WorldWideScience

Sample records for management project site

  1. Site quality management of engineering projects

    International Nuclear Information System (INIS)

    Jiang Yiqun

    2008-01-01

    Site quality management of an engineering project of NPIC was introduced in this paper. Requirements on organization and management, interfaces, and management of interior and exterior communication were put forward, by description of quality planning, process management, process monitoring and summarizing for the engineering projects. By the management of personnel, specifications and procedures, and the control of equipment, material and work surroundings, not only the safety is ensured, but also the quality and schedule of the engineering project were guaranteed, and so the expected quality goals were achieved. (author)

  2. Tools and Methods for Risk Management in Multi-Site Engineering Projects

    Science.gov (United States)

    Zhou, Mingwei; Nemes, Laszlo; Reidsema, Carl; Ahmed, Ammar; Kayis, Berman

    In today's highly global business environment, engineering and manufacturing projects often involve two or more geographically dispersed units or departments, research centers or companies. This paper attempts to identify the requirements for risk management in a multi-site engineering project environment, and presents a review of the state-of-the-art tools and methods that can be used to manage risks in multi-site engineering projects. This leads to the development of a risk management roadmap, which will underpin the design and implementation of an intelligent risk mapping system.

  3. Siting and early-stage project management of nuclear power plant

    International Nuclear Information System (INIS)

    Wang Kai; Li Guojin

    2013-01-01

    In this paper, difficulties and challenges facing in siting of nuclear power plant after Fukushima nuclear accident is introduced. The key points for siting are analyzed. The site characteristics related to nuclear safety and the evaluated methods are discussed. From project management perspective, main procedures and key points for the early-stage of a nuclear power project are described. (authors)

  4. UMTRA [Uranium Mill Tailings Remedial Action] Project site management manual

    International Nuclear Information System (INIS)

    1990-10-01

    The purpose of this manual is to summarize the organizational interfaces and the technical approach used to manage the planning, design development, National Environmental Policy Act (NEPA) compliance, engineering, and remedial action required to stabilize and control the designated Uranium Mill Tailings Remedial Action (UMTRA) Project sites. This manual describes the Project's objective, participants' roles and responsibilities, technical approach for accomplishing the objective, and planning and managerial controls to be used in performing the site work. The narrative follows the flow of activities depicted in Figure 1.1, which provides the typical sequence of key Project activities. A list of acronyms used is presented at the end of the manual. The comparable manual for UMTRA Project vicinity properties is the ''Vicinity Properties Management and Implementation Manual'' (VPMIM) (UMTRA-DOE/AL-050601). Together, the two manuals cover the remedial action activities associated with UMTRA Project sites. The UMTRA Project's objective is to stabilize and control the uranium mill tailings, vicinity property materials, and other residual radioactive materials at the designated sites (Figure 1.2) in a safe and environmentally sound manner in order to minimize radiation health hazards to the public. 26 figs., 6 tabs

  5. Critical management practices influencing on-site waste minimization in construction projects.

    Science.gov (United States)

    Ajayi, Saheed O; Oyedele, Lukumon O; Bilal, Muhammad; Akinade, Olugbenga O; Alaka, Hafiz A; Owolabi, Hakeem A

    2017-01-01

    As a result of increasing recognition of effective site management as the strategic approach for achieving the required performance in construction projects, this study seeks to identify the key site management practices that are requisite for construction waste minimization. A mixed methods approach, involving field study and survey research were used as means of data collection. After confirmation of construct validity and reliability of scale, data analysis was carried out through a combination of Kruskal-Wallis test, descriptive statistics and exploratory factor analysis. The study suggests that site management functions could significantly reduce waste generation through strict adherence to project drawings, and by ensuring fewer or no design changes during construction process. Provision of waste skips for specific materials and maximisation of on-site reuse of materials are also found to be among the key factors for engendering waste minimization. The result of factor analysis suggests four factors underlying on-site waste management practices with 96.093% of total variance. These measures include contractual provisions for waste minimization, waste segregation, maximisation of materials reuse and effective logistic management. Strategies through which each of the underlying measures could be achieved are further discussed in the paper. Findings of this study would assist construction site managers and other site operatives in reducing waste generated by construction activities. Copyright © 2016 Elsevier Ltd. All rights reserved.

  6. Multi-Site Project Management A Program for Reducing the Cost of Technology Deployment at Department of Energy Sites

    International Nuclear Information System (INIS)

    Davis, N.R.; Selden, E.R.; Little, D.B.; Coleman, M.C.; Bennett, J.T.

    2009-01-01

    Retrieval and processing of High Level Waste (HLW) stored in Department of Energy (DOE) waste tanks is performed to support closure of the tanks as required by site specific regulatory agreements. Currently, there are four sites in the DOE Complex that have HLW tanks and must process and disposition HLW. As such, there is an opportunity to achieve an economy of scale and reduce duplication of efforts. Two or more sites typically have similar technology development and deployment needs. Technology development is already executed at the national level. As the technology is matured, the next step is to commission a design/build project. Typically each site performs this separately due to differences in waste type, tank design, site specific considerations such as proximity to the water table or to the site boundary. The focus of the individual sites tends to be on the differences between sites versus on the similarities thus there is an opportunity to minimize the cost for similar deployments. A team of engineers and project management professionals from the Savannah River Site has evaluated technology needs at the four HLW sites and determined that there is an economy of scale that can be achieved by specific technology deployments in the area of waste retrieval, waste pretreatment and waste disposition. As an example, the Waste on Wheels tank retrieval system (presented in the 2006 Waste Management Symposium) was designed and fabricated in portable modules that could be installed in HLW tanks at Hanford, Savannah River or Idaho. This same concept could be used for modular in-tank cesium removal process and equipment, tank cleaning mechanical equipment, and chemical tank cleaning process and equipment. The purpose of this paper is to present a multi-site project management approach that will reduce deployment costs and be consistent with DOE Order 413.3 project management principles. The approach will describe how projects can be managed by a lead site with

  7. Behavioural changes experienced by contract managers while working on remote project sites

    OpenAIRE

    2012-01-01

    M.B.A. This research project is concerned with the behavioural changes of contract managers while working on 'remote' project sites. While working on such a project, the researcher became aware that the behaviour of certain contract managers changed over the course of the project, and that this behaviour was not the same as they demonstrated when at home or in the office environment. In many instances these behavioural changes were of a negative nature, the consequences of which often resu...

  8. National Ignition Facility Project Site Safety Program

    International Nuclear Information System (INIS)

    Dun, C

    2003-01-01

    This Safety Program for the National Ignition Facility (NIF) presents safety protocols and requirements that management and workers shall follow to assure a safe and healthful work environment during activities performed on the NIF Project site. The NIF Project Site Safety Program (NPSSP) requires that activities at the NIF Project site be performed in accordance with the ''LLNL ES and H Manual'' and the augmented set of controls and processes described in this NIF Project Site Safety Program. Specifically, this document: (1) Defines the fundamental NIF site safety philosophy. (2) Defines the areas covered by this safety program (see Appendix B). (3) Identifies management roles and responsibilities. (4) Defines core safety management processes. (5) Identifies NIF site-specific safety requirements. This NPSSP sets forth the responsibilities, requirements, rules, policies, and regulations for workers involved in work activities performed on the NIF Project site. Workers are required to implement measures to create a universal awareness that promotes safe practice at the work site and will achieve NIF management objectives in preventing accidents and illnesses. ES and H requirements are consistent with the ''LLNL ES and H Manual''. This NPSSP and implementing procedures (e.g., Management Walkabout, special work procedures, etc.,) are a comprehensive safety program that applies to NIF workers on the NIF Project site. The NIF Project site includes the B581/B681 site and support areas shown in Appendix B

  9. Spent Nuclear Fuel project, project management plan

    International Nuclear Information System (INIS)

    Fuquay, B.J.

    1995-01-01

    The Hanford Spent Nuclear Fuel Project has been established to safely store spent nuclear fuel at the Hanford Site. This Project Management Plan sets forth the management basis for the Spent Nuclear Fuel Project. The plan applies to all fabrication and construction projects, operation of the Spent Nuclear Fuel Project facilities, and necessary engineering and management functions within the scope of the project

  10. Managing Pre-Construction and Construction Risks on Project Sites in Abuja-Nigeria

    Directory of Open Access Journals (Sweden)

    Jimoh R.A.

    2016-03-01

    Full Text Available Managing risks in construction projects has been acknowledged as a key direction process for the purposes of attaining the project goal in terms of time, cost, quality, safety, and environmental sustainability. Hence, the paper evaluated pre-construction and construction risks on active project sites in Abuja-Nigeria. This was achieved using survey method through the self-administration of 35 questionnaires to the professionals handling the 35 identified projects being undertaking at that time. Results showed that errors and omissions in design and improperly defined project scope had mean score values of 3.03 and 2.54, respectively, were the construction risks most experienced by the professionals during pre-construction. On the other hand, fluctuation in market prices and delays with mean score values of 3.14 and 2.74, respectively, were the construction risks experienced by the professionals during the construction phase of the projects. It is recommended that procurement methods such as construction management should be adopted and stakeholders should keep to their own side of the bargain to avoid unnecessary delays.

  11. Technical data management at the Yucca Mountain Site Characterization Project

    International Nuclear Information System (INIS)

    Statler, J.; Newbury, C.M.; Heitland, G.W.

    1992-01-01

    The Department of Energy/Office of Civilian Radioactive waste Management (DOE/OCRWM) is responsible for the characterization of Yucca Mountain, Nevada, to determine its potential as a site of a high-level radioactive waste repository. The characterization of Yucca Mountain encompasses many diverse investigations, both onsite and in laboratories across the country. Investigations are being conducted of the geology, hydrology, mineralogy, paleoclimate, geotechnical properties, and archeology of the area, to name a few. Effective program management requires that data from site investigations be processed, interpreted and disseminated in a timely manner to support model development and validation, repository design, and performance assessment. The Program must also meet regulatory requirements for making the technical data accessible to a variety of external users throughout the life of the Project. Finally, the DOE/OCRWM must make available the data or its description and access location available for use in support of the license application and supporting documentation. To accomplish these objectives, scientific and engineering data, generated by site characterization activities, and technical data, generated by environmental and socioeconomic impact assessment activities, must be systematically identified, cataloged, stored and disseminated in a controlled manner

  12. Progress report on decommissioning activities at the Fernald Environmental Management Project (FEMP) site

    International Nuclear Information System (INIS)

    1998-01-01

    The Fernald Environmental Management Project (FEMP), is located about 18 miles northwest of Cincinnati, Ohio. Between 1953 and 1989, the facility, then called the Feed Material Production Center or FMPC, produced uranium metal products used in the eventual production of weapons grade material for use by other US Department of Energy (DOE) sites. In 1989, FMPC's production was suspended by the federal government in order to focus resources on environmental restoration versus defense production. In 1992, Fluor Daniel Fernald assumed responsibility for managing all cleanup activities at the FEMP under contract to the DOE. In 1990, as part of the remediation effort, the site was divided into five operable units based on physical proximity of contaminated areas, similar amounts of types of contamination, or the potential for a similar technology to be used in cleanup activities. This report continues the outline of the decontamination and decommissioning (D and D) activities at the FEMP site Operable Unit 3 (OU3) and provides an update on the status of the decommissioning activities. OU3, the Facilities Closure and Demolition Project, involves the remediation of more than 200 uranium processing facilities. The mission of the project is to remove nuclear materials stored in these buildings, then perform the clean out of the buildings and equipment, and decontaminate and dismantle the facilities

  13. DECISION SUPPORT CONCEPT TO MANAGEMENT OF CONSTRUCTION PROJECTS - PROBLEM OF CONSTRUCTION SITE SELECTION

    Directory of Open Access Journals (Sweden)

    Nikša Jajac

    2013-02-01

    Full Text Available The aim of this paper is to present Decision Support Concept (DSC for management of construction projects. Focus of our research is in application of multicritera methods (MCM to decision making in planning phase of construction projects (related to the problem of construction sites selection. The problem is identified as a significant one from many different aspects such as economic aspect, civil engineering aspect, etc. what indicates the necessity for evaluation of multiple sites by several different criteria. Therefore, DSC for construction site selection based on PROMETHEE method is designed. In order to define the appropriate criteria, their weights and preference functions for the concept, three groups of stakeholders are involved (investors, construction experts and experts for real estate market in its design. AHP method has been used for determination of criteria weights. The model has been tested on the problem of site selection for construction of residential-commercial building in four largest cities in Croatia.

  14. Near-Site Transportation Infrastructure Project

    International Nuclear Information System (INIS)

    Viebrock, J.M.; Mote, N.

