The Challenge of Building Communities About PBL Supervision

Problem-based learning (PBL) is central to the degree programmes at Aalborg University (AAU), but if one is a member of the teaching faculty with a degree from another institution, it is unlikely that one is familiar with PBL. In this chapter, the authors describe the development of an ongoing experiences with PBL Exchange, a web-based platform whose goal is to facilitate the transfer and development of knowledge and skills within PBL project supervision by means of a web-based crowdsourcing approach that makes it easy to exchange and discuss one's specific problems and experience with project supervision. The goal was to build a new community of practice from a network of practice, but this has turned out to be difficult. The authors discuss and analyze their experiences and suggest technical and social developments that may be able to facilitate the creation of community of practice.

OVE's Review of Project Completion Reports (PCRs) and Expanded Supervision Reports (XSRs): The 2020 Validation Cycle

This report summarizes the results of the Office of Evaluation and Oversight's (OVE) annual validation of the self-assessments of project performance and results completed by the Inter-American Development Bank (IDB) and IDB Invest in 2019-2020. The IDB and IDB Invest have systems in place to measure the development effectiveness of their operations. These systems use a number of instruments to assess projects at the design, implementation, and completion phases. The design-phase assessment uses a “Development Effectiveness Matrix” (DEM) for sovereign guaranteed (SG) operations. The effectiveness of non-sovereign guaranteed (NSG) operations is measured with a “Development Effectiveness Learning, Tracking, and Assessment tool” (DELTA). Implementation-phase assessments measure SG operations with “Project Monitoring Reports,” while NSG operations are assessed with “Project Supervision Reports.” Upon completion, SG projects are self-evaluated with “Project Completion Reports,” or PCRs. NSG operations, use “Expanded Supervision Reports,” or XSRs when they reach early operation maturity (EOM). OVE validates Managements self-evaluations (PCRs and XSRs) and assigns a final project performance rating to each operation. As part of the 2020 validation cycle, OVE reviewed PCRs for 63 operations, 62 with operational closure (CO fully justified) in 2018 and one in 2013. XSRs were reviewed for 36 IDB Invest operations that had reached early operating maturity (EOM) in 2018.

PERAN DOSEN PEMBIMBING SEBAGAI PEMIMPIN YANG MELAYANI DALAM PEMBIMBINGAN TUGAS AKHIR MAHASISWA PROGRAM SARJANA [THE ROLE OF SUPERVISOR AS A SERVANT LEADER IN THE FINAL PROJECT SUPERVISION OF UNDERGRADUATE STUDENTS]

<p>The final project is a graduation requirement for undergraduate students to obtain their bachelor’s degree. The final project is carried out by students under the direction of their supervisors. One of the indicators of a supervisor’s success in the final project supervision is that students are able to complete the final project in one semester. The supervisor is expected to be able to carry out his role by imitating Jesus Christ, in accordance with the vision and mission of Universitas Pelita Harapan as a Christian institution which prioritizes faith in Christ. This research aims to understand the role of the supervisor as a servant leader in the final project supervision. This is important in order to see how he conforms to the role and also can be used as a reference to improve the performance of the final project supervisor. A qualitative research method in a study case was used in this research to generate an in-depth understanding. Research subjects were six lecturers who participated in structured interviews and 36 student respondents who gave responses through questionnaires. Based on the results of the analysis, the supervisors in the Faculty of Psychology have carried out their role as servant leaders in their students’ final project supervision and supporting their students in completing their final projects in one semester.</p><p><strong>BAHASA INDONESIA ABSTRACT:</strong> Tugas akhir merupakan syarat kelulusan bagi mahasiswa program sarjana untuk mendapatkan gelar sarjana strata satu. Proses pengerjaan tugas akhir dilakukan oleh mahasiswa di bawah arahan dosen pembimbing, di mana salah satu indikator keberhasilan dosen pembimbing dalam proses pembimbingan tugas akhir adalah mahasiswa mampu menyelesaikan tugas akhir dalam satu semester. Dosen pembimbing diharapkan dapat menjalankan perannya dengan meneladani Yesus Kristus, sesuai dengan visi dan misi Universitas Pelita Harapan sebagai sebuah institusi Kristen yang mengedepankan iman kepada Kristus. Penelitian ini dilakukan untuk mengetahui bagaimana peran dosen pembimbing sebagai pemimpin yang melayani dalam menjalankan proses bimbingan tugas akhir. Hal ini penting untuk mengetahui kesesuaian peranan dosen pembimbing dan dapat dijadikan acuan untuk meningkatkan kinerja dosen pembimbing tugas akhir. Analisis data dilakukan dengan menggunakan metode penelitian kualitatif studi kasus untuk mendapatkan deskripsi secara mendalam. Subjek penelitian adalah enam orang narasumber dosen dengan melakukan wawancara terstruktur dan 36 responden mahasiswa yang memberikan tanggapan melalui kuesioner. Berdasarkan hasil analisis, dosen pembimbing di Fakultas Psikologi UPH telah menjalankan perannya sebagai pemimpin yang melayani dalam pembimbingan tugas akhir mahasiswa dengan baik dan mendukung mahasiswa dalam menyelesaikan tugas akhir dalam satu semester.</p>

Causes and Mitigation Strategies of Delay in Power Construction Projects: Gaps between Owners and Contractors in Successful and Unsuccessful Projects

Few studies have verified the different causes of project delays between the owner and contractor perspectives. This article’s goal is to find what the causes of delay are and how to mitigate this delay depending on project performance. Thus, this study investigated 82 owner-side experts and 106 contractor-side experts in Tanzanian power construction projects. In successful projects (less than 10% time delay), the owners and contractors weighted similar causes such as vandalism and permits from authorities. They suggested similar mitigation strategies such as close project supervision, capacity building training, and proper logistics management. While in unsuccessful projects (more than 10% time delay), they exhibited many different responses. In particular, contractors weighted the causes incurred by changes in scope, owner’s poor supervision, delays in approval, failure in planning and designing risk more than contractors. Owners weighted the mitigation strategies such as top management support and timely procurement more than contractors. These findings will help project managers to understand owners’ and contactors’ different concerns and develop better solutions. This study mainly contributes to improving delay management in power construction projects in developing countries.