempermudah manajer proyek dalam mengetahui lingkup kerja dan penjadwalan, serta untuk mengukurestimasi biaya dan waktu yang dibutuhkan untuk membangun suatu proyek. Mengurangi resiko kegagalan dalam pembangunan perangkat lunak dan untuk memonitor proyek yang akan berjalan, sedang berjalan, dan selesai, serta melihat sejauh mana perkembangan proyek yang dikerjakan oleh developer.
Using cost benefit analysis to justify digital library projects
Authors: H. F. Cervone
Year: 2010

Purpose – The purpose of this paper is to describe how cost benefit analysis can be used as a tool for financial‐based decision making in digital library project management.Design/methodology/approach – Using theory and example, the author discusses the use of cost benefit analysis in cases where the financial value of costs versus benefits must be considered.Findings – Cost benefit analysis is useful as a tool for making project decisions based on financial considerations. However, given the inherent subjectivity of valuation of intangibles, the outcome of a cost benefit analysis is not absolute.Originality/value – This paper fills a gap in the digital library project management literature by applying a tool that has been traditionally used in large‐scale, governmental project plans to the world of library project management. In doing so, project managers in libraries will be better prepared to make decisions based on financial considerations.
Research on Lean Construction Management Mode of EPC Project Based on BIM
Authors: Zhijie Zhu; Xiangyang Jiang; Yikui Ma; Hanghang Fu; Ran Wang
Year: 2024

In view of the low production efficiency, backward information level and rough project management of the traditional construction industry, it is necessary to introduce a construction model that can efficiently achieve the project construction goals. Taking EPC projects as the research object, building information modeling (BIM) as the technical means, and lean construction (LC) as the management model, this paper constructs a lean construction management model for EPC projects based on BIM, the "BIM-LC" model. From the perspective of the general contractor, the lean construction implementation mechanism of EPC projects using BIM technology is proposed, and the research is combined with EPC project examples. The results show that through the practical application of this model, the characteristics of BIM technology and lean construction refined management can be brought into play, the EPC project management process can be simplified, and the efficiency of project management can be improved.