    1992-02-01

    There are 122 commercial nuclear facilities from which spent nuclear fuel will be accepted by the Federal Waste Management System (FWMS). Since some facilities share common sites and some facilities are on adjacent sites, 76 sites were identified for the Near-Site Transportation Infrastructure (NSTI) project. The objective of the NSTI project was to identify the options available for transportation of spent-fuel casks from each of these commercial nuclear facility sites to the main transportation routes -- interstate highways, commercial rail lines and navigable waterways available for commercial use. The near-site transportation infrastructure from each site was assessed, based on observation of technical features identified during a survey of the routes and facilities plus data collected from referenced information sources. The potential for refurbishment of transportation facilities which are not currently operational was also assessed, as was the potential for establishing new transportation facilities

  15. Project No. 7 - Decommissioning unit at Ignalina NPP. (Engineering and project management)

    International Nuclear Information System (INIS)

    2000-01-01

    In order to manage decommissioning process at Ignalina NPP, a new unit should be established in the framework of the Ignalina NPP organizational structure. The on-site Engineering Project Management Unit (PMU) will adopt an integrated approach to project management , engineering design, planning, procurement, safety and licensing activities at Ignalina NPP site. The PMU will assist the Ignalina NPP management in the development of an integrated decommissioning and waste management strategy

  16. Site systems engineering: Systems engineering management plan

    Energy Technology Data Exchange (ETDEWEB)

    Grygiel, M.L. [Westinghouse Hanford Co., Richland, WA (United States)

    1996-05-03

    The Site Systems Engineering Management Plan (SEMP) is the Westinghouse Hanford Company (WHC) implementation document for the Hanford Site Systems Engineering Policy, (RLPD 430.1) and Systems Engineering Criteria Document and Implementing Directive, (RLID 430.1). These documents define the US Department of Energy (DOE), Richland Operations Office (RL) processes and products to be used at Hanford to implement the systems engineering process at the site level. This SEMP describes the products being provided by the site systems engineering activity in fiscal year (FY) 1996 and the associated schedule. It also includes the procedural approach being taken by the site level systems engineering activity in the development of these products and the intended uses for the products in the integrated planning process in response to the DOE policy and implementing directives. The scope of the systems engineering process is to define a set of activities and products to be used at the site level during FY 1996 or until the successful Project Hanford Management Contractor (PHMC) is onsite as a result of contract award from Request For Proposal DE-RP06-96RL13200. Following installation of the new contractor, a long-term set of systems engineering procedures and products will be defined for management of the Hanford Project. The extent to which each project applies the systems engineering process and the specific tools used are determined by the project`s management.

  17. Area 5 Site characterization project report, FY 1994

    International Nuclear Information System (INIS)

    Albright, W.; Tyler, S.; Chapman, J.; Miller, M.; Estrella, R.

    1994-09-01

    The Area 5 Site Characterization Project is designed to determine the suitability of the Radioactive Waste Management Site (RWMS) for disposal of low-level waste (LLW), mixed waste (MW) and transuranic waste (TRU). The Desert Research institute (DRI) has conducted this study for the Area 5 Site Characterization Project for the US Department of Energy, Nevada Operations Office (DOE/NV), Waste Management Division (WMD). The purpose of DRI's Area 5 Site Characterization Project is to characterize important properties of the upper vadose zone which influence infiltration and redistribution of water and transport of solutes as well as to characterize the water quality and hydrologic conditions of the uppermost aquifer. This report describes methods and presents a summary of all data and results from laboratory physical and chemical testing from borehole samples through September 1994. DRI laboratories performed soil water content, soil water potential, soil bulk density, and soil water extract isotope analyses

  18. Hanford Site environmental management specification

    Energy Technology Data Exchange (ETDEWEB)

    Grygiel, M.L.

    1998-06-10

    The US Department of Energy, Richland Operations Office (RL) uses this Hanford Site Environmental Management Specification (Specification) to document top-level mission requirements and planning assumptions for the prime contractors involved in Hanford Site cleanup and infrastructure activities under the responsibility of the US Department of Energy, Office of Environmental Management. This Specification describes at a top level the activities, facilities, and infrastructure necessary to accomplish the cleanup of the Hanford Site and assigns this scope to Site contractors and their respective projects. This Specification also references the key National Environmental Policy Act of 1969 (NEPA), Comprehensive Environmental Response, Compensation, and Liability Act of 1980 (CERCLA), and safety documentation necessary to accurately describe the cleanup at a summary level. The information contained in this document reflects RL`s application of values, priorities, and critical success factors expressed by those involved with and affected by the Hanford Site project. The prime contractors and their projects develop complete baselines and work plans to implement this Specification. These lower-level documents and the data that support them, together with this Specification, represent the full set of requirements applicable to the contractors and their projects. Figure 1-1 shows the relationship of this Specification to the other basic Site documents. Similarly, the documents, orders, and laws referenced in this specification represent only the most salient sources of requirements. Current and contractual reference data contain a complete set of source documents.

  19. Hanford Site environmental management specification

    International Nuclear Information System (INIS)

    Grygiel, M.L.

    1998-01-01

    The US Department of Energy, Richland Operations Office (RL) uses this Hanford Site Environmental Management Specification (Specification) to document top-level mission requirements and planning assumptions for the prime contractors involved in Hanford Site cleanup and infrastructure activities under the responsibility of the US Department of Energy, Office of Environmental Management. This Specification describes at a top level the activities, facilities, and infrastructure necessary to accomplish the cleanup of the Hanford Site and assigns this scope to Site contractors and their respective projects. This Specification also references the key National Environmental Policy Act of 1969 (NEPA), Comprehensive Environmental Response, Compensation, and Liability Act of 1980 (CERCLA), and safety documentation necessary to accurately describe the cleanup at a summary level. The information contained in this document reflects RL's application of values, priorities, and critical success factors expressed by those involved with and affected by the Hanford Site project. The prime contractors and their projects develop complete baselines and work plans to implement this Specification. These lower-level documents and the data that support them, together with this Specification, represent the full set of requirements applicable to the contractors and their projects. Figure 1-1 shows the relationship of this Specification to the other basic Site documents. Similarly, the documents, orders, and laws referenced in this specification represent only the most salient sources of requirements. Current and contractual reference data contain a complete set of source documents

  20. Hellsgate Big Game Winter Range Wildlife Mitigation Site Specific Management Plan for the Hellsgate Project.

    Energy Technology Data Exchange (ETDEWEB)

    Berger, Matthew T.; Judd, Steven L.

    1999-01-01

    This report contains a detailed site-specific management plan for the Hellsgate Winter Range Wildlife Mitigation Project. The report provides background information about the mitigation process, the review process, mitigation acquisitions, Habitat Evaluation Procedures (HEP) and mitigation crediting, current habitat conditions, desired future habitat conditions, restoration/enhancements efforts and maps.

  1. Yucca Mountain Project Site Atlas: Volume 1: Draft

    International Nuclear Information System (INIS)

    1988-10-01

    The Nevada Nuclear Waste Storage Investigations (NNWSI) Project Site Atlas is a reference document of field activities which have been, or are being, conducted by the US Department of Energy (DOE) to support investigations of Yucca Mountain as a potential site for an underground repository for high-level radioactive waste. These investigations, as well as future investigations, will yield geologic, geophysical, geochemical, geomechanical, hydrologic, volcanic, seismic, and environmental data necessary to characterize Yucca Mountain and its regional setting. This chapter summarizes the background of the NNWSI Project and the objective, scope, structure, and preparation of the Site Atlas. Chapter 2 describes in more detail the bibliography and map portfolio portions of the Atlas, which are presented in Chapter 4 and Volume 2, respectively. Chapter 3 describes how to use the Atlas. The objective of the Site Atlas is to create a management tool for the DOE Waste Management Project Office (WMPO) that will allow the WMPO to compile and disseminate information regarding the location of NNWSI Project field investigations, and document the permits acquired and the environmental, archaeological, and socioeconomic surveys conducted to support those investigations. The information contained in the Atlas will serve as a historical reference of site investigation field activities. A companion document to the Atlas is the NNWSI Project Surface Based Investigations Plan (SBIP)

  2. Management of Decommissioning on a Multi-Facility Site

    International Nuclear Information System (INIS)

    Laraia, Michele; McIntyre, Peter; Visagie, Abrie

    2008-01-01

    The management of the decommissioning of multi-facility sites may be inadequate or inappropriate if based on approaches and strategies developed for sites consisting of only a single facility. The varied nature of activities undertaken, their interfaces and their interdependencies are likely to complicate the management of decommissioning. These issues can be exacerbated where some facilities are entering the decommissioning phase while others are still operational or even new facilities are being built. Multi-facility sites are not uncommon worldwide but perhaps insufficient attention has been paid to optimizing the overall site decommissioning in the context of the entire life cycle of facilities. Decommissioning management arrangements need to be established taking a view across the whole site. A site-wide decommissioning management system is required. This should include a project evaluation and approval process and specific arrangements to manage identified interfaces and interdependencies. A group should be created to manage decommissioning across the site, ensuring adequate and consistent practices in accordance with the management system. Decommissioning management should be aimed at the entire life cycle of facilities. In the case of multi facility sites, the process becomes more complex and decommissioning management arrangements need to be established with a view to the whole site. A site decommissioning management system, a group that is responsible for decommissioning on site, a site project evaluation and approval process and specific arrangements to manage the identified interfaces are key areas of a site decommissioning management structure that need to be addressed to ensure adequate and consistent decommissioning practices. A decommissioning strategy based on single facilities in a sequential manner is deemed inadequate

  3. Yucca Mountain Site characterization project bibliography, January--June 1991

    International Nuclear Information System (INIS)

    1992-06-01

    Following a reorganization of the Office of Civilian Radioactive Waste Management in 1990, the Yucca Mountain Project was renamed Yucca Mountain Site Characterization Project. The title of this bibliography was also changed to Yucca Mountain Site Characterization Project Bibliography. Prior to August 5, 1988, this project was called the Nevada Nuclear Waste Storage Investigations. This bibliography contains information on this ongoing project that was added to the Department of Energy's Science and Technology Database from January 1, 1990, through December 31, 1991

  4. Survey of siting practices for selected management projects in seven countries

    International Nuclear Information System (INIS)

    Hardin, E.; Aahagen, H.

    1992-06-01

    This paper surveys siting practices for deep geologic disposal in seven countries, and attempts to formulate generalizations which could be useful for the upcoming review of the Swedish plan for siting the SFL repository (R and D 92). Comparison of projects in different countries is done with full appreciation of the technical, legal, and cultural differences. The seven countries were selected for experience with siting in crystalline rock, similarity of siting practices to Sweden, and the availability of published information. Local governments have demonstrated effective veto power in each of the seven countries surveyed, although this power is exercised in different ways. This paper shows how the siting strategy itself affects the ability and the inclination of localities to block the project. It shows by example that public involvement, parallel vs. sequential characterization, schedule for siting activities, and the existence of interim waste storage capability have an impact on the success of siting. The focus of this paper is deep geologic disposal. Shallow land disposal and non-radioactive wastes are not discussed in detail, with three exceptions: LLW disposal siting in the U.S. and Canada, and the SAKAB incinerator projects in Sweden. These provide insight into siting approaches and demonstrate that conclusions regarding deep geologic disposal are supported by other experience. (114 refs.) (au)

  5. Influential Factors Affecting Materials Management in Construction Projects

    Directory of Open Access Journals (Sweden)

    Jusoh Zairra Mat

    2017-12-01

    Full Text Available Construction projects are more often than not plagued by poor performances such as delays, cost overrun, low productivity, construction wastes and compromised quality. Amongst the critical contributory factors of poor project performances, is the ineffectiveness of materials management occurring in the construction sites. Indeed, materials management is a very important component for construction projects. However, there are only limited numbers of research available regarding this topic. Thus, this research focuses its study on materials management, specifically in identifying the influential factors that affect materials management in the construction project activities. Literatures from books, journal articles and conference papers related to poor project performances and materials management have been reviewed. Consequently, this study sorted the salient influential factors and categorized them based on their specific group. Out of 47 factors identified, they are classified into 8 groups. They are (1 site condition; (2 planning and handling on site; (3 management; (4 materials; (5 supplier and manufacturer default; (6 transportation; (7 contractual; and (8 governmental interferences. In conclusion, this study contends that by identifying the influential factors affecting materials management, it will help construction players to avoid the occurrence of those factors and will minimize the negative impacts on the overall performance of construction projects. Hence, the handling-over of project will be according to schedule and not delayed by materials mismanagement.

