Debrief of PhD project practices

The aim of this article is to comprehend human work experience in industry 5.0. In the next generation of human systems integration, the major challenge will be to incorporate creative experiences of people with technologies. This aspect will be particularly salient when using Asset Performance management Systems. In this article, we use a qualitative futures planning approach with a speculative design methodology to comprehend human experience in next generation work systems. We propose that by incorporating human experience, we need to characterize these systems as Holistic Asset Performance Management systems that consider the human without reducing it to the mechanistic component. By building on the speculative enactment method, this research also explores the advantages of involving actual creative individuals in the enactment process to achieve better results. It concludes with speculations for the future of APM systems and raises certain questions related to ethics.

The study reported focuses first on the relationship between a project manager's background characteristics and certain characteristics of the projects he is asked to manage. The impact of this decision process is then examined by relating project manager experience and project characteristics to measures of project performance. The findings indicate that organizations select their oldest and most experienced project managers to direct large, high-priority projects. Performance is then superior without relation to the project manager's total experience, but in relation to the high priority given larger projects. With the exception of a measure of "growth in responsibility," none of the measures of the project manager's experience were found to bear any direct relationship to project performance.

Research on cost management on the efficiency that has been done by Ali and Kamaruzzaman (2010), Memon, Rahman, Aziz (2012), Olawale and Sun (2010), Ceylan (2008), Kasem and Alhaffar (2011), Marshall (2007), in which there are significant variables that showed different results, giving rise to a research gap. Therefore it is necessary to study more about the influence of these variables on the efficiency in cost management in construction projects. Research problem to be studied is to analyze the variables of cost management here is the estimated cost, experience project manager, contract management, cost of machinery or equipment, material price fluctuations, and owner funds, which affects the efficiency (cost performance index), which variables the largest and most significant influence. The study sample was taken from one of the construction projects of the state-owned company in Indonesia, PT. Adhi Karya (Persero) Tbk. between the years 2010-2013, so the number of samples (n) = 60. The sampling method using purposive sampling. Data using multiple regression analysis and hypotheses were tested by t test and F test with a significant level of 5%. This research seeks to examine the effect of the estimated cost (EB), experience of project manager (PPM), contract management (MK), the cost of the machine (BM), fluctuations in the price of materials (FHB), and fund owner (DO) on the efficiency of the project (cost performance index / CPI). The analysis showed that the data used in this study meets the classical assumptions, which include: distributed normal, multicollinearity does not happen, and not happen heterocedastity. From the results of the regression analysis also obtained partial results that the estimated cost, experience project manager, contract management, cost of machinery, material price fluctuations, and the owner fund a significant effect on the efficiency (cost performance index).

The objective of this investigation was to harness and efficiently utilize the project management skills possessed by students having industry work experience. An innovative concept was introduced to the course project of the computer-aided engineering course taught at Wichita State University. As per this concept, those enrolled students that had prior project management skills from the industry were assigned as team leaders to different project teams. The idea behind this concept was to introduce industry standard project management skills and techniques to all the students. The project guidelines were laid out clearly and each team knew what was expected of them. The project was driven by the team leader in accordance with the project management techniques followed in the industry. A survey conducted after the completion of the course project points to evidence that 78% of the students benefitted from this innovative concept and 81% of the students reported that they learned something new from this concept. In other words, the students learned Project Management techniques as a result of this innovative concept. Encouraged by the results, it is intended to continue this initiative when teaching courses with term projects. It is also intended to continuously keep improving this process to make it more beneficial for the students both from an academic and industry perspective.

The development of information technology plays a major role in supporting the decision-making process, one of which is through the development of a Decision Support System (DSS). DSS is needed in the world of education, especially in Vocational High Schools, which prioritize the development of vocational skills to prepare students for the world of work. One of the important programs in Vocational High School is Field Work Practice, which provides students with direct work experience in industry. However, the placement process of Field Work Practice students at Wipama Vocational High School is still done manually without the support of a structured system, so there is often a mismatch between student competencies and industry needs. To overcome these problems, this research develops a DSS by combining the Rank Order Centroid (ROC) and Simple Additive Weighting (SAW) methods. ROC serves to determine the weights of five selection criteria, namely interview scores, vocational practices, academic scores, attitudes, and discipline. While the SAW method serves to calculate the value of student preferences based on these weights. This research was conducted on 10 students from the Light Vehicle Engineering (TKR) major. The results show that the system makes the selection process more efficient and selective than the manual method, and is able to recommend Field Work Practice placement in accordance with student competencies. It is hoped that this system can be an effective solution in supporting student placements.

