derhan/semantic-scholar-manajemen-proyek huggingface dataset:
Agile project management for sustainable residential construction: A study of critical success factors
Authors: A. Kineber; Ayodeji Emmanuel Oke; N. Elshaboury; Ziyad Abunada; M. Elseknidy; Ahmad Zamil; Mohammad Alhusban; Samuel Adebobola Ilori
Year: 2024

Sustainability principles should be incorporated into all decision-making stages for residential construction projects to ensure maximum revenue while maintaining essential residential building services. This study identifies and analyzes the critical success factors (CSFs) necessary for implementing agile project management (APM) in residential construction projects. Data were collected from 120 professionals in the Nigerian construction industry through questionnaire surveys to understand the implementation of APM. The CSFs were obtained from previous research and analyzed within the specific context of the Nigerian construction industry through questionnaire surveys. The CSFs were grouped into two main categories using exploratory factor analysis: dynamic project optimization and agile project foundations. The model for the CSFs was developed using partial least squares structural equation modeling. The study found that the dynamic project optimization element had the most significant impact on the model, highlighting its importance as a key CSF in APM implementation. These results support the adoption of APM within Nigeria’s construction industry as stakeholders and professionals seek effective strategies to reduce costs and improve sustainability.
Project Constraints Management and Completion of Constituency Development Fund Projects in Nairobi City County, Kenya
Authors: Mary Kinanu Kinoti; Dr. Paul K. Sang
Year: 2022

Due to fundamental flaws in its legal framework, the constituency development funds' implementation is marked by controversies and hostility. For example, the constituency development funds' design discourages integration with current development mechanisms, leading to overlap and, occasionally, double funding. Additionally, the fund is managed in an undemocratic manner with little accountability. Project completion has been delayed as a result of this. Therefore, the purpose of this study was to investigate the influence of project constraints management on the completion of Constituency Development Fund projects in Nairobi City County. Specifically, the study sought to determine the influence of time, quality, cost, and resource management on the completion of Constituency Development Fund projects. The study employed both descriptive and explanatory research designs. The unit of analysis was seven secondary education projects funded through the constituency development funds in Roysambu Sub-County between the years 2015 and 2019. The unit of observation was 84 project management committee members. The findings indicated that time management, quality management, cost management, and resource management had a positive and significant influence on the completion of Constituency Development Fund projects. The study concluded that prioritization of projects based on their needs enhanced their completion. Timely allocation of resources during project implementation enhanced project success. Lack of quality checks during project implementation delayed project success. Further, regular budget review and regular review of various projects for various projects enhanced project success. The study recommended that the project managers in various constituency projects should ensure that the goals of the projects are set early enough to enhance project success. The project managers should ensure they employ qualified quality assurance officers who can be able to do standard quality checks of projects. The study suggested that constituency managers have a clear vision and objectives that place a priority on resource mobilization. Additionally, it is advised that the government constantly make sure to allocate enough funding for the projects to ensure completion.
CPM Analysis on Boarding House Construction Projects in Samarinda City
Authors: Suramli; Natalia Fredi; Made Arya; Abdi Wijaksana; Feby Resti Putri; Santa Melisa; Sindi Rongko; Politeknik Negeri; Indonesia Samarinda; Politeknik Negeri Samarinda
Year: 2024

Population growth increases the need for practical and affordable housing, so boarding houses become the main choice. Boarding house construction projects need to be managed through good project management. This research discusses the use of the Critical Path Method (CPM) in the boarding house project on Jl. Mangkupalas Gg. Padai in Samarinda City. The CPM method is used to determine project duration and optimize costs, with information on work, costs and time for each stage. The results show the critical activity path A – B – C – E – F – G – H – I – K, reducing the project duration from 210 days to 173 days, 37 days faster. Using the CPM method saves IDR 19,050,000 from the initial project cost of IDR 298,939,000 to IDR 279,889,000. This research supports the CPM method for cost and time efficiency in development projects and the results of this research are in accordance with previous studies which also discusses the CPM method of project management.
Knowledge management in data center project lifecycle
Authors: M. Wiboonrat
Year: 2018

Data center is comprised of at least 16 systems. Each system requires each knowledge area, most of explicit knowledge of data center is informed of best practices, standards, regulations, site references, and case studies, while implicit knowledge of data center is undocumented but it is informed of personal experience and certifications. Synergy both explicit and implicit knowledge needs tool such as technology enhanced learning (TEL) for integration all knowledge areas of data center project management (DCPM). This paper explores methods of postmortem interval and bounded rationality and 10 data center projects as case study used in qualitative research. This paper proposes data center project phases (DCPP) as a spiraling process flow of interactions between explicit and implicit knowledge since traditional project management (PM) and knowledge management (KM) models have failed to address the problems of knowledge employees and team during data center project lifecycle.
Assisted Requirements Selection by Clustering using an Analytical Hierarchical Process
Authors: Shehzadi Nazeeha Saleem; Linda Mohaisen
Year: 2024