  6. Uranium Mill Tailings Remedial Action Project surface project management plan

    International Nuclear Information System (INIS)

    1994-09-01

    This Project Management Plan describes the planning, systems, and organization that shall be used to manage the Uranium Mill Tailings Remedial Action Project (UMTRA). US DOE is authorized to stabilize and control surface tailings and ground water contamination at 24 inactive uranium processing sites and associated vicinity properties containing uranium mill tailings and related residual radioactive materials

  7. Tools for Closure Project and Contract Management: Development of the Rocky Flats Integrated Closure Project Baseline

    International Nuclear Information System (INIS)

    Gelles, C. M.; Sheppard, F. R.

    2002-01-01

    This paper details the development of the Rocky Flats Integrated Closure Project Baseline - an innovative project management effort undertaken to ensure proactive management of the Rocky Flats Closure Contract in support of the Department's goal for achieving the safe closure of the Rocky Flats Environmental Technology Site (RFETS) in December 2006. The accelerated closure of RFETS is one of the most prominent projects within the Department of Energy (DOE) Environmental Management program. As the first major former weapons plant to be remediated and closed, it is a first-of-kind effort requiring the resolution of multiple complex technical and institutional challenges. Most significantly, the closure of RFETS is dependent upon the shipment of all special nuclear material and wastes to other DOE sites. The Department is actively working to strengthen project management across programs, and there is increasing external interest in this progress. The development of the Rocky Flats Integrated Closure Project Baseline represents a groundbreaking and cooperative effort to formalize the management of such a complex project across multiple sites and organizations. It is original in both scope and process, however it provides a useful precedent for the other ongoing project management efforts within the Environmental Management program

  8. Integrated project management type contracts

    International Nuclear Information System (INIS)

    Heisler, S.I.

    1975-01-01

    The concept of integrated project management represents a single source to which the owner can turn for all project management functions excepting for those relating to outside parties such as site purchase, personnel selection etc. Other functions such as design, procurement, construction management, schedule and cost control, quality assurance/quality control are usually handled by the integrated project manager as the agent of the owner. The arrangement is flexible and the responsibilities can be varied to suit the size and experience of the owner. Past experience in the United States indicates an increase in the trend toward IPM work and it appears that overseas this trend is developing also. (orig./RW) [de

  9. National Ignition Facility Site Management Plan

    International Nuclear Information System (INIS)

    Roberts, V.

    1997-01-01

    The purpose of the NIF Site Management Plan is to describe the roles, responsibilities, and interfaces for the major NIF Project organizations involved in construction of the facility, installation and acceptance testing of special equipment, and the NIF activation. The plan also describes the resolution of priorities and conflicts. The period covered is from Critical Decision 3 (CD3) through the completion of the Project. The plan is to be applied in a stepped manner. The steps are dependent on different elements of the project being passed from the Conventional Facilities (CF) Construction Manager (CM), to the Special Equipment (SE) CMs, and finally to the Activation/ Start-Up (AS) CM. These steps are defined as follows: The site will be coordinated by CF through Project Milestone 310, end of conventional construction. The site is defined as the fenced area surrounding the facility and the CF laydown and storage areas. The building utilities that are installed by CF will be coordinated by CF through the completion of Project Milestone 310, end of conventional construction. The building utilities are defined as electricity, compressed air, de-ionized water, etc. Upon completion of the CF work, the Optics Assembly Building/Laser and Target Area Building (OAB/LTAB) will be fully operational. At that time, an Inertial Confinement Fusion (ICF) Program building coordinator will become responsible for utilities and site activities. * Step 1. Mid-commissioning (temperature stable, +1 degree C) of an area (e.g., Laser Bay 2, OAB) will precipitate the turnover of that area (within the four walls) from CF to SE. * Step 2. Interior to the turned-over space, SE will manage all interactions, including those necessary by CF. * Step 3. As the SE acceptance testing procedures (ATPS) are completed, AS will take over the management of the area and coordinate all interactions necessary by CF and SE. For each step, the corresponding CMs for CF, SE, or AS will be placed in charge of

  10. National Ignition Facility Site Management Plan

    Energy Technology Data Exchange (ETDEWEB)

    Roberts, V.

    1997-09-01

    The purpose of the NIF Site Management Plan is to describe the roles, responsibilities, and interfaces for the major NIF Project organizations involved in construction of the facility, installation and acceptance testing of special equipment, and the NIF activation. The plan also describes the resolution of priorities and conflicts. The period covered is from Critical Decision 3 (CD3) through the completion of the Project. The plan is to be applied in a stepped manner. The steps are dependent on different elements of the project being passed from the Conventional Facilities (CF) Construction Manager (CM), to the Special Equipment (SE) CMs, and finally to the Activation/ Start-Up (AS) CM. These steps are defined as follows: The site will be coordinated by CF through Project Milestone 310, end of conventional construction. The site is defined as the fenced area surrounding the facility and the CF laydown and storage areas. The building utilities that are installed by CF will be coordinated by CF through the completion of Project Milestone 310, end of conventional construction. The building utilities are defined as electricity, compressed air, de-ionized water, etc. Upon completion of the CF work, the Optics Assembly Building/Laser and Target Area Building (OAB/LTAB) will be fully operational. At that time, an Inertial Confinement Fusion (ICF) Program building coordinator will become responsible for utilities and site activities. * Step 1. Mid-commissioning (temperature stable, +1{degree}C) of an area (e.g., Laser Bay 2, OAB) will precipitate the turnover of that area (within the four walls) from CF to SE. * Step 2. Interior to the turned-over space, SE will manage all interactions, including those necessary by CF. * Step 3. As the SE acceptance testing procedures (ATPS) are completed, AS will take over the management of the area and coordinate all interactions necessary by CF and SE. For each step, the corresponding CMs for CF, SE, or AS will be placed in charge of

  11. Use of project management approach for planning of decommissioning activities of a uranium mining site

    Energy Technology Data Exchange (ETDEWEB)

    Ribeiro, Saulo F.Q.; Lage, Ricardo F.; Gomes, Danielle E.; Ogawa, Iukio, E-mail: quintao.saulo@gmail.com, E-mail: rflage@gmail.com, E-mail: danielle@inb.gov.br, E-mail: iukio@inb.gov.br [Indústrias Nucleares do Brasil (INB), Rio de Janeiro, RJ (Brazil)

    2017-07-01

    The decommissioning of nuclear facilities in the fuel cycle is an extremely important factor for the continuity of nuclear program in any country, especially in that countries such as Brazil, where there are some facilities are in process of being dismantled or must be decommissioned in the medium and long term. Since the decommissioning is a process quite complex and expensive and for this reason, it must be handle with modern management practices for so that the chances of success are increased. This work aims to describe the management plan and the strategy adopted for the execution of the decommissioning and environmental remediation (D and ER) activities for the first uranium mine in Brazil, located in the Minas Gerais State and known as Unidade de Tratamento de Minério (UTM). This facility was operated between 1982 and 1995. All the economically recoverable uranium was extracted and nowadays there is no mining activity is underway and there are only research and laboratory activities are running in the site. The conceptual plans for decommissioning and remediation for this unit have been prepared and emergency activities were recommended. These activities are related to studies about drainage acid, ensure safety of dams, adequacy of CAKE II storage conditions and request for operating licenses for the decommissioning from IBAMA and the authorization from CNEN. The majority of the critical factors for decommissioning had their origin due the characteristics of the project have been implemented and has remained due to uncertainties in the decision-making process over time. This project has a set of variables that need to be analyzed considering different aspects as licensing and regulatory framework, radiological, technical and engineering issues, beyond costs, schedule, risks and human resources. In this sense, it was decided to adopt the good practices of project management, published by the Project Management Institute - PMI and to give a differentiated

  12. Use of project management approach for planning of decommissioning activities of a uranium mining site

    International Nuclear Information System (INIS)

    Ribeiro, Saulo F.Q.; Lage, Ricardo F.; Gomes, Danielle E.; Ogawa, Iukio

    2017-01-01

    The decommissioning of nuclear facilities in the fuel cycle is an extremely important factor for the continuity of nuclear program in any country, especially in that countries such as Brazil, where there are some facilities are in process of being dismantled or must be decommissioned in the medium and long term. Since the decommissioning is a process quite complex and expensive and for this reason, it must be handle with modern management practices for so that the chances of success are increased. This work aims to describe the management plan and the strategy adopted for the execution of the decommissioning and environmental remediation (D and ER) activities for the first uranium mine in Brazil, located in the Minas Gerais State and known as Unidade de Tratamento de Minério (UTM). This facility was operated between 1982 and 1995. All the economically recoverable uranium was extracted and nowadays there is no mining activity is underway and there are only research and laboratory activities are running in the site. The conceptual plans for decommissioning and remediation for this unit have been prepared and emergency activities were recommended. These activities are related to studies about drainage acid, ensure safety of dams, adequacy of CAKE II storage conditions and request for operating licenses for the decommissioning from IBAMA and the authorization from CNEN. The majority of the critical factors for decommissioning had their origin due the characteristics of the project have been implemented and has remained due to uncertainties in the decision-making process over time. This project has a set of variables that need to be analyzed considering different aspects as licensing and regulatory framework, radiological, technical and engineering issues, beyond costs, schedule, risks and human resources. In this sense, it was decided to adopt the good practices of project management, published by the Project Management Institute - PMI and to give a differentiated

  13. Resource Conservation and Recovery Act Industrial Sites quality assurance project plan: Nevada Test Site, Nevada

    International Nuclear Information System (INIS)

    1994-06-01

    This quality assurance project plan (QAPjP) describes the measures that shall be taken to ensure that the environmental data collected during characterization and closure activities of Resource Conservation and Recovery Act (RCRA) Industrial Sites at the Nevada Test Site (NTS) are meaningful, valid, defensible, and can be used to achieve project objectives. These activities are conducted by the US Department of Energy Nevada Operations Office (DOE/NV) under the Nevada Environmental Restoration (ER) Project. The Nevada ER Project consists of environmental restoration activities on the NTS, Tonopah Test Range, Nellis Air Force Range, and eight sites in five other states. The RCRA Industrial Sites subproject constitutes a component of the Nevada ER Project. Currently, this QAPjP is limited to the seven RCRA Industrial Sites identified within this document that are to be closed under an interim status and pertains to all field- investigation, analytical-laboratory, and data-review activities in support of these closures. The information presented here supplements the RCRA Industrial Sites Project Management Plan and is to be used in conjunction with the site-specific subproject sampling and analysis plans

  14. Project Management Plan

    International Nuclear Information System (INIS)

    1988-01-01

    The mission of the Uranium Mill Tailings Remedial Action (UMTRA) Project is explicitly stated and directed in the Uranium Mill Tailings Radiation Control Act of 1978, Public Law 95-604, 42 USC 7901 (hereinafter referred to as the ''Act''). Title I of the Act authorizes the Department of Energy (DOE) to undertake remedial actions at 24 designated inactive uranium processing sites and associated vicinity properties containing uranium mill tailings and other residual radioactive materials derived from the processing sites. The Act, amended in January 1983, by Public Law 97-415, also authorizes DOE to perform remedial actions at vicinity properties in Edgemont, South Dakota. Cleanup of the Edgemont processing site is the responsibility of the Tennessee Valley Authority. This document describes the plan, organization, system, and methodologies used to manage the design, construction, and other activities required to clean up the designated sites and associated vicinity properties in accordance with the Act. The plan describes the objectives of the UMTRA Project, defines participants' roles and responsibilities, outlines the technical approach for accomplishing the objectives, and describes the planning and managerial controls to be used in integrating and performing the Project mission. 21 figs., 21 tabs

  15. Site management plan: Douglas Point Ecological Laboratory

    International Nuclear Information System (INIS)

    Jensen, B.L.; Miles, K.J.; Strass, P.K.; McDonald, B.

    1979-01-01

    A portion of the Douglas Point Site has been set aside for use as an ecological monitoring facility (DPEL). Plans call for it to provide for long-term scientific study and analysis of specific terrestrial and aquatic ecological systems representative of the coastal plain region of the mid-Atlantic United States. Discussion of the program is presented under the following section headings: goals and objectives; management and organization of DPEL; laboratory director; site manager; monitoring manager; research manager; and, organizational chart. The seven appendixes are entitled: detailed site description; supplemental land use plan; contract between Potomac Electric Power Company and Charles County Community Collge (CCCC); research and monitoring projects initiated at the Douglas Point Power Plant site; advisory committees; facilities and equipment; and CCCC personnel resumes

  16. Project management plan for the 105-C Reactor interim safe storage project. Revision 1

    International Nuclear Information System (INIS)

    Miller, R.L.

