derhan/semantic-scholar-manajemen-proyek huggingface dataset:
Enhancing Sustainability in Project Management through Smart Technology Integration: A Case Study Approach to Green Building Projects
Authors: Y. Lawal; Jermaine Ayotunde Sanwoolu; Omowunmi Temitope Adebayo; O. Olateju
Year: 2024

The combination of smart technologies, such as the Internet of Things (IoT) and Building Information Modelling (BIM), however, has become the disruptive approach to improve sustainability in project management, particularly in green construction projects. The objective of this study is to assess the effect of these technologies upon sustainability end points, specifically toward outcomes, including energy efficiency betterment, cost/waste reduction, and optimization of resources use. Based on the Resource-Based View (RBV) and Stakeholder Theory, the current study, for the first time, offers, a theoretical structure to explain how smart technologies relate to sustainability goals. Employing a mixed-method design, the present study obtained quantitative data with standardized questionnaires and qualitative data through semi-structured interviews. SPSS Statistics quantified the outcomes while qualitative data were coded with NVivo to establish relevant themes, for example energy efficiency and stakeholder satisfaction. Results show that IoT-based systems and BIM has a notable effect on project sustainability by providing real-time data for decision making, decreasing operational defaults, reduced environmental impact. This study makes a contribution to the sustainable management of the project literature by presenting the economic and environmental advantages of smart technologies. It also offers practical recommendations--e.g., policy frameworks and capacity-building programs--to facilitate the meta-scale introduction of these technologies. These observations are of great use to those working in the industry, the policy makers and researchers who are contributing to the development of sustainability in the construction industry.
Comprehensive approach to change management in the process of enterprise development
Authors: Karina Nemashkalo; Artur Khutak; Oleksandr Kuchuhurnyi
Year: 2024

Managing change effectively has become a critical challenge for modern enterprises amidst dynamic economic, technological, and social landscapes. This article explores the comprehensive approach to change management in enterprise development. It examines strategic methodologies and practices that enable organizations to adapt and thrive in a rapidly evolving business environment. The article begins by outlining the fundamental concepts of change management and the rationale behind adopting a comprehensive approach. It emphasizes integrating various strategies, including strategic planning, stakeholder engagement, communication management, and organizational culture alignment. These elements collectively contribute to the successful implementation of changes within an organization. A significant focus of the article is placed on leadership’s role in driving and facilitating change initiatives. It discusses strategies for leadership to act as change catalysts and garner employee support throughout the change process. Fostering a supportive corporate culture that encourages innovation and openness to change is also highlighted. Furthermore, the article delves into the project management aspect of change implementation. It explores how effective project management practices contribute to achieving change objectives within specified budgets, timelines, and quality standards. Modern tools and technologies are also examined to enhance efficiency and effectiveness. Challenges and barriers encountered by enterprises during change implementation are comprehensively analyzed in the article. It addresses risk assessment, strategies to minimize internal resistance, and methods to overcome obstacles encountered during the change journey. The article’s concluding section focuses on evaluating change management effectiveness. Key performance indicators and evaluation methodologies are discussed to measure the success of change initiatives. Concrete data and insights are provided to assess the attainment of change objectives and overall organizational resilience. In summary, this article provides a holistic perspective on change management as a strategic tool for achieving competitive advantages and sustainable development in today’s volatile economic environment. It underscores the necessity of integrating diverse aspects of change management into a unified strategy to ensure successful change implementation and enhance organizational resilience against external disruptions. Keywords: change management, comprehensive approach, strategic planning, leadership role, communication management, project management, organizational development, sustainable development.
How Cloud Computing and DevOps Can Add value to Managing Projects
Authors: Mounir El Khatib; Muaid Salami; Humaid Al Shehhi; Ahmed Al Naqbi; Mohammed Al Nuaimi
Year: 2024

While a digital transformation plan begins in the C-suite, it is in the implementation that project managers must grab the reins. Project managers, as the executive muscle of any business, are in charge of putting senior leadership's vision into action and delivering the company's new digital capabilities. Cross-team communication is one of the most significant areas where new digital technology is reshaping project management. When it comes to collaboration, traditional methods like email are inconvenient because they aren't meant for real-time communication. Important information is quickly lost in long email exchanges, and email saturation saps productivity. Collaborative work management software, on the other hand, allows team members and coworkers from other departments to engage, connect, and interact in real time, drastically reducing email clutter and saving time. However, these technologies do more than just improve the efficiency of intra-work communication; they also improve its effectiveness. A good example is the viability of AI as a transformation tool in several businesses. It has been effectively used and underlined in several businesses as important. According to Soni & Sharma et al.(2019), the importance of AI can be seen in its wide and seamless integration across several sectors of business that ultimately helps them in the growth and expansion of their various services. This study therefore seeks to look at the influence of digital transformations on the overall outlook of businesses from various industries.
Organizational change models and digital library projects
Authors: H. Cervone
Year: 2013

