derhan/semantic-scholar-manajemen-proyek huggingface dataset:
Perspectives on Process Documentation - a Case Study
Authors: J. Becker; Christian Janiesch; Patrick Delfmann; Wolfgang Fuhr
Year: 2005

The article focuses on how managerial options in relation to development and sharing of knowledge in projects can be extended by analysing project management from two different, but complementary, knowledge management perspectives: An artefact oriented and a process oriented perspective. Further, the article examines how a similar project management model is used in two different organisations and how its role in knowledge management differs dependent on other knowledge management initiatives and how the production processes are structured. Following the artefact oriented perspective the explicit dimension of knowledge can be captured, retrieved and reused using knowledge management systems. From the process oriented perspective focus is on the tacit or implicit dimension of knowledge and the context for understanding the information is more important. It is concluded that if a company offers standardized products, a codification strategy departing in the artefact oriented perspective will be most effective whereas the personification strategy departing in the process oriented perspective will be most effective if a company offers customized solutions.
Assessment Of Construction Risk Using Mamdani Fuzzy Inference System: A Case Study Of The Construction Industry In Hyderabad City
Authors: Allapuram Swetha; M. G. Naik; Togiti Dhilip
Year: 2024

As per a report by the Project Management Institute in 2020, 70 percent of construction projectsare prone to delays thus shedding light on the need for risk assessment in construction. In the sameway that a building’s footing ensures its stability, so does risk assessment guarantee safety, costcontrol and successful completion of any given project. The current study focused on the InternalRisk Factors in the Construction Industry Employing Mamdani Fuzzy Logic," focuses onidentifying and mitigating internal risks in the construction sector of the Hyderabad region. Theresearch is conducted in two phases: initially, the Weighted Average Index (WAI) method isemployed to prioritize and identify key internal risk factors, followed by the application of theMamdani Fuzzy Logic approach to assess the role of these factors in risk mitigation. The studyframes 70 questions across seven key segments Health and Safety Risk (HSR), Quality AssuranceRisk (QAR), Financial Management Risk (FMR), Technology Integration Risk (TIR), WorkforceManagement Risk (WMR), Procurement and Supply Chain Management (PSCM), and Health andSafety Risk (HSR) based on literature review, and collects primary data from 180 respondentsusing a 5-point Likert scale. The findings reveal that Health and Safety Risk (HSR) is the mostsignificant internal risk factor, with sub-factors like HSR7 and HSR2 showing the highest weightedaverage scores, indicating their critical impact on construction activities. Quality Assurance Risk(QAR) and Financial Management Risk (FMR) also emerge as major concerns, underscoring thenecessity of ensuring quality and robust financial management to mitigate overall risk. WhileTechnology Integration Risk (TIR) and Workforce Management Risk (WMR) rank lower, theyremain essential for effective project execution. The study highlights that even minor risk factorscan escalate to severe levels, emphasizing the need for comprehensive and focused mitigationstrategies. Conversely, well-managed critical risk factors can significantly reduce overallconstruction risk to low levels, demonstrating the importance of prioritizing high-impact areas likefinancial management and technology integration. The study concludes that certain risks, evenwhen managed, can still drive overall risk to severe levels, suggesting that more intensive orspecific mitigation efforts are necessary to ensure the successful completion of constructionprojects.
Managing Knowledge and Learning in it Projects: A Conceptual Framework and Guidelines for Practice
Authors: B. Reich
Year: 2007

This paper presents a framework identifying the key areas within IT projects where knowledge-based risks occur. These risks include a failure to learn from past projects, competence of the project team, problems in integrating and transferring knowledge, lack of a knowledge map, and volatility in governance. The model was compiled through an extensive literature search encompassing project management, information systems, software development, and team learning literatures. This framework was then tested and modified through a field study of 15 senior project managers from North America and New Zealand. Analysis of the interviews from the field study resulted in a set of five broad principles of knowledge management within projects. These principles relate to a climate for learning, knowledge levels, knowledge channels, team memory, and knowledge risks. Practices suggested by the interviewees accompany each principle.
The Impact of Project Manager's Competency onCorporate Performance: Focusing on The Mediating Effect of Management Efficiency
Authors: Seong-il Lee; Seung-Chul Kim; Sung-young Choi; So-Hyun Park
Year: 2024