    1997-01-01

    In 1942, the Hanford Site was commissioned by the US Government to produce plutonium. Between 1942 and 1955, eight water-cooled, graphite-moderated reactors were constructed along the Columbia River at the Hanford Site to support the production of plutonium. The reactors were deactivated from 1964 to 1971 and declared surplus. The Surplus Production Reactor Decommissioning Project (BHI 1994b) will decommission these reactors and has selected the 105-C Reactor to be used as a demonstration project for interim safe storage at the present location and final disposition of the entire reactor core in the 200 West Area. This project will result in lower costs, accelerated schedules, reduced worker exposure, and provide direct benefit to the US Department of Energy for decommissioning projects complex wide. This project sets forth plans, organizational responsibilities, control systems, and procedures to manage the execution of the Project Management Plan for the 105-C Reactor Interim Safe Storage Project (Project Management Plan) activities to meet programmatic requirements within authorized funding and approved schedules. The Project Management Plan is organized following the guidelines provided by US Department of Energy Order 4700.1, Project Management System and the Richland Environmental Restoration Project Plan (DOE-RL 1992b)

  17. Legacy Management CERCLA Sites. Quality Assurance Project Plan

    Energy Technology Data Exchange (ETDEWEB)

    Riddle, Donna L.

    2007-05-03

    S.M. Stoller Corporation is the contractor for the Technical Assistance Contract (TAC) for the U.S. Department of Energy (DOE) Office of Legacy Management (LM) operations. Stoller employs a management system that applies to all programs, projects, and business management systems funded through DOE-LM task orders. The management system incorporates the philosophy, policies, and requirements of health and safety, environmental compliance, and quality assurance (QA) in all aspects of project planning and implementation. Health and safety requirements are documented in the Health and Safety Manual (STO 2), the Radiological Control Manual (STO 3), the Integrated Safety Management System Description (STO 10), and the Drilling Health and Safety Requirements (STO 14). Environmental compliance policy and requirements are documented in the Environmental Management Program Implementation Manual (STO 11). The QA Program is documented in the Quality Assurance Manual (STO 1). The QA Manual (STO 1) implements the specific requirements and philosophy of DOE Order 414.1C, Quality Assurance. This manual also includes the requirements of other standards that are regularly imposed by customers, regulators, or other DOE orders. Title 10 Code of Federal Regulations Part 830, “Quality Assurance Requirements,” ANSI/ASQC E4-2004, “Quality Systems for Environmental Data and Technology Programs – Requirements with Guidance for Use,” and ISO 14001-2004, “Environmental Management Systems,” have been included. These standards are similar in content. The intent of the QA Manual (STO 1) is to provide a QA management system that incorporates the requirements and philosophy of DOE and other customers within the QA Manual. Criterion 1, “Quality Assurance Program,” identifies the fundamental requirements for establishing and implementing the QA management system; QA Instruction (QAI) 1.1, “QA Program Implementation,” identifies the TAC organizations that have responsibility for

  18. Legacy Management CERCLA Sites. Quality Assurance Project Plan

    International Nuclear Information System (INIS)

    2007-01-01

    S.M. Stoller Corporation is the contractor for the Technical Assistance Contract (TAC) for the U.S. Department of Energy (DOE) Office of Legacy Management (LM) operations. Stoller employs a management system that applies to all programs, projects, and business management systems funded through DOE-LM task orders. The management system incorporates the philosophy, policies, and requirements of health and safety, environmental compliance, and quality assurance (QA) in all aspects of project planning and implementation. Health and safety requirements are documented in the Health and Safety Manual (STO 2), the Radiological Control Manual (STO 3), the Integrated Safety Management System Description (STO 10), and the Drilling Health and Safety Requirements (STO 14). Environmental compliance policy and requirements are documented in the Environmental Management Program Implementation Manual (STO 11). The QA Program is documented in the Quality Assurance Manual (STO 1). The QA Manual (STO 1) implements the specific requirements and philosophy of DOE Order 414.1C, Quality Assurance. This manual also includes the requirements of other standards that are regularly imposed by customers, regulators, or other DOE orders. Title 10 Code of Federal Regulations Part 830, 'Quality Assurance Requirements', ANSI/ASQC E4-2004, 'Quality Systems for Environmental Data and Technology Programs - Requirements with Guidance for Use', and ISO 14001-2004, 'Environmental Management Systems', have been included. These standards are similar in content. The intent of the QA Manual (STO 1) is to provide a QA management system that incorporates the requirements and philosophy of DOE and other customers within the QA Manual. Criterion 1, 'Quality Assurance Program', identifies the fundamental requirements for establishing and implementing the QA management system; QA Instruction (QAI) 1.1, 'QA Program Implementation', identifies the TAC organizations that have responsibility for implementing the QA

  19. Managing projects using a project management approach

    Directory of Open Access Journals (Sweden)

    Marko D. Andrejić

    2011-04-01

    Full Text Available Modern management theory treats all complex tasks and duties like projects and make these projects possible to be managed by a particular organizational-management concept in order to achieve a goal effectively. A large number of jobs and tasks performed in the system of defense or for defense purposes have the characteristics of projects. Project management is both a skill and a science of monitoring human, material, financial, energy and other resources to achieve required objectives within the given limits: deadlines, time, budget, possibility of realization and the satisfaction of the interests of all project participants. Project management is a traditional area of applied (or functional management focused on managing complex and uncertain situations with defined goals. Introduction In conditions of rapid change and high uncertainty, only adaptive organizations survive, i. e. those that are able not only to react quickly to changes but also to proactively take advantage of changes. Development of project management The biggest influence on the development of the area had complex jobs within the engineering profession. In parallel with the traditional approach new approaches began to develop, while the traditional one still remained in use. Contrary to the traditional engineering approach, a dynamic model first developed in order to respond to demands for greater control of costs. Project management Project management is a skill and knowledge of human and material resources to achieve set objectives within prescribed limits: deadlines, time, budget, possibility of realization, and the satisfaction of all participants in the project. In order to realize a project effectively, it is necessary to manage it rationally. Planning and project management A project plan is a document that allows all team members insight on where to go, when to start and when to arrive, what is necessary to be done in order to achieve the project objectives and what

  20. Solid waste management complex site development plan

    International Nuclear Information System (INIS)

    Greager, T.M.

    1994-01-01

    The main purpose of this Solid Waste Management Complex Site Development Plan is to optimize the location of future solid waste treatment and storage facilities and the infrastructure required to support them. An overall site plan is recommended. Further, a series of layouts are included that depict site conditions as facilities are constructed at the SWMC site. In this respect the report serves not only as the siting basis for future projects, but provides siting guidance for Project W-112, as well. The plan is intended to function as a template for expected growth of the site over the next 30 years so that future facilities and infrastructure will be properly integrated

  1. Solid waste management complex site development plan

    Energy Technology Data Exchange (ETDEWEB)

    Greager, T.M.

    1994-09-30

    The main purpose of this Solid Waste Management Complex Site Development Plan is to optimize the location of future solid waste treatment and storage facilities and the infrastructure required to support them. An overall site plan is recommended. Further, a series of layouts are included that depict site conditions as facilities are constructed at the SWMC site. In this respect the report serves not only as the siting basis for future projects, but provides siting guidance for Project W-112, as well. The plan is intended to function as a template for expected growth of the site over the next 30 years so that future facilities and infrastructure will be properly integrated.

  2. Management of the Cs/Sr Capsule Project at the Hanford Site. Technology Readiness Assessment Report

    Energy Technology Data Exchange (ETDEWEB)

    None, None

    2018-01-01

    The Federal Project Director (FPD) for the U.S. Department of Energy (DOE), Richland Operations Office (RL) Waste Management and D&D Division (WMD) requested a Technology Readiness Assessment (TRA) for the Management of the Cesium/Strontium Capsule Storage Project (MCSCP) at the Waste Encapsulation and Storage Facility (WESF) on the Hanford Site in Washington State. The MCSCP CD-1 TRA was performed by a team selected in collaboration between the Office of Environmental Management (EM) Chief Engineer (EM-3.3) and RL, WMD FPD. The TRA Team included subject matter and technical experts having experience in cask storage, process engineering, and system design who were independent of the MCSCP, and the team was led by the Director of Operations and Processes from the EM Chief Engineer's Office (EM-3.32). Movement of the Cs/Sr capsules to dry storage, based on information from the conceptual design, involves (1) capsule packaging, (2) capsule transfer, and (3) capsule storage. The project has developed a conceptual process, described in 30059-R-02, "NAC Conceptual Design Report for the Management of the Cesium and Strontium Capsules Project", which identifies the five major activities in the process to complete the transfer from storage pool to pad-mounted cask storage. The process, shown schematically in Figure 1, is comprised of the following process steps: (1) loading capsules into the UCS; (2) UCS processing; (3) UCS insertion into the TSC Basket; (4) cask transport from WESF to CSA and (5) extended storage at the CSA.

  3. Quattor: managing (complex) grid sites

    International Nuclear Information System (INIS)

    Jouvin, M

    2008-01-01

    Quattor is a tool developed to efficiently manage fabrics with hundreds or thousands of Linux machines, while still being able to manage smaller clusters easily. It was originally developed inside the European Data Grid (EDG) project and is now in use at more than 50 grid sites running gLite middleware, ranging from small LCG T3s to very large sites like CERN. Quattor's ability to factorize and to reuse common parts of service configurations permitted the development of the QWG templates: a complete set of standard templates to configure the OS and gLite middleware. Any site can just import and customize the configuration without editing the bulk of the templates. Collaboration around these templates results in a very efficient sharing of installation and configuration information between those sites using them

  4. Disposal Site Information Management System

    International Nuclear Information System (INIS)

    Larson, R.A.; Jouse, C.A.; Esparza, V.

    1986-01-01

    An information management system for low-level waste shipped for disposal has been developed for the Nuclear Regulatory Commission (NRC). The Disposal Site Information Management System (DSIMS) was developed to provide a user friendly computerized system, accessible through NRC on a nationwide network, for persons needing information to facilitate management decisions. This system has been developed on NOMAD VP/CSS, and the data obtained from the operators of commercial disposal sites are transferred to DSIMS semiannually. Capabilities are provided in DSIMS to allow the user to select and sort data for use in analysis and reporting low-level waste. The system also provides means for describing sources and quantities of low-level waste exceeding the limits of NRC 10 CFR Part 61 Class C. Information contained in DSIMS is intended to aid in future waste projections and economic analysis for new disposal sites

  5. Groundwater/Vadose Zone Integration Project Management Plan

    International Nuclear Information System (INIS)

    Hughes, M. C.

    1999-01-01

    This Project Management Plan (PMP) defines the authorities, roles, and responsibilities of the US Department of Energy (DOE), Richland Operations Office (RL) and those contractor organizations participating in the Hanford Site' s Groundwater/Vadose Zone (GW/VZ) Integration Project. The PMP also describes the planning and control systems, business processes, and other management tools needed to properly and consistently conduct the Integration Project scope of work

  6. Hanford Site Waste Management Plan

    International Nuclear Information System (INIS)

    1988-12-01

    The Hanford Site Waste Management Plan (HWMP) was prepared in accordance with the outline and format described in the US Department of Energy Orders. The HWMP presents the actions, schedules, and projected costs associated with the management and disposal of Hanford defense wastes, both radioactive and hazardous. The HWMP addresses the Waste Management Program. It does not include the Environmental Restoration Program, itself divided into the Environmental Restoration Remedial Action Program and the Decontamination and Decommissioning Program. The executive summary provides the basis for the plans, schedules, and costs within the scope of the Waste Management Program at Hanford. It summarizes fiscal year (FY) 1988 including the principal issues and the degree to which planned activities were accomplished. It further provides a forecast of FY 1989 including significant milestones. Section 1 provides general information for the Hanford Site including the organization and administration associated with the Waste Management Program and a description of the Site focusing on waste management operations. Section 2 and Section 3 describe radioactive and mixed waste management operations and hazardous waste management, respectively. Each section includes descriptions of the waste management systems and facilities, the characteristics of the wastes managed, and a discussion of the future direction of operations

  7. Providing an integrated waste management strategy and operation focused on project end states at the Hanford site

    International Nuclear Information System (INIS)

    Blackford, L.