Purpose – Project managers must deal with organizational change in order to bring their projects to completion effectively. This article aims to outline the three major change models in organizations and discuss the benefits and drawbacks of each.Design/methodology/approach – By using a high‐level review of change models, the author explores the issues a project manager may encounter using each model.Findings – While all three change models are necessary in organizations, the most effective change model for long‐term, consistent success is the embracing change model.Originality/value – This article adds to the body of knowledge related to change and project management.
Adaptive development of the marketing subsystem of innovatively oriented agro-food enterprises in the context
of globalization, change and project management
Authors: Olga Orlova-Kurilova; I. Safronska; Svitlana Turchina; Olga Martyn
Year: 2023

The organization of adaptive development of a marketing subsystem in innovatively oriented businesses in the agro-food sector is currently relevant in globalization, managing changes, and projects. The study aimed to study the adaptive development of the marketing subsystem at innovatively oriented agro-food enterprises in the context of globalization, change, and project management. It is substantiated that the current stage of the development of a marketing subsystem and innovatively oriented businesses in the agro-food sector and supportive information about those that the traditional marketing concept is changing its orientation on consumers, supported by a complex of directing to satisfy the market's needs. The idea of marketing is based on the manifestation of actual and potential buyers and their needs, the designation of long-term and short-term goals of the agro-food sector, which can be achieved only to meet the needs of specific groups of people. Managing the marketing subsystem regarding globalization and managing changes and projects is a foldable but inevitable process. This process brings new possibilities. The positive impact of globalization is associated with the effect of competition, to the extent that it is unavoidable, and the negative one is with potential conflicts through this competition. The problems of globalization can be developed based on broad international cooperation, strengthening of designing and creating new international institutions. It has been shown that the features of the adaptive development of the marketing subsystem of innovatively oriented businesses in the agro-food sector in the context of globalization and the management of changes and projects are supported by a comprehensive story of transnationalization in the current regions of the businesses. The specifics of daily life are essential in the context of mutual deep economic analysis of the market processes to ensure the efficient use of available resources and the satisfaction of the living people. In the process of transnationalization, the development of effective management of the marketing subsystem and the recognition of the optimal proportions of cross-cultural and ethnic approaches to the marketing system are crucial while setting the goals of the market and developing the agro-food sector.
Keywords: adaptive development, marketing subsystem, innovatively oriented enterprises, agriculture, globalization, change management, project management.
Instrumental Support and Control of Adaptability of Formation of Strategy for Innovative Development of Business Structures in the Context of Globalization
Authors: O. But-Gusaim
Year: 2024

The article is devoted to a review of the instrumental support for the formation of innovation development strategies at different stages of its implementation, taking into account the needs of adaptability to a changing environment. The aim of the article is to clarify the critical role of instrumental support in improving the strategic planning processes of business structures, which allows them to effectively navigate and adapt to the rapid transformations caused by globalization. The study shows a toolkit for developing and implementing innovations that ensure the adaptability and sustainability of enterprises in a dynamic environment. The use of specialized tools at each stage of the strategic innovation process allows organizations not only to survive but also to thrive, turning challenges into opportunities. At the stage of identifying the need for innovation, analysis tools such as SWOT and PESTEL help organizations gain a deeper understanding of the internal and external factors that affect their operations. Analyzing the external environment using competitive analysis and market research provides critical insights into industry trends, competitor behavior, and changes in consumer preferences. This allows businesses to adapt to changes in a timely manner, optimize their strategic initiatives, and find niches for innovation. When it comes to calculating the cost of an innovation strategy, financial modeling and cost-benefit analysis become indispensable tools that provide a clear understanding of the potential ROI and help management make informed investment decisions. At the stage of implementing an innovation strategy, project management and co-working tools become critical for coordinating teams, managing resources, and tracking progress in implementing innovative projects. Prototyping and modeling allow to test new ideas and conceptions, minimizing risks and costs in the early stages of development. The practical significance of the study is to obtain systematized and grouped data, making use of various tools at different levels of strategic innovation planning.
The role of the hospitalist in quality improvement: systems for improving the care of patients with acute coronary syndrome.
Authors: C. Whelan
Year: 2010