In a rapidly changing business environment, project managers' competency and efficient management processes are crucial for enhancing corporate performance. This study analyzed their impact on corporate performance and management efficiency, targeting 475 workers in the construction and engineering industries. The findings confirmed that project managers' capabilities significantly influence both corporate performance and management efficiency, with notable differences based on the industrial group. 
These results highlight the importance of strengthening managerial capabilities and implementing efficient management systems to ensure project sustainability and maintain corporate performance. The study underscores that the required capabilities of project managers vary by industry, directly and indirectly affecting performance. By analyzing these industry-specific impacts, the study provides insights for developing tailored project management strategies, ultimately supporting long-term corporate success. It offers both academic and practical value by clarifying these relationships and suggesting industry-specific management approaches.
Real world pedagogy for e-business applications - project management approach
Authors: Kuan C. Chen
Year: 2005

Teaching students project managements requires a hands-on approach. Incorporating project management concepts and processes into a student team Web development project adds a dimension that exposes students to the realities of effective e-business applications. This paper describes the project management approach used in an e-business applications course in which students build complete Web sites. Based upon the written evaluations included with the final project documentation, students feel this project is the most valuable learning experience of the course. Furthermore, a positive relationship is established between the actual Web development and effective project management processes. It is important for students to understand the triple constraints (scope, time, and cost) that must be balanced in business projects.
GLOBAL-MANAGER: A Serious Game for Providing Training in Project Manager Skills
Authors: Rubén Márquez; Aurora Vizcaíno; Félix García; Antonio Manjavacas
Year: 2020

The emergence of Global Software Development (GSD) has led to certain difficulties in the life cycle of global projects, in addition to the traditional challenges of collocated development, particularly as regards Project Management (PM). These difficulties are caused by the geographical, linguistic and cultural distance among the members of the team, signifying that the project manager requires special skills with which to mitigate these issues. Bearing this in mind, this paper describes a serious game (SG), denominated as GLOBAL-MANAGER, whose objective is to provide training in the management of GSD projects. The game attempts to develop several skills in its players whilst simultaneously providing them with an immersive, pleasant and attractive experience. The skills developed are related to coordination, communication and control, which are three of the principal challenges in GSD.
Data-Driven Decision Making for Sustainable IT Project Management Excellence
Authors: Vladan Pantović; Dejan Vidojević; Slađana Vujičić; Svetozar Sofijanic; Marina Jovanović-Milenković
Year: 2024

In today’s rapidly evolving technological landscape, effective management of information technology (IT) projects is paramount for organizational success. However, ensuring sustainability in IT project management remains a persistent challenge. This paper proposes a novel approach centered on data-driven strategies to enhance sustainability and excellence in IT project management. By harnessing the power of data analytics, organizations can derive actionable insights to optimize resource allocation, mitigate risks, and streamline project workflows. The integration of data-driven decision making processes enables project managers to make informed choices, fostering adaptability and resilience in the face of dynamic project environments. This research explores the utilization of IT software project performance metrics and historical project data to fuel analysis of how strategies drive business sustainability. Moreover, this paper examined these dimensions with the help of advanced analytics techniques such as multiple linear regression. By aligning IT project management practices with business sustainability objectives, organizations can enhance project success rates, while minimizing adverse environmental impacts and resource consumption. Prospectively, this kind of research should expand to determining factors for the adoption of data-driven strategies to empower organizations to achieve sustainable IT project management excellence, ensuring long-term competitiveness and value creation in a digitalized world.
Effects of Authentic Leadership, Behavioral Integrity, and Project Governance on Project Performance
Authors: Qing (Ray) Cao; Ajaya (Ajay) K. Swain; Pinyarat Sirisomboonsuk; Vicky Ching Gu
Year: 2024

While literature indicates that leadership plays an important role in project management and impacts project performance, it remains unclear what characterizes an effective leadership style in project management. Drawing on authentic leadership, behavioral integrity, and project governance research, and using cross-sectional data from multiple industries, we propose and test a leadership performance model to examine how authentic leaders and leaders with behavioral integrity affect their project team’s performance. We find that authenticity and behavioral integrity in a project manager enhance project performance, and that project governance mediates the relationships between leader authenticity and project performance, and between leader behavioral integrity and project performance.
An Instructional Unit for Teaching Project Management Tools Aligned with PMBOK
Authors: Rafael Queiroz Gonçalves; C. V. Wangenheim
Year: 2016

Project Management (PM) tools are necessary to manage contemporary software projects. Computer professionals need to know how to use these tools, and higher-education computer courses teach their usage. Therefore, educators often adopt general usage tools, such as MS Project. However, as such tools lack didactic features, educational PM tools have been developed. Yet, previous studies have shown that even instructional units (IU) based on such educational PM tools do not cover the entire PM process as defined by PMBOK. This article presents an instructional unit based on an open-source educational PM tool, dotProject+, using the tool to support learning a large part of the PM process. We describe the instructional design process used to develop the IU, as well as the evaluation of the IU in a series of case studies. The results indicate that this IU contributes to student learning and assists teachers.
Análisis de las causas que ocasionan retrasos en la entrega y cierre de Proyectos en Maquiladora de Nuevo Laredo
Authors: Rubiel Lara Hernández; Hakna Ferro Azcona
Year: 2024