    2009-01-01

    CH2M HILL Plateau Remediation Company (CHPRC) is the U.S. Department of Energy's (DOE) contractor responsible for the safe, environmental cleanup of the Central Plateau of the Hanford Site. The 586-square-mile Hanford Site is located along the Columbia River in southeastern Washington State. A plutonium production complex with nine nuclear reactors and associated processing facilities, Hanford played a pivotal role in the nation's defense for more than 40 years, beginning in the 1940's with the Manhattan Project. Today, under the direction of the DOE, Hanford is engaged in the world's largest environmental cleanup project. The Plateau Remediation Contract (PRC) is a 10-year project paving the way for closure of the Hanford Site through demolition of the Plutonium Finishing Plant; remediation of six burial grounds and 11 groundwater systems; treatment of 43.8 meters of sludge; and disposition of 8,200 meters of transuranic waste, 800 spent nuclear material containers, 2,100 metric tons of spent nuclear fuel, and two reactors. The $4.5 billion project, funded through the U.S. DOE Office of Environmental Management, focuses equally on reducing risks to workers, the public, and the environment and on protecting the Columbia River. The DOE, which operates the Hanford Site, the U.S. Environmental Protection Agency (EPA), and the State of Washington Department of Ecology (Ecology) signed a comprehensive cleanup and compliance agreement on May 15, 1989. The Hanford Federal Facility Agreement and Consent Order, or Tri-Party Agreement (TPA), is an agreement for achieving compliance with the Comprehensive Environmental Response Compensation and Liability Act (CERCLA) remedial action provisions and with the Resource Conservation and Recovery Act (RCRA) treatment, storage, and disposal (TSD) unit regulations and corrective action provisions . More specifically, the Tri-Party Agreement does the following: 1) defines and ranks CERCLA and RCRA cleanup commitments; 2) establishes

  8. PACS project management utilizing web-based tools

    Science.gov (United States)

    Patel, Sunil; Levin, Brad; Gac, Robert J., Jr.; Harding, Douglas, Jr.; Chacko, Anna K.; Radvany, Martin; Romlein, John R.

    2000-05-01

    As Picture Archiving and Communications Systems (PACS) implementations become more widespread, the management of deploying large, multi-facility PACS will become a more frequent occurrence. The tools and usability of the World Wide Web to disseminate project management information obviates time, distance, participant availability, and data format constraints, allowing for the effective collection and dissemination of PACS planning, implementation information, for a potentially limitless number of concurrent PACS sites. This paper will speak to tools, such as (1) a topic specific discussion board, (2) a 'restricted' Intranet, within a 'project' Intranet. We will also discuss project specific methods currently in use in a leading edge, regional PACS implementation concerning the sharing of project schedules, physical drawings, images of implementations, site-specific data, point of contacts lists, project milestones, and a general project overview. The individual benefits realized for the end user from each tool will also be covered. These details will be presented, balanced with a spotlight on communication as a critical component of any project management undertaking. Using today's technology, the web arguably provides the most cost and resource effective vehicle to facilitate the broad based, interactive sharing of project information.

  9. Management systems for environmental restoration projects

    International Nuclear Information System (INIS)

    Harbert, R.R.

    1990-01-01

    This paper reports that the success fo large environmental restoration projects depends on sound management systems to guide the team of organizations and individuals responsible for the project. Public concern about and scrutiny of these environmental projects increase the stakes for those involved in the management of projects. The Department of Energy (DOE) Formerly Utilized Sites Remedial Action Program (FUSRAP) uses a system approach to performing and improving the work necessary to meet FUSRAP objectives. This approach to preforming and improving the work necessary to meet FUSRAP objectives. This approach is based upon management criteria embodied in DOE cost and schedule control system and the quality assurance requirements. The project team used complementary criteria to develop a system of related parts and processes working together to accomplish the goals of the project

  10. Switchgear project meticulously managed.

    Science.gov (United States)

    Baillie, Jonathan

    2015-04-01

    Electrical engineering and estates personnel at Sodexo--which manages a wide range of soft and hard facilities management services for five hospitals under a PFI contract at the Manchester Royal Infirmary--have successfully planned, managed, and co-ordinated, a complex electrical engineering project which saw high voltage (HV) switchgear in the site's main intake sub-station dismantled by the supplier to repair a potential earthing mechanism fault which would have prevented individual switchgear panels being shut down, to, for example, cater for renovation of electrical cabling or components cross the site's high voltage network. With detailed planning, including provision for bringing onto site temporary bulk generators, and the formulation of a 600-step switching programme, the replacement of potential faulty driver components in the disconnect mechanism for 20 HV switchgear panels was completed in just four weeks, with minimal interruption to the vast complex's power supply.

  11. Management evolution in the LSST project

    Science.gov (United States)

    Sweeney, Donald; Claver, Charles; Jacoby, Suzanne; Kantor, Jeffrey; Krabbendam, Victor; Kurita, Nadine

    2010-07-01

    The Large Synoptic Survey Telescope (LSST) project has evolved from just a few staff members in 2003 to about 100 in 2010; the affiliation of four founding institutions has grown to 32 universities, government laboratories, and industry. The public private collaboration aims to complete the estimated $450 M observatory in the 2017 timeframe. During the design phase of the project from 2003 to the present the management structure has been remarkably stable. At the same time, the funding levels, staffing levels and scientific community participation have grown dramatically. The LSSTC has introduced project controls and tools required to manage the LSST's complex funding model, technical structure and distributed work force. Project controls have been configured to comply with the requirements of federal funding agencies. Some of these tools for risk management, configuration control and resource-loaded schedule have been effective and others have not. Technical tasks associated with building the LSST are distributed into three subsystems: Telescope & Site, Camera, and Data Management. Each sub-system has its own experienced Project Manager and System Scientist. Delegation of authority is enabling and effective; it encourages a strong sense of ownership within the project. At the project level, subsystem management follows the principle that there is one Board of Directors, Director, and Project Manager who have overall authority.

  12. Open Source Approach to Project Management Tools

    Directory of Open Access Journals (Sweden)

    Romeo MARGEA

    2011-01-01

    Full Text Available Managing large projects involving different groups of people and complex tasks can be challenging. The solution is to use Project management software, which allows a more efficient management of projects. However, famous project management systems can be costly and may require expensive custom servers. Even if free software is not as complex as Microsoft Project, is noteworthy to think that not all projects need all the features, amenities and power of such systems. There are free and open source software alternatives that meet the needs of most projects, and that allow Web access based on different platforms and locations. A starting stage in adopting an OSS in-house is finding and identifying existing open source solution. In this paper we present an overview of Open Source Project Management Software (OSPMS based on articles, reviews, books and developers’ web sites, about those that seem to be the most popular software in this category.

  13. Yucca Mountain Site characterization project bibliography, January--June 1991

    International Nuclear Information System (INIS)

    Lorenz, J.J.; Stephan, P.M.

    1991-09-01

    Following a reorganization of the Office of Civilian Radioactive Waste Management in 1990, the Yucca Mountain Project was renamed Yucca Mountain Site Characterization Project. The title of this bibliography was also changed to Yucca Mountain Site Characterization Project Bibliography. Prior to August 5, 1988, this project was called the Nevada Nuclear Waste Storage Investigations. This bibliography contains information on this ongoing project that was added to the Department of Energy's Energy Science and Technology Database from January 1991 through June 1991. The bibliography is categorized by principal project participating organization. Participant-sponsored subcontractor reports, papers, and articles are included in the sponsoring organization's list. Another section contains information about publications on the Energy Science and Technology Database that were not sponsored by the project but have some relevance to it

  14. Yucca Mountain Site Characterization Project bibliography, January--June 1992

    International Nuclear Information System (INIS)

    1992-01-01

    Following a reorganization of the Office of Civilian Radioactive Waste Management in 1990, the Yucca Mountain Project was renamed Yucca Mountain Site Characterization Project. The title of this bibliography was also changed to Yucca Mountain Site Characterization Project Bibliography. Prior to August 5, 1988, this project was called the Nevada Nuclear Waste Storage Investigations. This bibliography contains information on this ongoing project that was added to the Department of Energy's Energy Science and Technology Database from January 1, 1993, through June 30, 1993. The bibliography is categorized by principal project participating organization. Participant-sponsored subcontractor reports, papers, and articles are included in the sponsoring organization's list. Another section contains information about publications on the Energy Science and Technology Database that were not sponsored by the project but have some relevance to it

  15. Yucca Mountain Site Characterization Project Bibliography, July--December 1990

    International Nuclear Information System (INIS)

    1991-05-01

    Following a reorganization of the Office of Civilian Radioactive Waste Management, the Yucca Mountain Project was renamed Yucca Mountain Site Characterization Project. The title of this bibliography was also changed to Yucca Mountains Site Characterization Project Bibliography. Prior to August 5, 1988, this project was called the Nevada Nuclear Waste Storage Investigations. This bibliography contains information on this ongoing project that was added to the Department of Energy's Energy Science and Technology Database from July 1990 through December 1990. The bibliography is categorized by principal project participating organization. Participant-sponsored subcontractor reports, papers and articles are included in the sponsoring organizations list. Another section contains information about publications on the Energy Science and Technology Database that were not sponsored by the project but have some relevance to it

  16. Yucca Mountain Site characterization project bibliography, January--June 1992

    International Nuclear Information System (INIS)

    1992-09-01

    Following a reorganization of the Office of Civilian Radioactive Waste Management in 1990, the Yucca Mountain Project was renamed Yucca Mountain Site Characterization Project. The title of this bibliography was also changed to Yucca Mountain Site Characterization Project Bibliography. Prior to August 5, 1988, this project was called the Nevada Nuclear Waste Storage Investigations. This bibliography contains information on this ongoing project that was added to the Department of Energy's Energy Science and Technology Database from January 1, 1992, through June 30, 1992. The bibliography is categorized by principal project participating organization. Participant-sponsored subcontractor resorts, papers, and articles are included in the sponsoring organization's list. Another section contains information about publications on the Energy Science and Technology Database that were not sponsored by the project but have some relevance to it

  17. Alternative techniques for environmental project management

    International Nuclear Information System (INIS)

    Reeves, S.

    1994-01-01

    Beginning in the late 1970s and early 1980s, increased regulation and recognition of ground water as an important natural resource led industry to address subsurface contamination at many sites. This caused the industry's dependence on environmental consultants to increase drastically. Initially, the accepted practice for addressing environmental concerns was to rely upon consultants to determine appropriate work scope, budgets, procedures and regulatory interaction. While significant advances have been made in technology and consulting services, improvement in project management and cost containment have been limited. In order to effectively manage environmental projects, it is imperative that business risks and standardized project management practices be factored into environmental solutions. A standardized environmental project management program was developed and applied to projects at petroleum marketing facilities throughout the United States. Following development and implementation, detailed studies were conducted to measure the value of standardization in reducing costs and enhancing efficiencies. The results indicate significant improvement in both reducing project costs and in enhancing the efficiency of consultants

  18. Ranking the Project Management Success Factors for Construction Project in South India

    Science.gov (United States)

    Aneesha, K.; Haridharan, M. K.

    2017-07-01

    In Today’s construction industry, to achieve a greater advantage over the firms, success of each project and efficiency is required. Effective Project Management overcomes these types of challenges. This study identifies the success factors which are important for project management in construction project success. From the literature review, 26 factors were found to be critical. Project managers, construction managers, civil engineers, contractors and site engineers were the respondents. After analyzing the data in SPSS software, the dominant factors from the regression analysis are top management support, competent project team, abilities to solve problems, realistic cost and time estimates, information/communication, competency of the project manager are the 6 factors out of 12 in 26 factors. Effective communication between stakeholders got highest priority and client involvement, good leadership, clarity of project goals got second priority. Informal communication gives better results compared to formal communications like written formats. To remove communication barrier with the stakeholders, informal communication like speaking face-to-face with the language this fits for the stakeholders.

  19. Software configuration management plan for the Hanford site technical database

    International Nuclear Information System (INIS)

    GRAVES, N.J.

    1999-01-01

    The Hanford Site Technical Database (HSTD) is used as the repository/source for the technical requirements baseline and programmatic data input via the Hanford Site and major Hanford Project Systems Engineering (SE) activities. The Hanford Site SE effort has created an integrated technical baseline for the Hanford Site that supports SE processes at the Site and project levels which is captured in the HSTD. The HSTD has been implemented in Ascent Logic Corporation (ALC) Commercial Off-The-Shelf (COTS) package referred to as the Requirements Driven Design (RDD) software. This Software Configuration Management Plan (SCMP) provides a process and means to control and manage software upgrades to the HSTD system

  20. Management and Beneficial Reuse of Overburden Material - Linde Formerly Utilized Sites Remedial Action Program (FUSRAP) Remediation Project

    International Nuclear Information System (INIS)

    Boyle, J.D.; Schwippert, M.; Lorenz, W.D.

    2009-01-01

    This paper outlines three separate and distinct situations where the proper management of overburden material allows for the beneficial reuse of overburden material. Beneficial reuse of overburden material at the Linde Project was made possible by a simultaneous combination of physical conditions at the site in conjunction with collaborative planning and cooperation between U.S. Army Corps of Engineers - Buffalo District, New York State Department of Energy and Conservation, the Owner and Shaw Environmental and Infrastructure. Efforts by the project team focused on maintaining compliance with project plan requirements, communicating the plan to all parties, executing the plan safely and efficiently, and emphasizing fiscal responsibility to ensure maximum cost savings. (authors)

  1. Project Management

    DEFF Research Database (Denmark)

    Pilkington, Alan; Chai, Kah-Hin; Le, Yang

    2015-01-01

    This paper identifies the true coverage of PM theory through a bibliometric analysis of the International Journal of Project Management from 1996-2012. We identify six persistent research themes: project time management, project risk management, programme management, large-scale project management......, project success/failure and practitioner development. These differ from those presented in review and editorial articles in the literature. In addition, topics missing from the PM BOK: knowledge management project-based organization and project portfolio management have become more popular topics...