This book presents the fundamentals of project management in simple language and an easy-to-understand format. It is targeted principally at those who are learning or desiring to learn project management as well as those who are already taking project management as a course of study or as a profession. It covers all the basic aspects of project management including the core areas prescribed by the Project Management Institute (PMI) in the Project Management Body of Knowledge (PMBOK) sixth edition. Although the PMBOK Guide seventh edition has significantly shifted focus from a process based standard to a principle based standard, it does not invalidate nor replace the detailed knowledge base contained in the sixth edition, which substantially emphasizes project management processes and knowledge areas. This is particularly apt for the traditional approach to project delivery, which is predictive in nature and has the bulk of the planning done upfront. The sections of the book are arranged in order of Project Management Processes as they fall within the respective Project Management Knowledge Areas. Experienced project manager, Davies Igberaese, presents all the basic content of traditional project management in a straightforward practical sequence as a typical project manager would go about the processes of initiating, planning, executing, monitoring, and closing a project without losing sight of the iterative nature of project management. The inclusion of Project Management Templates gives students and other users of the book the confidence required to effectively understand the basics of managing a wide variety of projects across disciplines including construction, building, industrial engineering, petroleum engineering, software engineering, information technology, business administration, and event management. Introduction to Project Management: A Source Book for Traditional PM Basics can serve as a core textbook for academic courses in project management, for preparing for PMP and CAPM Certification exams, as an excellent resource for new project managers, as well as a handy reference book for project sponsors.

Technology integration project involves so many players that it requires an effective project management to achieve a successful integration of a technology to business. As a program/project manager, you are aware of the significant impact of your project on the entire corporation even in a proof-of-concept or a pilot project. You want to ensure the success of the project and move forward for further rollout. You would use your past knowledge and experience of project management and in addition, you may refer to helpful references on successful project management. It would be a good idea to take a project management class and obtain a certification of project management professional (PMP) accredited by project management institute (PMI). PMI is “one of the world’s largest professional membership associations, with half a million members and credential holders in more than 180 countries. It is a not-for-profit organization that advances the project management profession through globally recognized standards and certifications, collaborative communities, an extensive research program, and professional development opportunities (http://www.pmi.org).” This would enhance recognition and acknowledgement of your expertise as a program/project manager. The project management planning and execution steps presented in this chapter is primarily based on the project management body of knowledge (PMBOK®) published by PMI, focusing on technology integration project. PMBOK is a collection of processes and knowledge areas generally accepted as best practices within the project management discipline.KeywordsTeam MemberProject ManagerProject TeamTechnology IntegrationProject ScheduleThese keywords were added by machine and not by the authors. This process is experimental and the keywords may be updated as the learning algorithm improves.

The rapid advancement of artificial intelligence (AI) has brought transformative changes to project management, necessitating a departure from traditional methodologies previously employed in IT project implementations. This paper explores the evolution of project management from conventional IT approaches to the dynamic demands of AI-driven projects. While foundational principles of project management—such as planning, risk management, and stakeholder communication—remain relevant, AI projects introduce unique challenges and require significant adaptations to existing frameworks. The study begins by delineating the characteristics and core principles of traditional IT project management. Traditional methods are characterized by their structured phases, fixed requirements, and a focus on sequential task execution. These principles have been foundational in achieving success in conventional IT projects through detailed planning, rigorous documentation, and predefined quality assurance measures. In contrast, AI projects are distinguished by their reliance on data, iterative development, and high levels of uncertainty. Unique characteristics of AI projects include the need for continuous experimentation, data-driven decision-making, and adaptability to evolving project requirements. The paper identifies key challenges in managing AI projects, such as dealing with data quality issues, ensuring model interpretability, and addressing ethical considerations. To effectively manage AI projects, project managers must adopt new strategies, including Agile and iterative methodologies that support flexibility and continuous feedback. The study emphasizes the importance of cross-functional teams, as AI projects require diverse expertise from data scientists, engineers, and domain specialists. Additionally, handling the inherent uncertainty in AI projects involves fostering a culture of innovation and adaptability. Key differences between traditional IT and AI project management are analyzed, highlighting variations in planning and scoping, risk management, stakeholder communication, and quality assurance. Traditional IT management relies on detailed upfront planning and predictable risk management, whereas AI projects necessitate adaptive planning, dynamic risk assessment, and ongoing model validation. The paper also addresses the transition to AI project management, discussing necessary skill adaptations for project managers, organizational changes to support AI initiatives, and the role of specialized tools and technologies. A hypothetical case study illustrates how traditional IT project management experience can be applied to an AI project, providing insights into practical adaptations and lessons learned. LllLooking forward, the paper explores emerging trends in project management influenced by AI advancements and emphasizes the need for continuous learning and adaptation. The evolving role of project managers in the AI era is examined, underscoring the importance of embracing new methodologies and technologies to stay relevant. While core project management principles remain integral, the shift to AI-driven projects requires substantial modifications to traditional practices. Project managers must evolve their approaches to navigate the complexities of AI projects effectively, ensuring continued success in an increasingly technology-driven landscape.