Quality improvement (QI) initiatives for systems of care are vital to deliver quality care for patients with acute coronary syndrome (ACS) and hospitalists are instrumental to the QI process. Core hospitalist competencies include the development of protocols and outcomes measures that support quality of care measures established for ACS. The hospitalist may lead, coordinate, or participate in a multidisciplinary team that designs, implements, and assesses an institutional system of care to address rapid identification of patients with ACS, medication safety, safe discharge, and meeting core measures that are quality benchmarks for ACS. The use of metrics and tools such as process flow mapping and run charts can identify quality gaps and show progress toward goals. These tools may be used to assess whether critical timeframes are met, such as the time to fibrinolysis or percutaneous coronary intervention (PCI), or whether patients receive guideline-recommended medications and counseling. At the institutional level, Project BOOST (Better Outcomes for Older Adults Through Safe Transitions) is an initiative designed to improve outcomes in elderly patients who are at higher risk for adverse events during the transition from inpatient to outpatient care. BOOST offers resources related to project management and data collection, and tools for patients and physicians. Collection and analysis of objective data are essential for documenting quality gaps or achievement of quality benchmarks. Through QI initiatives, the hospitalist has an opportunity to contribute to an institution's success beyond direct patient care, particularly as required for public disclosure of institutional performance and financial incentives promoted by regulatory agencies.
Analisis Keberhasilan Proyek Terhadap Pengaruh Project Manager pada Pembangunan Guest House di Kota Parepare
Authors: Andi Muhammad Ashad Sadiq; R. Saraswati
Year: 2022

Kesuksesan proyek atau berhasilnya suatu proyek adalah satu hal yang diharapkan bisa tercapai, memperhitungkan semua persyaratan proyek dan memiliki sumber daya yang cukup agar semua kebutuhan tercukupi. Setiap proyek mempunyai tujuan untuk dicapai dan menggunakan tujuan tersebut sebagai acuan untuk mengukur kinerja, maka dibutuhkan seorang project manager yang handal dalam memimpin proyek. Tujuan penelitian ini adalah mengidentifikasi hubungan kompetensi seorang manajer proyek atas dasar beberapa aspek, diantaranya pengetahuan, keterampilan dan sikap terhadap keberhasilan proyek. Penelitian ini menggunakan metode pengambilan data yang dilakukan dengan survei dan menggunakan kuesioner. Responden dari penelitian ini adalah individu yang memiliki pengalaman di bidang konstruksi bangunan dan bertindak sebagai manajer proyek. Dari hasil analisis menunjukkan bahwa variabel tersebut terbentuk dalam 11 faktor, hasil pengujian korelasi Pearso menunjukkan bahwa hanya ada 6 faktor yang terkait dengan keberhasilan proyek antara lain: Manajemen Komunikasi dan Lingkup, Manajemen Sumber Daya Manusia yang merupakan bagian dari pengetahuan; Kepemimpinan dan manajemen proyek, profesionalisme dan masalah manajemen sebagai bagian dari keterampilan; dan sikap tentang prioritas, dan tanggung jawab. Dari enam faktor tersebut menjadi variabel bebas dari analisis regresi linier berganda.
The Effect of Stakeholders’ Satisfaction and Project Management Performance on Transitions in a Project Management Office
Authors: S. Barbalho; J. C. de Toledo; I. Silva
Year: 2019

This paper aims, through a longitudinal case study, to present and analyze the transitions in operational activities and the performance of a Project Management Office (PMO) in a technology-based company. The paper discusses functions, tensions, stakeholders’ interfaces, performance and how they drove the major changes faced by the PMO. The changes in the PMO were mainly based on non-planned events rather than in a change of the management process. The results demonstrated that political tensions in the organization, rather than project management performance, explained the PMO transitions. Managers must look for identifying tensions in the project management environment, project performance and stakeholders’ satisfaction in order to propose and direct PMO changes and the sustainability of project ongoing best-practices. This study also contributes to the collection of evidences that corroborate previous literature appointments, as well as to question some results that need to be contextualized according contingencies for avoiding mimicry in the PMO implementation and transformation.
IT Project Governance in Project Delivery: Key Processes, Activities, Roles and Responsibilities
Authors: G. Koi-Akrofi
Year: 2017