  2. NOMINATION FOR THE PROJECT MANAGEMENT INSTITUTE (PMI) PROJECT OF THE YEAR AWARD. INTEGRATED DISPOSAL FACILITY (IDF)

    International Nuclear Information System (INIS)

    MCLELLAN, G.W.

    2007-01-01

    CH2M HILL Hanford Group, Inc. (CH2M HILL) is pleased to nominate the Integrated Disposal Facility (IDF) project for the Project Management Institute's consideration as 2007 Project of the Year, Built for the U.S, Department of Energy's (DOE) Office of River Protection (ORP) at the Hanford Site, the IDF is the site's first Resource Conservation and Recovery Act (RCRA)-compliant disposal facility. The IDF is important to DOE's waste management strategy for the site. Effective management of the IDF project contributed to the project's success. The project was carefully managed to meet three Tri-Party Agreement (TPA) milestones. The completed facility fully satisfied the needs and expectations of the client, regulators and stakeholders. Ultimately, the project, initially estimated to require 48 months and $33.9 million to build, was completed four months ahead of schedule and $11.1 million under budget. DOE directed construction of the IDF to provide additional capacity for disposing of low-level radioactive and mixed (i.e., radioactive and hazardous) solid waste. The facility needed to comply with federal and Washington State environmental laws and meet TPA milestones. The facility had to accommodate over one million cubic yards of the waste material, including immobilized low-activity waste packages from the Waste Treatment Plant (WTP), low-level and mixed low-level waste from WTP failed melters, and alternative immobilized low-activity waste forms, such as bulk-vitrified waste. CH2M HILL designed and constructed a disposal facility with a redundant system of containment barriers and a sophisticated leak-detection system. Built on a 168-area, the facility's construction met all regulatory requirements. The facility's containment system actually exceeds the state's environmental requirements for a hazardous waste landfill. Effective management of the IDF construction project required working through highly political and legal issues as well as challenges with

  3. Risk management for independent power projects

    International Nuclear Information System (INIS)

    Owen, J.L.

    1993-01-01

    Independent Power, where electric utilities or other bulk electric power users contract with individual electric power generation facilities to meet their projected long term power needs, has grown dramatically over the past ten years or more. This concept, to contract with Independent Power Producers (IPP), is not a new concept and in fact goes back to the early formation of the electric power industry in this country and worldwide. Successful Risk Management is the foundation for ultimate project completion and operation in fulfilling the expectations of all parties. The primary risks associated with the development of Independent Power projects include: predicting long term fuel availability and cost; predicting long term price for the deliverable of electricity; site selection, site characteristics and permitting; innovative or evolving technology; project execution (design and construction), and; lifetime O ampersand M costs and plant reliability. This paper focuses on the risks inherent in the development of IPPs and addresses the management of these risks

  4. NKA/INF: A project on emergency management

    International Nuclear Information System (INIS)

    Jakobsson, S.; Brehmer, B.

    1990-01-01

    The paper describes the development of a prototype emergency management system for the nuclear sector (project started in 1985 by the Nordic liaison committee for atomic energy). Two prototype systems have been implemented, one for on-site and one for off-site. The intended users of the systems are the plant emergency manager on-site and the chief of staff of the county emergency centre off-site. The proto-types are implemented in Lisp on Symbolics workstations using WIMP (windows, icons, menus and pointing) interface techniques

  5. Site remediation technologies and environmental management practices in the utility industry

    Energy Technology Data Exchange (ETDEWEB)

    NONE

    2000-07-01

    Sessions covered: chemical oxidation; DNAPL and source management; regulatory perspectives and state programs; manufactured gas plant site management; sediments, cyanides, and other issues at MGP sites; biotechnology applications; agricultural waste issues; risk communication and bioremediation; air emissions and air toxics management; project management and redevelopment; environmentally acceptable endpoint and risk-based site management; site assessment, background concentration and closure; risk communication and beneficial use by recycling; PCB and RCRA issues; and phytoremediation and bioremediation of wastes.

  6. Site selection for controversial projects: reflections on the MRS experience

    International Nuclear Information System (INIS)

    Sigmon, E.B.; Marland, G.

    1987-01-01

    Projects for waste management, power production, and a host of other socially useful functions frequently falter because of local opposition. Students of the siting dilemma have prescribed accommodation of local interests through negotiation and compensation, but they offer little advice on the site selection itself. The negotiated compensation approach to siting frequently fails because localities refuse to negotiate. The authors argue that methods of site selection and developers' initial stance toward local communities affect communities' propensity to negotiate. Site selection strategies and their influence on project acceptability are examined, using the Department of Energy's Monitored Retrievable Storage proposal as a point of departure. 14 refs

  7. Mock Site Licensing Demonstration Project. Final report

    International Nuclear Information System (INIS)

    Roop, R.D.

    1986-06-01

    The Mock Site Licensing Demonstration Project developed the Low-Level Radioactive Waste Siting Simulation, a role-playing exercise designed to facilitate the process of siting and licensing disposal facilities for low-level waste (LLW). This report describes the development, contant, and usefulness of the siting simulation. The simulation was designed by Harvard University's Program on Negotiation; it can be conducted at a workshop or conference, involves 14 or more participants, and requires about eight hours to complete. The simulation consists of two sessions. In the first, participants negotiate the selection of siting criteria, and in the second, a preferred site for a facility is chosen from three candidate sites. The project sponsored two workshops (in Boston, Massachusetts and Richmond, Virginia) in which the simulation was conducted for persons involved in planning for LLW. It is concluded that the siting simulation can be useful in three ways: (1) as a tool for information dissemination, (2) as a vehicle that can foste communication among parties in conflict, and (3) as a step toward consensus building and conflict resolution. The DOE National Low-Level Waste Management Program is now making the siting simulation available for use by states, regional compacts, and other organizations involved in development of LLW disposal facilities

  8. Project Management Approach to Transition of the Miamisburg Closure Project From Environmental Cleanup to Post-Closure Operations

    International Nuclear Information System (INIS)

    Carpenter, C.P.; Marks, M.L.; Smiley, S.L.; Gallaher, D.M.; Williams, K.D.

    2006-01-01

    The U.S. Department of Energy (DOE) used a project management approach to transition the Miamisburg Closure Project from cleanup by the Office of Environmental Management (EM) to post-closure operations by the Office of Legacy Management (LM). Two primary DOE orders were used to guide the site transition: DOE Order 430.1B, Real Property Asset Management, for assessment and disposition of real property assets and DOE Order 413.3, Program and Project Management for Acquisition of Capital Assets, for project closeout of environmental cleanup activities and project transition of post-closure activities. To effectively manage these multiple policy requirements, DOE chose to manage the Miamisburg Closure Project as a project under a cross-member transitional team using representatives from four principal organizations: DOE-LM, the LM contractor S.M. Stoller Corporation, DOE-EM, and the EM contractor CH2M Hill Mound Inc. The mission of LM is to manage the Department's post-transition responsibilities and long-term care of legacy liabilities and to ensure the future protection of human health and the environment for cleanup sites after the EM has completed its cleanup activities. (authors)

  9. Intelligent Materials Tracking System for Construction Projects Management

    Directory of Open Access Journals (Sweden)

    Narimah Kasim

    2015-05-01

    Full Text Available An essential factor adversely affecting the performance of construction projects is the improper handling of materials during site activities. In addition, paper-based reports are mostly used to record and exchange information related to the material components within the supply chain, which is problematic and inefficient. Generally, technologies (such as wireless systems and RFID are not being adequately used to overcome human errors and are not well integrated with project management systems to make tracking and management of materials easier and faster. Findings from a literature review and surveys showed that there is a lack of positive examples of such tools having been used effectively. Therefore, this research focused on the development of a materials tracking system that integrates RFID-based materials management with resources modelling to improve on-site materials tracking. Rapid prototyping was used to develop the system and testing of the system was carried out to examine the functionality and working appropriately. The proposed system is intended to promote the employment of RFID for automatic materials tracking with integration of resource modelling (Microsoft (R Office Project in the project management system in order to establish which of the tagged components are required resources for certain project tasks. In conclusion, the system provides an automatic and easy tracking method for managing materials during materials delivery and inventory management processes in construction projects.

  10. Defense waste management operations at the Nevada Test Site

    International Nuclear Information System (INIS)

    Williams, R.E.; Kendall, E.W.

    1988-01-01

    Waste management activities were initiated at the Nevada Test Site (NTS) to dispose of low-level wastes (LLW) produced by the Department of Energy's (DOE's) weapons testing program. Disposal activities have expanded from the burial of atmospheric weapons testing debris to demonstration facilities for greater-than-Class-C (GTCC) waste, transuranic (TRU) waste storage and certification, and the development of a mixed waste (MW) facility. Site specific operational research projects support technology development required for the various disposal facilities. The annual cost of managing the facilities is about $6 million depending on waste volumes and types. The paper discusses site selection; establishment of the Radioactive Waste Management Project; operations with respect to low-level radioactive wastes, transuranic waste storage, greater confinement disposal test, and mixed waste management facility; and related research activities such as tritium migration studies, revegetation studies, and in-situ monitoring of organics

  11. Construction management at the SP-100 ground engineering system test site

    International Nuclear Information System (INIS)

    Burchell, G.P.; Wilson, L.R.

    1991-01-01

    Contractors under the U.S. Department of Energy management have implemented a comprehensive approach to the management of design and construction of the complex facility modifications at the SP-100 Ground Engineering System Test Site on the Hanford Reservation. The SP-100 Test Site employs a multi-organizational integrated management approach with clearly defined responsibilities to assure success. This approach allows for thorough planning and analysis before the project kick off, thus minimizing the number and magnitude of problems which arise during the course of the project. When combined with a comprehensive cost and schedule/project management reporting system the problems which do occur are recognized early enough to assure timely intervention and resolution

  12. Automating the management of software projects in a developing it ...

    African Journals Online (AJOL)

    Software project management is the control of the transformation of users' ... Model from The American Systems Corporation (ASC) was used for risk management. ... Multi-site development approach facilitates large projects by using simple ...

  13. NOMINATION FOR THE PROJECT MANAGEMENT INSTITUTE (PMI) PROJECT OF THE YEAR AWARD INTEGRATED DISPOSAL FACILITY (IDF)

    Energy Technology Data Exchange (ETDEWEB)

    MCLELLAN, G.W.

    2007-02-07

    CH2M HILL Hanford Group, Inc. (CH2M HILL) is pleased to nominate the Integrated Disposal Facility (IDF) project for the Project Management Institute's consideration as 2007 Project of the Year, Built for the U.S, Department of Energy's (DOE) Office of River Protection (ORP) at the Hanford Site, the IDF is the site's first Resource Conservation and Recovery Act (RCRA)-compliant disposal facility. The IDF is important to DOE's waste management strategy for the site. Effective management of the IDF project contributed to the project's success. The project was carefully managed to meet three Tri-Party Agreement (TPA) milestones. The completed facility fully satisfied the needs and expectations of the client, regulators and stakeholders. Ultimately, the project, initially estimated to require 48 months and $33.9 million to build, was completed four months ahead of schedule and $11.1 million under budget. DOE directed construction of the IDF to provide additional capacity for disposing of low-level radioactive and mixed (i.e., radioactive and hazardous) solid waste. The facility needed to comply with federal and Washington State environmental laws and meet TPA milestones. The facility had to accommodate over one million cubic yards of the waste material, including immobilized low-activity waste packages from the Waste Treatment Plant (WTP), low-level and mixed low-level waste from WTP failed melters, and alternative immobilized low-activity waste forms, such as bulk-vitrified waste. CH2M HILL designed and constructed a disposal facility with a redundant system of containment barriers and a sophisticated leak-detection system. Built on a 168-area, the facility's construction met all regulatory requirements. The facility's containment system actually exceeds the state's environmental requirements for a hazardous waste landfill. Effective management of the IDF construction project required working through highly political and legal

  14. Statement of John H. Anttonen, Project Manager, Basalt Waste Isolation Project, Richland Operations Office, Department of Energy

    International Nuclear Information System (INIS)

    Anon.