Background and Aim: This study aimed to investigate the relationship between ethics and management style and job satisfaction among employees of the Mazandaran University. Materials and Methods: The research method was correlation. 75 people were selected as a sample from 102 personnel under the supervision of managers faculties (Faculty of Human Sciences Art Economics Education) by stratified random sampling method based on gender and Morgan tables. Data was collected by standard questionnaires of work ethic (Petit), management style (Muhammad Hosni) and job satisfaction and analyzed by SPSS software, K-S, Pearson correlation and Mean comparison tests. Findings: The results showed the work ethic and, management style and theirs components had an significant relationship with job satisfaction As well as there was meaningful relationship between gender, academic record and field of study and work ethic and job satisfaction, The degree and field of study had relationship with management style, but there was no significant relationship between gender and management style. Conclusion: The results showed the relationship between ethics and management style and job satisfaction Mazandaran University. In other words, employees' perceptions of ethics governing the work and management style of the organization had significant positive correlation with job satisfaction. Please cite this article as: Salehi M, Babajani Baboli M. The relationship between work ethics and management style with job satisfaction Employees University. Iran J Bioethics 2017; 7(23): 29-38.

The objective of this chapter is to give a basic introduction to projects and Project Management (PM) as they relate to a company’s PLM Initiative. This introduction will help those in the Initiative to understand project-related topics and Project Management activities. In turn, this will help them participate more fully in the PLM Initiative. This chapter also aims to give students a basic understanding of the role and activities of Project Management in a PLM Initiative. The first part of the chapter is an introduction to projects and Project Management in the PLM environment. It describes the purpose, role and importance of PM in a PLM Initiative. Definitions are given of frequently used terms in the Project Management environment. The need for Project Management is introduced. Project phases, knowledge areas, tools and templates are addressed. Required characteristics of Project Management, including KPIs, are outlined. Frequently occurring roles in PLM projects are described. The second part of the chapter addresses Project Management in the PLM environment of a typical company. It describes the typical issues with projects and project plans that are encountered in many companies. The interaction of Project Management with the resources of PLM and with other company initiatives is outlined. The third part of the chapter introduces typical PM-related activities in the PLM Initiative. Benefits and success factors are described. The fourth and final part of the chapter builds on experience of working with PM activities with many companies. It shares lessons learned from experience of Project Management in PLM Initiatives. The potential pitfalls of Project Management are described. Top management’s role with Project Management in the PLM Initiative is addressed.

As project management (PM) and information technology (IT) evolved over the last decades, an increasing number of project management software products have emerged. Project managers in IT consulting can improve the success of projects through the utilization of such software. However, the diversity of software available cannot sensibly be grasped by a single individual. Based on this context, the study aims to examine the key considerations in the selectionof project management software in IT consulting from the project managers’ perspective. A literature review identifies key aspects of IT consulting projects that may be relevant to the software selection. No evidence was found that provided a view on the process of the selection of PM software in IT consulting itself. The review also unveils the lack of common terminology in regard to PM software. The study addresses these gaps by utilizing interpretative phenomenological analysis (IPA) to understand the experiences made by project managers. To gather data, 17 semistructured interviews were conducted with experienced project managers. Thematic analysis was used to develop an understanding of the process employed by project managers in the software selection and the considerations they make along the way. The findings were synthesized to create a process guide, supported by a checklist and the working definition of key terminology. This study adds a broader perspective to the field of PM software through the application of qualitative methodology in an otherwise quantitatively dominated field of research. It addresses the lack of existing knowledge on the perspective of the project manager in the selection process through the generation of a 6-staged process guide. The detailed considerations of project managers were compiled into a checklist of selection criteria. These two also contribute to practice by providing a structured approach to PM selection for practitioners. The third output is a working definition of project management software as used in practice, which simplifies an exchange of knowledge between theory and practice.