The general objective of this work was to contribute to the general body of knowledge and research work in the area of managing IT projects successfully. The office of Government commerce of the UK Government in conjunction with the National Audit came out with a guideline in 2007 which list out eight causes of project failures. Six out of the eight causes were attributed to governance issues (Aon, 2011). This shows clearly that governance activities in project management are really important, and failure to place premium on them can result in failure of projects. The research work was therefore intended to come out with IT governance frameworks that can help resolve the problem of failure of IT projects resulting from governance issues. Four IT program managers and eight IT project managers were talked to on a variety of IT project governance issues. The frameworks were developed based on a combination of literature, experts (IT project and program managers of the telecom industry in Ghana) input, observation, and so on. The governance frameworks depicts project management processes, project activities, project governance activities, roles and responsibilities of key stakeholders, key milestones, approval bodies, signatures, and so on, to ensure successful delivery of IT projects.
Identify and Prioritize the Challenges of Customer Knowledge in Successful Project Management: An Agile Project Management Approach
Authors: Mostafa Jafari; Mohammadreza Zahedi; Shayan Naghdi Khanachah
Year: 2023

The main advantage of Agile Project Management (APM) lies in its ability to investigate and resolve issues that arise during the project period, making timely adjustments to save resources and deliver successful projects on time and at a lower cost. Customers play a crucial role in determining many of these changes, highlighting their special involvement in managing projects using an agile approach. This paper prioritizes the factors influencing challenges related to customer knowledge in APM, initially identifying three categories: individual, organizational, and technological factors. Expert opinions from the software development industry verified these factors, while the DANP method explored their causal relationships and importance. The analysis revealed organizational factors’ impact on the other two categories, with individual factors ranking highest, followed by technological factors. Notable challenges related to customer knowledge include lack of time for knowledge sharing, reluctance to adopt information technology systems, ineffective communication between knowledge-holders and seekers, inadequate training on new technology, and a lack of awareness regarding knowledge benefits for project partners. These findings are presented as suggestions to project teams for effectively managing agile projects and addressing customer knowledge challenges. By implementing these recommendations, projects can achieve greater efficiency and success.
Impact of Extreme Weather on Construction Projects in Koronadal City, Philippines
Authors: Lenon Namuag; Joshua Marvin Noval; El-j Flores; Czeska Mae Pagay; Earl Ian Delgado
Year: 2024

This research investigated the impact of extreme weather on construction projects in Koronadal City. This study aimed to (1) identify the specific types of extreme weather events affecting construction projects; (2) measure the perceived level of impact of extreme weather on construction project timelines, budgetary allocations, labor productivity, equipment performance, and the overall project quality; (3) identify the potential health and safety hazards that might be encountered by individuals in the construction industry; and (4) measure the perceived level of effectiveness of the existing resilience measures employed by construction projects in Koronadal City to mitigate the adverse impact of extreme weather. Data were gathered using survey questionnaires from various respondents, including engineers and construction workers. A survey involving 177 respondents identified frequent weather-related challenges, with heat waves being the most prevalent, followed by heavy rainfall and less frequent occurrences of floods, tropical cyclones, and tornadoes. The study also explored the impact of extreme weather on the health and safety of construction personnel, highlighting issues such as physical strain, heat-related illnesses, and increased risks of accidents due to adverse weather. The findings indicate significant disruptions to project timelines and financial planning, with a considerable majority reporting that extreme weather necessitates project management and budgeting adjustments. Furthermore, the study reveals the effectiveness of current resilience measures, including providing adequate hydration and regular breaks in shaded areas and utilization of adequate rest breaks, rotating tasks, and employee wellness programs. This paper underscores the urgent need for enhanced adaptive measures and more efficient risk management strategies to ensure the safety and effectiveness of construction practices in regions vulnerable to extreme weather.
Medication Safety: Experiential Learning for Pharmacy Students and Staff in a Hospital Setting
Authors: L. Graudins; M. Dooley
Year: 2016

Medication Safety has been an established pharmacy specialty in Australian hospitals since the early 2000s and is now one of the ten Australian hospital accreditation standards. Although advances have occurred, medication-related patient harm has not been eradicated. Victorian undergraduate pharmacy programs include some aspects of medication safety, however clinical pharmacy experience, along with interpersonal and project management skills, are required to prepare pharmacists to be confident medication safety practitioners. This article outlines the range of medication safety-related training offered at an Australian tertiary teaching hospital, including; on-site tutorial for undergraduate students, experiential placement for pharmacy interns, orientation for pharmacy staff and resources for credentialing pharmacists for extended roles. Improvements continue to be made, such as electronic medication management systems, which increase the safe use of medications and facilitate patient care. Implementation and evaluation of these systems require medication safety expertise. Patients’ engaging in their own care is an acknowledged safety improvement strategy and is enhanced by pharmacist facilitation. Building educator skills and integrating experiential teaching with university curricula should ensure pharmacists have both the knowledge and experience early in their careers, in order to have a leading role in future medication management.