—This research investigates the fusion of the Analytic Hierarchy Process (AHP) with clustering techniques to enhance project outcomes. Two quantitative datasets comprising 20 and 100 software requirements are analyzed. A novel AHP dataset is developed to impartially evaluate clustering strategies. Five clustering algorithms (K-means, Hierarchical, PAM, GMM, BIRCH) are employed, providing diverse analytical tools. Cluster quality and coherence are assessed using evaluation criteria including the Dunn Index, Silhouette Index, and Calinski Harabaz Index. The MoSCoW technique organizes requirements into clusters, prioritizing critical requirements. This strategy combines strategic prioritization with quantitative analysis, facilitating objective evaluation of clustering results and resource allocation based on requirement priority. The study demonstrates how clustering can prioritize software requirements and integrate advanced data analysis into project management, showcasing the transformative potential of converging AHP with clustering in software engineering.
PENGGUNAAN METODE PROJECT EVALUATION REVIEW TECHNIQUE (PERT) DALAM EVALUASI PERENCANAAN PENJADWALAN PROYEK
Authors: Mahdika Putra Nanda; Mega Kurniawati; Sigit Riswanto
Year: 2023

Penjadwalan proyek konstruksi merupakan bagian penting dari manajemen proyek yang membutuhkan perencanaan yang cermat untuk menyelesaikan proyek tepat waktu dan sesuai dengan anggaran yang telah ditentukan. Tujuan utama dari penelitian ini adalah untuk menentukan berapa lama proyek Pembangunan Wisata Air Sungai akan berlangsung secara optimal serta untuk untuk mengukur tingkat ketidakpastian atau risiko dalam penjadwalan proyek. Salah satu metode yang digunakan adalah PERT, yang telah dievaluasi dalam perencanaan penjadwalan Proyek Wisata Air. Hasil penelitian menunjukkan bahwa durasi optimum penjadwalan proyek adalah 146 hari dengan nilai standar deviasi seluruh pekerjaan adalah 17,671 atau setara dengan 18 hari. Waktu optimis proyek adalah 128 hari dan waktu pesimis proyek adalah 164 hari dengan tingkat probabilitas 99,92%. Dari perhitungan jadwal waktu proyek dengan network planning, didapatkan kegiatan yang masuk jalur kritis, antara lain pekerjaan persiapan, tiang pancang, pondasi panggung terapung, frame jembatan, pemasangan mesin hidrolik dan Electric control. Namun, penggunaan metode PERT dalam perencanaan penjadwalan proyek konstruksi memerlukan keterampilan khusus dan pengalaman yang cukup untuk perhitungan yang efektif dan efisien.
Integrated Requirements Baseline Management For Complex Software Systems
Authors: Sergio Funtò
Year: 2017

This paper reports on experiences from managing the requirements baseline in regards to Complex Software System. The requirements management of these starts from the architectural structure of the whole system by defining the high-level functionalities. The complex systems are architecturally organized in separate modules and each of them gives support to the development of one or more functionalities of the whole systems. The flow down of the whole system requirements towards the requirements of each module and the monitoring of the related traceability are the core activities within the baseline management. Moreover, the development plan of a complex system foreseen more than one deliveries each one characterized by new features and functionalities compared to the previous one. Each system version is defined by the set of the corresponding modules. This scenario requires a project development environment where Project Management (PM) and System Engineering (SM) activities are strictly connected and integrated. The presented approach takes into account the system development life cycle identified by quality standard adopted for the software development and documentation. Adopted methods, tools and artifacts are presented in order to describe the proposed processes taking into account PM and SE activities integration mechanisms episodic and pervasive. Keywords—Requirements Management Processes, Scope Management, Project Management and System Engineering Integration
A Case Study of Project and Stakeholder Management Failures: Lessons Learned
Authors: J. S. Sutterfield; Shawnta S. Friday-Stroud; Sheryl L. Shivers-Blackwell
Year: 2006

Stakeholder theory is a useful framework for analyzing the behavioral aspects of the project management process, particularly the complicated process of project management within the Department of Defense (DOD). Projects can be beset by the agenda of various stakeholders within the organizational structure. When this occurs, the implementation of a strong project stakeholder management strategy is necessary to increase the likelihood of success. This is a case study of a failed DOD project, even though it was fully justified and badly needed. Stakeholder theory serves as the theoretical underpinning of this case analysis, which identifies the potential causes of the project failure. Project management lessons learned from the failure and a project stakeholder management strategy framework are presented to facilitate better decision making on the part of project managers to increase the likelihood of successful project management outcomes.
Project Management of the Future: Working on Projects in the Current Field of Tension of Change
Authors: M. Teichert; Richard Pospisil; Daniel Brugger; Marcus Lödige
Year: 2024