This study investigates the lived experiences and perceptions of project managers operating within the realm of AI-enabled projects. Employing a phenomenological approach, the research delves into the essence of these professionals’ encounters, aiming to elucidate how they comprehend and navigate the integration of artificial intelligence into their leadership practices and decision-making frameworks. Through purposive sampling, experienced project managers from diverse backgrounds and industries were selected to ensure a rich tapestry of insights. Semi-structured interviews served as the primary method of data collection, allowing flexibility and depth in exploring participants’ perspectives. Thematic analysis was then employed to uncover patterns and insights regarding project managers’ adaptation of leadership styles and decision-making processes in AI-enabled projects. The study adhered to ethical guidelines, ensuring participant confidentiality and the right to withdraw from the study. The findings contribute to the understanding of AI’s impact on project management, providing valuable insights for both academia and industry practitioners. Keywords: Project Management, Artificial Intelligence, Leadership, Decision-making, Thematic Analysis, Qualitative research.

The paper describes the design and implementation of a comprehensive Student Industrial Work Experience Scheme (SIWES) Management System for Nasarawa State University, Keffi. The goal is to develop a digital solution to streamline and enhance the inefficient paper-based processes currently used to manage SIWES at the university. The system leverages modern web technologies like HTML, Bootstrap 5, JavaScript, Jquery, PHP and MySQL. It is designed based on theoretical frameworks like Socio-Technical Theory and Active Network Theory, using UML and OOADM methodologies. The system provides functionalities tailored for administrators, students, supervisors, and coordinators involved in SIWES. Administrators can authenticate users, view student information, register coordinators/supervisors, assign supervisors, and export data. Students can register, upload documents, and access resources. Supervisors can assess performance and download student lists. Coordinators can download templates, register students, add supervisors, and manage records within their departments. The digital SIWES Management System aims to improve efficiency, user experience, and oversight across all aspects of managing the university’s industrial work experience program for students.

There are many methodologies any developer can rely on in software development. These methodologies have been developed continuously due to growth in the requirements of the required programs and work environment. Each method, whether traditional project management or Agile project management, has strengths and weaknesses. For example, the difficulty of choosing the appropriate methodology that matches the quality of the requirements that we need to develop, or the team's focus on a method that they always rely on in their work style, can lead to a failure in the development process. One of the most popular methodologies today is Agile project management. It works in various fields and is not limited to software development only because of its strength to focus on delivering the product in the fastest time and at a lower cost. Instead, it is considered the pioneer in its various methods for managing software projects. From this point of view, we will compare and analysis the data collected from two colleges in Tripoli, Libya, in the field of Informatics. To find out the approved methodology the students used in their projects, the reasons for their selection, and the difficulties they encountered while following the chosen method.

Since the late 1990s, the construction industry in the Kingdom of Saudi Arabia (KSA) has lagged behind the rest of the world in actual levels of productivity and productivity growth. This is despite the KSA Government’s tremendous support for the construction industry and the expectation that, in the coming decades, the KSA construction industry will continue to develop and grow to achieve the targets of Saudi Vision 2030. This paper explores in depth the concept of productivity to gain insights through answering two questions contextualized within the KSA construction industry: 1) How do managers perceive productivity? and 2) How is productivity measured? Semi-structured interviews were conducted with 13 senior managers with 10-27 years’ experience in project management in the KSA construction industry. Qualitative analysis of interview results found that around 40% of interviewees had little or an incorrect understanding of the concept of productivity and its relevance to production processes. This poor understanding of productivity and its measures extends to the lack of clear specific procedures for regular measurement of productivity.