    1987-01-01

    My name is John Anttonen and I am the Project Manager for the Basalt Waste Isolation Project (BWIP) at the Department of Energy Richland Operation Office. The responsibilities of may office are to manage the day-to-day activities of the site suitability investigations of the basalt formations at the Hanford Site, a Department complex that is involved in a variety of national missions, including defense materials production, nuclear energy research, and radioactive waste management. In may prepared comments today I would like to touch upon four specific subject areas relating to the BWIP program and then I would be happy to answer any questions you might have. The topics I will cover are: (1) historical aspects; (2) site specific technical issues and how they will be addressed during site characterization of the basalt site at Hanford; (3) current project status and; (4) institutional interaction. For clarity, I have attached several charts to my statement

  15. New Production Reactor project-management plan

    International Nuclear Information System (INIS)

    McCrosson, F.J.; Hibbard, L.; Buckner, M.R.

    1982-01-01

    This document provides a project management plan for the first phase of a project to design and build a new production reactor (NPR) at SRP. The design of the NPR is based upon proven SRP heavy water reactor design, with several enhancements such as full containment, moderator detritiation, improved cooling, and modernized control rooms and instrumentation. The first phase of the NPR project includes environmental and safety analyses, preparation of the technical data summary and basic data, site studies, engineering studies, and conceptual design. The project management plan was developed by a 14-member task force comprised of representatives from the Technical Division, the Manufacturing Division, the Departmental Engineer's Office, and the Engineering Department

  16. Yucca Mountain site characteriztion project bibliography. Progress Report, 1994--1995

    International Nuclear Information System (INIS)

    1996-08-01

    Following a reorganization of the Office of Civilian Radioactive Waste Management in 1990, the Yucca Mountain Project was renamed Yucca Mountain Site Characterization Project. The title of this bibliography was also changed to Yucca Mountain Site Characterization Project Bibliography. Prior to August 5, 1988, this project was called the Nevada Nuclear Waste Storage Investigations. This bibliography contains information on this ongoing project which was added to the Department of Energy's Energy Science and Technology Database from January 1, 1994, through December 31, 1995. The bibliography is categorized by principal project participating organization. Participant-sponsored subcontractor reports, papers, and articles are included in the sponsoring organization's list. Another section contains information about publications on the Energy Science and Technology database which were not sponsored by the project but have some relevance to it

  17. Yucca Mountain site characteriztion project bibliography. Progress Report, 1994--1995

    Energy Technology Data Exchange (ETDEWEB)

    NONE

    1996-08-01

    Following a reorganization of the Office of Civilian Radioactive Waste Management in 1990, the Yucca Mountain Project was renamed Yucca Mountain Site Characterization Project. The title of this bibliography was also changed to Yucca Mountain Site Characterization Project Bibliography. Prior to August 5, 1988, this project was called the Nevada Nuclear Waste Storage Investigations. This bibliography contains information on this ongoing project which was added to the Department of Energy`s Energy Science and Technology Database from January 1, 1994, through December 31, 1995. The bibliography is categorized by principal project participating organization. Participant-sponsored subcontractor reports, papers, and articles are included in the sponsoring organization`s list. Another section contains information about publications on the Energy Science and Technology database which were not sponsored by the project but have some relevance to it.

  18. Management of difference in a nuclear power project

    International Nuclear Information System (INIS)

    Guo Ruiting

    2012-01-01

    The Thesis dissertate the application of Management of Difference in a Nuclear Power Project from nuclear safety regulation requirement, selection of a nuclear power plant site, engineering and procurement, construction, operation and maintenance, quality management, schedule management and experience feedback aspects. (author)

  19. Planning and Managing Drupal Projects

    CERN Document Server

    Nordin, Dani

    2011-01-01

    If you're a solo website designer or part of a small team itching to build interesting projects with Drupal, this concise guide will get you started. Drupal's learning curve has thrown off many experienced designers, particularly the way it handles design challenges. This book shows you the lifecycle of a typical Drupal project, with emphasis on the early stages of site planning. Learn how to efficiently estimate and set up your own project, so you can focus on ways to make your vision a reality, rather than let project management details constantly distract you. Plan and estimate your projec

  20. Project Management

    DEFF Research Database (Denmark)

    Project Management Theory Meets Practice contains the proceedings from the 1st Danish Project Management Research Conference (DAPMARC 2015), held in Copenhagen, Denmark, on May 21st, 2015.......Project Management Theory Meets Practice contains the proceedings from the 1st Danish Project Management Research Conference (DAPMARC 2015), held in Copenhagen, Denmark, on May 21st, 2015....

  1. Surface water management at a mixed waste remediation site

    International Nuclear Information System (INIS)

    Schlotzhauer, D.S.; Warbritton, K.R.

    1991-01-01

    The Weldon Spring Remedial Action Project (WSSRAP) deals with chemical and radiological contaminants. MK-Ferguson Company is managing the project under contract with the US Department of Energy. Remedial activities include demolishing buildings, constructing material storage and staging areas, excavating and consolidating waste materials, and treating and disposing of the materials in a land disposal facility. Due to the excavation and construction required during remediation, a well-planned surface water management system is essential. Planning involves characterization of source areas and surface water transport mechanisms and identification of applicable regulations. System components include: erosion control sediment control, flow attenuation, and management of contaminated water. Combinations of these components may be utilized during actual construction and remediation to obtain optimum control. Monitoring is performed during implementation in order to assess the effectiveness of control measures. This management scheme provides for comprehensive management of surface water at this site by providing control and/or treatment to appropriate standards. Although some treatment methodologies for contaminated water are specific to site contaminants, this comprehensive program provides a management approach which is applicable to many remedial projects in order to minimize contaminant release and meet Clean Water Act requirements

  2. BODIES OF KNOWLEDGE IN PROJECT MANAGEMENT AND PROJECT QUALITY MANAGEMENT

    Directory of Open Access Journals (Sweden)

    Tamara Gvozdenovic

    2008-03-01

    Full Text Available One of the main trends is standardization of project management. Some of the most important bodies of knowledge in project management, which were created by professional associations for project management are given in this paper. The main of the project management, apart from minimization of time, resources and costs, is to finish the project in the required quality, i.e. it is very important during the whole process of project management to provide realizing the project without any deviations from the previously set quality standards. Basic processes of project quality management are: quality planning, quality assurance and quality control.

  3. BODIES OF KNOWLEDGE IN PROJECT MANAGEMENT AND PROJECT QUALITY MANAGEMENT

    OpenAIRE

    Tamara Gvozdenovic; Mirjana Miljanovic; Aleksandar Jegdic; Zeljko Crnogorcic

    2008-01-01

    One of the main trends is standardization of project management. Some of the most important bodies of knowledge in project management, which were created by professional associations for project management are given in this paper. The main of the project management, apart from minimization of time, resources and costs, is to finish the project in the required quality, i.e. it is very important during the whole process of project management to provide realizing the project without any deviatio...

  4. Development of advanced JGIS considering qualify management and project management

    International Nuclear Information System (INIS)

    Kawachi, Susumu; Ohi, Takao; Kawamura, Makoto; Ishihara, Yoshinao; Ebina, Takanori

    2008-03-01

    A system for managing and integrating the technical information of R and D was developed (JGIS: JAEA Geological Disposal Information Integration System). The subjects are to improve the usability as the system and the usability to record the information and the data in order to display the function of the system sufficiently and in order to enable the practical use of the system. In this study the aims are to display the function of JGIS and to enable the researchers as the users to recognize the significance of using JGIS. We built the conceptual design in order to implement the function of quality management and project management to JGIS. We considered that researchers could access the portal site of the research projects which were set as the WBS (Work Breakdown Structure) items and could confirm which WBS item the research project belonged to in the whole plan. We also considered that the research projects could be managed by using the conformity assessment sheets which were adopted for the quality management. The appendix contains the example of application of real projects to JGIS and the user's manual of JGIS (Example of a study of potential impact of natural phenomena). We demonstrated that researchers could confirm which WBS item the research project related to in JGIS and could manage the quality of the research projects by using the conformity assessment sheets in JGIS. (author)

  5. Technical management of difference in CEPR nuclear power project

    International Nuclear Information System (INIS)

    Guo Ruiting

    2014-01-01

    The Thesis dissertate the application of technical management of difference in CEPR Nuclear Power Project from EPR technical bases, condition of a nuclear power plant site, engineering and procurement, construction, quality management, schedule management and experience feedback aspects. (author)

  6. Yucca Mountain Site Characterization Project Bibliography, July--December 1994: An update

    Energy Technology Data Exchange (ETDEWEB)

    NONE

    1995-03-01

    Following a reorganization of the Office of Civilian Radioactive Waste Management in 1990, the Yucca Mountain Project was renamed Yucca Mountain Site Charactrization Project. The title of this bibliography was also changed to Yucca Mountain Site Characterization Project Bibliography. Prior to August 5, 1988, this project was called the Nevada Nuclear Waste Storage Investigations. This bibliography contains information on this ongoing project that was added to the Department of Energy`s Science and Technology Database from July 1, 1994 through December 31, 1994. The bibliography is categorized by principal project participating organization. Participant-sponsored subcontractor reports, papers, and articles are included in the sponsoring organization`s list. Another section contains information about publications on the Energy Science and Technology Database that were not sponsored by the project but have some relevance to it.

  7. Yucca Mountain Site Characterization Project Bibliography, July, December 194: An update

    International Nuclear Information System (INIS)

    1995-03-01

    Following a reorganization of the Office of Civilian Radioactive Waste Management in 1990, the Yucca Mountain Project was renamed Yucca Mountain Site Charactrization Project. The title of this bibliography was also changed to Yucca Mountain Site Characterization Project Bibliography. Prior to August 5, 1988, this project was called the Nevada Nuclear Waste Storage Investigations. This bibliography contains information on this ongoing project that was added to the Department of Energy's Science and Technology Database from July 1, 1994 through December 31, 1994. The bibliography is categorized by principal project participating organization. Participant-sponsored subcontractor reports, papers, and articles are included in the sponsoring organization's list. Another section contains information about publications on the Energy Science and Technology Database that were not sponsored by the project but have some relevance to it

  8. Project Management and the Project Manager: A Strategy for ...

    African Journals Online (AJOL)

    International Journal of Development and Management Review ... collapse, project failure, project abandonment, project cost and time overruns, etc. ... component parts that constitute project management in the building construction industry.

  9. AVLIS Production Plant Project Management Plan

    International Nuclear Information System (INIS)

    1984-01-01

    The AVLIS Production Plant is designated as a Major System Acquisition (in accordance with DOE Order 4240.IC) to deploy Atomic Vapor Laser Isotope Separation (AVLIS) technology at the Oak Ridge, Tennessee site, in support of the US Uranium Enrichment Program. The AVLIS Production Plant Project will deploy AVLIS technology by performing the design, construction, and startup of a production plant that will meet capacity production requirements of the Uranium Enrichment Program. The AVLIS Production Plant Project Management Plan has been developed to outline plans, baselines, and control systems to be employed in managing the AVLIS Production Plant Project and to define the roles and responsibilities of project participants. Participants will develop and maintain detailed procedures for implementing the management and control systems in agreement with this plan. This baseline document defines the system that measures work performed and costs incurred. This plan was developed by the AVLIS Production Plant Project staff of Martin Marietta Energy Systems, Inc. and Lawrence Livermore National Laboratory in accordance with applicable DOE directives, orders and notices. 38 figures, 19 tables

  10. Uranium Mill Tailings Remedial Action Project, Surface Project Management Plan. Revision 1

    International Nuclear Information System (INIS)

    1994-12-01

    Title I of the Uranium Mill Tailings Radiation Control Act (UMTRCA) authorizes the US Department of Energy (DOE) to undertake remedial action at 24 designated inactive uranium processing sites and associated vicinity properties (VP) containing uranium mill tailings and related residual radioactive materials. The purpose of the Uranium Mill Tailings Remedial Action (UMTRA) Surface Project is to minimize or eliminate radiation health hazards to the public and the environment at the 24 sites and related VPs. This document describes the management organization, system, and methods used to manage the design, construction, and other activities required to clean up the designated sites and associated VPs, in accordance with the UMTRCA

  11. Uranium Mill Tailings Remedial Action Project, Surface Project Management Plan. Revision 1

    Energy Technology Data Exchange (ETDEWEB)

    1994-12-01

    Title I of the Uranium Mill Tailings Radiation Control Act (UMTRCA) authorizes the US Department of Energy (DOE) to undertake remedial action at 24 designated inactive uranium processing sites and associated vicinity properties (VP) containing uranium mill tailings and related residual radioactive materials. The purpose of the Uranium Mill Tailings Remedial Action (UMTRA) Surface Project is to minimize or eliminate radiation health hazards to the public and the environment at the 24 sites and related VPs. This document describes the management organization, system, and methods used to manage the design, construction, and other activities required to clean up the designated sites and associated VPs, in accordance with the UMTRCA.