 Actualmente una de las Maquiladoras de Nuevo Laredo Tamaulipas  está  enfrentando pérdidas  económicas  por más  de  $120,000  Dólares  anuales debido  a la implementación tardía de los proyectos ocasionado  por  diferentes  causas del proceso y  para poder tener una  mejora que permita asegurar una entrega exitosa de los proyectos dentro de los plazos pactados por la empresa es por eso la importancia de desarrollar la investigación y  cumplir  con el objetivo general  que es Analizar las principales causas que ocasionan el retraso en el cronograma de cumplimiento de proyectos  que se implementan  y  como objetivos específicos tenemos  3  importantes a  cumplir, analizar  la experiencia  en el manejo de los proyectos por  parte de los líderes, identificar las causas que están incidiendo en el atraso de los proyectos implementados en la empresa, y  proponer un plan de acción para eliminar los factores negativos que atentan contra el avance de los proyectos implementados, para esto se llevó a cabo la siguiente metodología, realizando encuestas a los 12 lideres con los que cuenta la empresa para poder realizar una investigación del conocimiento del manejo de Project Management, su edad, años lidereando proyectos, tipo de género y grado de estudios, esta información valiosa nos ayuda a encontrar  correlación entre las  respuestas y  poder tomar decisiones, Con la implementación de la metodología Lean Management y  la realización de un Value Stream Map (Mapeo de flujo de valor), Diagramas de flujo, Graficas de pastel y Pareto aplicados a los procesos de  la cadena  de abastecimiento  se pudieron encontrar 46 causas que afectan el proceso, se encontraron debilidades en el proceso, como tiempos largos para la aprobación de requisiciones de material, errores en la documentación causando retrabajos para el comprador, falta de formatos para  el seguimiento y medición de los tiempos y seguimiento de las requisiciones hasta generar una orden de compra. Podemos concluir que nuestra hipótesis es  verdadera  ya que el estudio nos  ayuda a identificar las principales causas que originan el retraso en el cronograma de cumplimiento en la empresa Maquiladora de Nuevo Laredo   y  esto  nos permite corregir el tiempo de implementación de los proyectos y con ello la reducción de las pérdidas monetarias en la empresa, ya que todas  las  acciones realizadas ayudaran a la mejora de los procesos.
Implementing Agile Methodologies in Data Warehouse Projects
Authors: Saketh Reddy Cheruku; Pandi Kirupa; Gopalakrishna Pandian; Dr. Punit Goel
Year: 2024

Agile techniques have transformed project management and software development by stressing flexibility, collaboration, and customer-centricity. Data warehouse initiatives have traditionally used a waterfall methodology, which may delay, cost more, and misalign with business needs. Agile techniques are applied to data warehouse projects in this article, examining their pros and cons.The study starts with Agile fundamentals including iterative development, incremental delivery, and adaptive planning. It compares these concepts with the linear, sequential waterfall approach employed in data warehousing. Agile approaches like Scrum or Kanban may help data warehouse projects adapt to changing business demands and improve results. The report recommends creating cross-functional Agile teams with data administration, analytical, and development competence to execute Agile in data warehouses. Collaborative teams encourage communication and feedback loops. Sprints, stand-ups, and retrospectives help data warehousing teams make quick changes and meet business goals, according to the report.
Tracking Project Progress with Earned Value Management Metrics - A Real Case
Authors: M. T. Baldassarre; N. Boffoli; D. Caivano; G. Visaggio
Year: 2015

According to the Project Management Institute (PMI) project management consists of planning, organizing, motivating and controlling resources such as time and cost in order to produce products with acceptable quality levels. As so, project managers must monitor and control project execution, i.e. verify actual progress and performance of a project with respect to the project plan and timely identify where changes must be made on both process and product. Earned Value Management (EVM) is a valuable technique for determining and monitoring the progress of a project as it indicates performance variances based on measures related to work progress, schedule and cost information. This technique requires that a set of metrics be systematically collected throughout the entire project. A consequence is that, for large and long projects, managers may encounter difficulties in interpreting all the information collected and using it for decision-making. To assist managers in this tedious task, in this paper we classify the EVM metrics distinguishing them into five conceptual classes and present an interpretation model that managers can adopt as checklist for monitoring EVM values and tracking the projectâ??s progress. At this point of our research the decision model has been applied during an industrial project to monitor project progress and guide project manager decisions.
A Male Promotores Network for Latinos
Authors: P. Documet; L. Macía; A. Thompson; Miguel Gonzalez; Roberto Boyzo; A. Fox; T. Guadamuz
Year: 2016