Project management is in a state of upheaval, with entire workflows and processes having been digitalised or moved to virtual space in a very short space of time in recent years. Projects are now largely managed virtually and from the home office, which has massively increased the importance of (virtual) communication. Among other things, this has abruptly changed the demands on project managers, so that the current situation with all its changes goes far beyond the other "usual difficulties" in everyday project work. This study therefore focusses on the following areas: Structural anchoring of project management in companies, Procurement of personnel for project implementation and support, Requirements for future competencies of project managers
Digital transformation in the fourth industrial revolution: Challenges and opportunities for project management
Authors: Luis Joivan Nunes Dahmer
Year: 2024

The Fourth Industrial Revolution, or Digital Transformation, is driving significant changes in the operation and management of projects within organizations, propelled by digital interconnection and the fusion of physical, digital, and biological technologies. Technologies such as the Internet of Things (IoT), blockchain, and 5G not only optimize processes but also create new opportunities for innovation and efficiency. IoT, by connecting physical devices to the internet, enables real-time data collection, facilitating resource management in projects, such as construction. Blockchain technology provides a secure and transparent record of transactions, while smart contracts automate agreements, reducing fraud. 5G, in turn, offers high-speed communication capabilities, promoting real-time collaboration and access to critical data, especially in global projects. However, this revolution also brings challenges, such as the need for project managers to continuously update their skills and resistance to cultural change within organizations. To adapt, it is essential to invest in digital training and agile methodologies. Recent studies highlight that the proliferation of technologies such as robotics, AI, and Big Data is transforming the job market and requiring new competencies. Research also shows how 5G and IoT are transforming industrial applications, necessitating new decentralized communication mechanisms. In summary, the Fourth Industrial Revolution presents a landscape full of opportunities for innovation and efficiency, but it requires project managers to develop new approaches and adapt to the demands of a constantly changing environment.
СПЕЦИФИЧЕСКИЕ ОСОБЕННОСТИ ВЫБОРА МЕТОДОЛОГИИ УПРАВЛЕНИЯ ПРОЕКТАМИ В УСЛОВИЯХ ВЫСОКОЙ ДИНАМИКИ ИЗМЕНЕНИЙ
Authors: Я.А. Агаповичева
Year: 2024

Работа посвящена изучению проблематики выбора методологии управления проектами в условиях высокой динамики изменений. Раскрываются теоретические аспекты проблемы выбора методологии, уточняются параметры выбора методологий. Формируется система факторов и критериев выбора методологии управления в условиях высокой динамики изменений. Предлагается концептуальная модель выбора методологии проектного управления в зависимости от параметров внешней и внутренней среды.
 This paper examines the issue of selecting project management methodologies in a highly dynamic environment. It explores the theoretical aspects of methodology selection and clarifies the parameters involved in the decision-making process. The study proposes a system of factors and criteria for choosing the appropriate methodology under conditions of high volatility. It presents a conceptual model for selecting a project management methodology based on both external and internal environmental factors.
Role of Big Data – Shaping the Future of Project Management
Authors: Rajesh Dominic Savio; Wesam Tamim
Year: 2023

Big data is reshaping the future of the project management by ushering in new era of datadriven decision-making processes and improving efficiency in the organization. It is throughthe transformative force of big data that it has revolutionized the way in which projects areconceived and executed in different sectors. Project managers can rely on big data in integratingreal-time data into the project management’s operations and gain historical insights on the trendand successes of the projects.In this article, the aim is to assess the role of big data in shaping the future of the projectmanagement initiatives. Key concepts are discussed including the role of big data in planningand delivery, and this involves identifying the possible bottlenecks affecting the success of theproject. It outlines the significance of big data in the project team environment, with the bigdata encouraging collaboration among the project team improving their productivity level andefficiency in conducting their activities. It is also integral in knowledge management withproject managers relying on big data analytics in understanding the market trends and analyzinghistorical data. Other issues discussed relevant to the future of project management is efficientrisk management and quality management, which are critical aspects in improving success ofthe projects and reducing cost of operations. As such, the future of project management is bigdata analytics.
Evolution of Project Management, Monitoring and Evaluation, with Historical Events and Projects that Have Shaped the Development of Project Management as a Profession
Authors: Moses Jeremiah Barasa Kabeyi
Year: 2019

The term ‘project management ‘was coined in the 1950s, initially with emphasis on activity scheduling, budgeting and control and remained so even with the advent of computers in management. In 1980s, it remained the same but with introduction of project information systems that ran on mainframe computers. In 1990’s project management was redefined by wide range of fields such as operations management, systems thinking, new product development, risk management, the quality movement, organizational dynamics, industrial psychology and various other aspects of commercial management to become an independent discipline and profession. The understanding of what entails project management has evolved over the years and is still evolving today. Project management has grown from the stage of non-functional component of the management science, to the stage of strategic component of organizational development. In project management two of the most important processes within project management cycle, i.e. project monitoring and evaluation, are usually approached as side-activities by project managers and project management teams, whose unfortunate result is project or program failure. Project monitoring and evaluation has grown in significance and today it is part and parcel of the project cycle from conception to termination and beyond. The formation of Project Management Institute in 1969 marked the first major step in transforming project management into a profession. With increased globalization, the project manager should be able to work across networks, cultures, languages, geographical features and increased competition as well as collaboration. Project management has changed from an art to a science over time because of increasing standardization, continuous refinement of concepts and development and use of computer software. Scholars generally agree on the future of project management as a profession, but no agreement has been reached on when exactly modern project management started. It is however evident that modern project management is a direct result of the effort by the schedulers of 1960s to develop their discipline. The evolution of monitoring and evaluation has been influenced by developments in transport and communication, advances and application of management science, the invention and increased use of the personal computer and related software and continuous influence and application of modern technologies in all functions of project management. The growing complexity, technology advancement and changing legal environment and stakeholder concerns and challenges in managing projects has given rise to new fields directly related to project management like safety and sustainability. Concerns over sustainability of projects and programs are the main drivers for monitoring and evaluation today and hence the need to inbuilt sustainability in all aspects of project management.
Analisis Pengaruh Penggunaan Metode Agile Dalam Manajemen Proyek Konstruksi
Authors: K. Rijal; Ma'ruf Sirajuddin
Year: 2023

Value engineering is used to produce alternatives or ideas that produce better/lower costs than previously expected given functional limitations and work quality. 
Looking at the current economic conditions, in ongoing construction work that requires a fairly large capital allocation, it is necessary to reconsider whether the design used is appropriate or not optimal. This can be done by examining the project design thereby saving money by identifying and reducing unnecessary costs without compromising the quality, reliability and functionality of the project itself.
Project Innovative Activity in the Higher Education System of the Russian Federation
Authors: D. Mironova; E. A. Pashkova; I. V. Baranov; A. Budrin; V. Varadarajan; S. Afrifa
Year: 2024

A serious transformation of methods for implementing innovative activities, which is happening today in Russia, is difficult without improvement of the processes for managing project innovation activities of universities. This issue is not widely studied in the scientific community despite its relevance and significance. The purpose of this work is to study the theoretical foundations of project innovation activities of universities in the Russian Federation, as well as to analyze the demand for project innovation activities of domestic universities. The work presents a map of concepts in the innovation sphere, which depicts the relationship between such concepts as: innovation, project, innovation activity, project activity, innovation infrastructure, design-innovation activity, innovative developments and innovative project. The paper examines key problems and trends in project innovation activities of universities in the Russian Federation, as well as the factors without which successful implementation of this activity can’t be possible. Owing to the current study, it is obvious that the development of a new approach to innovation activities project management in universities is required, taking into account current trends in the country’s socio-economic development and the geopolitical situation.
Succeeding Against the Odds: Project Management in Complex IT Scenarios
Authors: Ankur Tak
Year: 2023

Purpose: This article delved into real-world IT projects, exploring the challenges inherent in complex environments. By drawing insights from project management experiences, it addressed obstacles encountered during digital transformations. The focus was on providing strategies that served as a guiding compass for project managers, emphasizing the pivotal role of skilled leadership. 
Methodology: Utilizing four case studies (IXB Project, SWITCH POC Project, EPN BI Project, Subpoena Tool Project), the article examined critical challenges in complex IT projects. It emphasized the importance of people, processes, and technology and underscored the need for effective communication and collaboration. The methodology involved dissecting each case, highlighting management strategies employed to overcome challenges. 
Findings: The study identified recurring challenges in complex IT projects, such as changing requirements, technology integration, communication complexities, and lack of processes. It unveiled successful strategies, including agile approaches, comprehensive documentation, collaboration, and stakeholder engagement, illustrating their impact on project success. 
Unique Contribution to Theory, Practice, and Policy: This article contributed valuable insights into managing complexity in IT projects. It underscored the significance of understanding existing processes, the need for clear-cut procedures, and the pivotal role of stakeholder engagement. These findings served as a foundational guide for practitioners, offering a nuanced understanding of the interdisciplinary collaboration required for success in complex IT environments.