Background. Lay health advisor (LHA) interventions with Latino men are rare, especially in emerging Latino communities. We present a process evaluation of a male LHA network aiming at connecting Latino men to various kinds of services and to the Latino community. It assesses the feasibility of (1) maintaining a steering coalition; (2) hiring, training, and retaining male LHA; and (3) recruiting and assisting underserved participants. Methods. Project management data and LHA debriefings were analyzed qualitatively and compared to a logic model and evaluation table prepared before the project started. Results. The community coalition steered the project during its implementation. Eleven men attended the initial LHA training. Two thirds of them reflected the community in educational level. One third did not and required extra mentoring from the other LHA to recruit participants. LHA requested topics for monthly trainings according to their needs in the field, including housing, sexual health, and immigration. LHA enrolled 182 participants. Participants’ needs went beyond health issues. Therefore, LHA needed to forge new collaborations with local social service organizations. Conclusions. Recruiting male LHA is feasible. LHA and the community coalition can suggest adaptations to fit the local context.
Career Development of Project Management Professionals: Using Salaries as Extrinsic Rewards
Authors: L. Carden
Year: 2022

The focus of this research is the perception of project management professionals as it relates to behaviors and attitudes for career opportunities that yield extrinsic rewards, including salaries. Career development activities, signaling theory, expectancy theory, and pay transparency are used as theoretical frameworks to examine how country, job position, team size, and PMP certification status impact salaries. I use preexisting salary survey data from 42 countries to show that organizations and individuals may need to consider the signals and expectations they make concerning rewards and the impacts to career development on individual expectations and organizational performance. I further suggest that the use of signaling theory and expectancy theory will support multinational organizations that engage in pay transparency practices.
Project management in medicine on the experience of the program "Face Clinic" implementation.
Authors: S. S. Petrikov; K. N. Tsaranov; L. B. Zavaliy; A.V. Polkovnikov; I. Tyrov; А.А. Solovieva; А.А. Tyuryumina; G. R. Ramazanov; M.V. Sinkin; O.L. Evdokimova; E. Klychnikova; A. Grin
Year: 2023

A new management method in the public health care system is project management. A i m . Improving the quality of medical care in a public health care institution for patients with neurological disorders of the face through organizational measures using project management. M a t e r i a l s a n d m e t h o d s . The state medical organization has implemented an original program of assistance to patients with neurological disorders in the face in several stages. Used project management. There was no restructuring of medical departments or hiring of new employees. R e s u l t s . At the Sklifosovsky Research Institute, in total for the period 2021–2022, 865 offline (over the year, the growth rate of consultations increased by 2.5) and 48 online consultations with neurologists were conducted, there were 139 MRIs, 180 electrodiagnostic procedures, surgical treatment was performed on 101 patients, and 161 botulinum therapy procedures were performed. Scientific research included the development of protocols for magnetic resonance imaging and electrodiagnostics, an algorithm for making decisions about surgical care was described, and new methods of physical rehabilitation were proposed. 28 scientific articles were published, the results were reported at scientific and practical conferences and congresses. A team of specialists has developed a postgraduate educational program. Provided patient education. The Face Clinic project is recognized as socially important. C o n c l u s i o n s . For a specific group of patients, in order to quickly achieve results, it is better to organize work through project management. It is necessary to teach doctors management tools.
Mastering Change: The Journey from Waterfall to Agile and Hybrid Project Management
Authors: Manju Raman
Year: 2024

Abstract: The author explores the project management methodologies transitioning from Waterfall to Agile to Hybrid in this article. The author analyses each methodology to document the suitability, advantages, and disadvantages of Waterfall and Agile methodologies. Waterfall has a very constricted approach, with the activities happening in a sequence and with no deviation allowed from them. The stakeholders play a vital role in the early phases when providing the requirements, and they are only involved during the testing phase. This methodology demands extensive documentation of the business case, project plan, requirements, product design, etc., and at the same time, lacks flexibility in adapting to changes in requirements during later phases of the project. Agile, on the other hand, advocates an iterative approach to development. With the close collaboration of the stakeholders or the customers, the requirements are documented by the Product Owner, and any questions or clarifications the developers need are immediately available from the customers/stakeholders. Stakeholders working in close contact with the team result in high demands and changing requirements from them and can tax the team. Agile does not favour extensive documentation, and thus, it can adversely affect the team if they are working on a long-running project with new team members joining the team. Both methodologies have their advantages, which were incorporated into the Hybrid methods and are expected to overcome the challenges faced by the teams when using either