  12. Safety assessment for Area 5 radioactive-waste-management site

    International Nuclear Information System (INIS)

    Hunter, P.H.; Card, D.H.; Horton, K.

    1982-09-01

    The Area 5 Radioactive Waste Management Safety Assessment Document contains evaluations of site characteristics, facilities, and operating practices that contribute to the safe handling, storage, and disposal of low-level radioactive wastes at the Nevada Test Site. Physical geography, cultural factors, climate and meteorology, geology, hydrology (with emphasis on radionuclide migration), ecology, natural phenomena, and natural resources are discussed and determined to be suitable for effective containment of radionuclides. A separate section considers facilities and operating practices such as monitoring, storage/disposal criteria, site maintenance, equipment, and support. The section also considers the transportation and waste handling requirements supporting the new Greater Confinement Disposal Facility (GCDF), GCDF demonstration project, and other requirements for the safe handling, storage, and disposal of low-level radioactive wastes. Finally, the document provides an analysis of releases and an assessment of the near-term operational impacts and dose commitments to operating personnel and the general public from normal operations and anticipated accidental occurrences. The conclusion of this report is that the Area 5 Radioactive Waste Management Site is suitable for low-level radioactive waste handling, storage, and disposal. Also, the new GCDF demonstration project will not affect the overall safety of the Area 5 Radioactive Waste Management Site

  13. Projecting future solid waste management requirements on the Hanford Site

    International Nuclear Information System (INIS)

    Shaver, S.R.; Stiles, D.L.; Holter, G.M.; Anderson, B.C.

    1990-09-01

    The problem of treating and disposing of hazardous transuranic (TRU), low-level radioactive, and mixed waste has become a major concern of the public and the government. At the US Department of Energy's Hanford Site in Washington state, the problem is compounded by the need to characterize, retrieve, and treat the solid waste that was generated and stored for retrieval during the past 20 years. This paper discusses the development and application of a Solid Waste Projection Model that uses forecast volumes and characteristics of existing and future solid waste to address the treatment, storage, and disposal requirements at Hanford. The model uses a data-driven, object-oriented approach to assess the storage and treatment throughout requirements for each operation for each of the distinct waste classes and the accompanying cost of the storage and treatment operations. By defining the elements of each alternative for the total waste management system, the same database can be used for numerous analyses performed at different levels of detail. This approach also helps a variety of users with widely varying information requirements to use the model and helps achieve the high degree of flexibility needed to cope with changing regulations and evolving treatment and disposal technologies. 2 figs

  14. Development of a site analysis tool for distributed wind projects

    Energy Technology Data Exchange (ETDEWEB)

    Shaw, Shawn [The Cadmus Group, Inc., Waltham MA (United States)

    2012-02-28

    The Cadmus Group, Inc., in collaboration with the National Renewable Energy Laboratory (NREL) and Encraft, was awarded a grant from the Department of Energy (DOE) to develop a site analysis tool for distributed wind technologies. As the principal investigator for this project, Mr. Shawn Shaw was responsible for overall project management, direction, and technical approach. The product resulting from this project is the Distributed Wind Site Analysis Tool (DSAT), a software tool for analyzing proposed sites for distributed wind technology (DWT) systems. This user-friendly tool supports the long-term growth and stability of the DWT market by providing reliable, realistic estimates of site and system energy output and feasibility. DSAT-which is accessible online and requires no purchase or download of software-is available in two account types; Standard: This free account allows the user to analyze a limited number of sites and to produce a system performance report for each; and Professional: For a small annual fee users can analyze an unlimited number of sites, produce system performance reports, and generate other customizable reports containing key information such as visual influence and wind resources. The tool’s interactive maps allow users to create site models that incorporate the obstructions and terrain types present. Users can generate site reports immediately after entering the requisite site information. Ideally, this tool also educates users regarding good site selection and effective evaluation practices.

  15. Research from Afar: Considerations for Conducting an Off-Site Research Project.

    Science.gov (United States)

    Williams, Reg Arthur; Hagerty, Bonnie M.; Hoyle, Kenneth; Yousha, Steven M.; Abdoo, Yvonne; Andersen, Curt; Engler, Dorothy

    1999-01-01

    Critical elements in the success of off-site research projects include the following: negotiation, attention to personnel issues, communication, participation of research subjects, data management, and concern for privacy issues. (SK)

  16. Project management system for the decommissioning of research reactors

    International Nuclear Information System (INIS)

    Park, J. H.

    2006-01-01

    KAERI has developed a computer information system, named DECOMMIS, for the project management with the increased effectiveness of the decommissioning projects and the record keeping for a next decommissioning project. The management system consists of three parts, code management system, data input system (DDIS) and data processing and output system (DDPS). Through the DDIS, the data can be directly inputted at sites and the system can play roles of daily work reports to minimize the time gap between the dismantling activities and the evaluation of the data for project management. The DDPS provides useful information to the staff for more effective project management and this information include several fields, such as project progress management, man power management, waste management, radiation dose of workers and so on. It is expected that the system would enable to maintain the decommissioning data, to prepare the source data for the R and D for development of planning tools and to give information to the staff for the decision on the progress of the projects. In this paper, the overall system will be briefly explained and several examples of the utilization, focused on the waste and manpower control, for the project management will be introduced

  17. Modern project-management

    CERN Multimedia

    CERN. Geneva

    2003-01-01

    This lecture will focus on the following issues: - The current state of the art in Project Management, especially the integration of Project Management with general management activities, and the integrated view of resources allocation. - Overview of the project life cycle, the phases and the deliverables - Necessity and limits of planning in a research environment - Organizational aspects of the projects the roles of the stakeholders - How to get the resources when they are needed - Risk Management in Projects - Earned value - How to keep a project on track (schedule and budget) - Management of the suppliers - Closing of the project

  18. Nurse managers' challenges in project management.

    Science.gov (United States)

    Suhonen, Marjo; Paasivaara, Leena

    2011-11-01

    To analyse the challenges that nurse managers meet in project management. Project management done by nurse managers has a significant role in the success of projects conducted in work units. The data were collected by open interviews (n = 14). The participants were nurse managers, nurses and public health nurses. Data analysis was carried out using qualitative content analysis. The three main challenges nurse managers faced in project management in health-care work units were: (1) apathetic organization and management, (2) paralysed work community and (3) cooperation between individuals being discouraged. Nurse managers' challenges in project management can be viewed from the perspective of the following paradoxes: (1) keeping up projects-ensuring patient care, (2) enthusiastic management-effective management of daily work and (3) supporting the work of a multiprofessional team-leadership of individual employees. It is important for nurse managers to learn to relate these paradoxes to one another in a positive way. Further research is needed, focusing on nurse managers' ability to promote workplace spirituality, nurse managers' emotional intelligence and their enthusiasm in small projects. © 2011 Blackwell Publishing Ltd.

  19. Project Risk Management

    Science.gov (United States)

    Jr., R. F. Miles

    1995-01-01

    Project risk management is primarily concerned with performance, reliability, cost, and schedule. Environmental risk management is primarily concerned with human health and ecological hazards and likelihoods. This paper discusses project risk management and compares it to environmental risk management, both with respect to goals and implementation. The approach of the Jet Propulsion Laboratory to risk management is presented as an example of a project risk management approach that is an extension to NASA NHB 7120.5: Management of Major System Programs and Projects.

  20. Los Alamos National Laboratory Site Integrated Management plan, uranium 233 storage and disposition. Volume 1: Project scope and description

    International Nuclear Information System (INIS)

    Nielsen, J.B.; Erickson, R.

    1997-01-01

    This Site Integration Management plan provides the Los Alamos Response to the Defense Nuclear Facility Safety Board (DNFSB) Recommendation 97-1. This recommendation addresses the safe storage and management of the Departments uranium 233 ( 233 U) inventory. In the past, Los Alamos has used 233 U for a variety of different weapons related projects. The material was used at a variety of sites in varying quantities. Now, there is a limited need for this material and the emphasis has shifted from use to storage and disposition of the material. The Los Alamos program to address the DNFSB Recommendation 97-1 has two emphases. First, take corrective action to address near term deficiencies required to provide safe interim storage of 233 U. Second, provide a plan to address long term storage and disposition of excess inventory at Los Alamos

  1. Remediation management of complex sites using an adaptive site management approach.

    Science.gov (United States)

    Price, John; Spreng, Carl; Hawley, Elisabeth L; Deeb, Rula

    2017-12-15

    Complex sites require a disproportionate amount of resources for environmental remediation and long timeframes to achieve remediation objectives, due to their complex geologic conditions, hydrogeologic conditions, geochemical conditions, contaminant-related conditions, large scale of contamination, and/or non-technical challenges. A recent team of state and federal environmental regulators, federal agency representatives, industry experts, community stakeholders, and academia worked together as an Interstate Technology & Regulatory Council (ITRC) team to compile resources and create new guidance on the remediation management of complex sites. This article summarizes the ITRC team's recommended process for addressing complex sites through an adaptive site management approach. The team provided guidance for site managers and other stakeholders to evaluate site complexities and determine site remediation potential, i.e., whether an adaptive site management approach is warranted. Adaptive site management was described as a comprehensive, flexible approach to iteratively evaluate and adjust the remedial strategy in response to remedy performance. Key aspects of adaptive site management were described, including tools for revising and updating the conceptual site model (CSM), the importance of setting interim objectives to define short-term milestones on the journey to achieving site objectives, establishing a performance model and metrics to evaluate progress towards meeting interim objectives, and comparing actual with predicted progress during scheduled periodic evaluations, and establishing decision criteria for when and how to adapt/modify/revise the remedial strategy in response to remedy performance. Key findings will be published in an ITRC Technical and Regulatory guidance document in 2017 and free training webinars will be conducted. More information is available at www.itrc-web.org. Copyright © 2017 Elsevier Ltd. All rights reserved.

  2. Management & Communication: Project Management Case Study

    CERN Multimedia

    Nathalie Dumeaux

    2004-01-01

    We are pleased to announce the recent launch of a new workshop on Project Management. This is designed for People with budgetary, scheduling and/or organizational responsibilities in a project or a sub-project. The objectives through a management case study specially suited to CERN are: to become familiar with modern management techniques in use for structuring, planning, scheduling, costing and progress monitoring of a project or a sub-project. to understand in-depth issues associated with Deliverable-oriented Project Management, Earned Value Management, Advanced Project Cost Engineering and Project Risk Management. The full description of this workshop can be found here. The next session will be held on 8 October 2004. If you are interested in this workshop, please contact Nathalie Dumeaux, email or 78144. Programme of Seminars October to December 2004 Situation : 21.09.2004 Séminaires bilingues Dates Jours Places disponibles Project Management Case study 8 October 1 oui Intr...

  3. Decommissioning project readiness reviews at the Department of Energy's Hanford, Washington, Site

    International Nuclear Information System (INIS)

    Speer, D.R.; Holmes, P.A.

    1987-01-01

    Two Hanford Site contractors independently formulated readiness review methods to prepare for decontamination and decommissioning (D and D) projects. One readiness review method provided an independent management review process. The other method provided a review by personnel directly involved in the project and concise documentation procedures. A unified system is now used at Hanford which combines the best aspects of both readiness review methods. The unified method assigns category levels based on certain job characteristics. The category assigned to the project then indicates the required level of management review prior to proceeding with the D and D project. In addition, the concise documentation procedures are now used for all category levels

  4. Implementation of the Hungarian RW management project: Results and lessons

    International Nuclear Information System (INIS)

    Vigassy, J.; Czoch, I.; Ormai, P.

    1995-01-01

    In 1993, a National RW Management Project was launched to solve handling and disposal of LLW/ILW of the Paks Nuclear Power Plant and to elaborate a complex strategy for the management of radwastes from the NPP, including HLW, spent fuel and wastes from the decommissioning. It was intended to implement the project so as to have selected the possible site (or sites) for the LLW/ILW waste repository by 1996. This paper describes the first results of the nation-wide screening for suitable areas and the problems related to the comparative evaluation process to select potential sites for a surface or geological LLW/ILW disposal facility. International tenders were issued to find the most appropriate technology to reduce the quantity of liquid and solid radwaste in the Nuclear Power Plant. Their results will provide a better basis for planning the characteristics and quantity of radwaste. The applications revealed that supercompacting can be ordered as a service when the need arises, and thus it was possible to re-allocate the funding originally foreseen for the equipment to treat solid wastes. Great importance is attached in the Project to public acceptance and PR activity. An expert organization was selected in a two-phase bidding process, and it was decided that detailed exploration of a potential site will take place only if public acceptance is assured. The original program of the Hungarian RW Management Project was extended in 1994 to perform on-site underground investigations (with Canadian support) in a silt-stone formation. The first results confirm that this is a potential site for deep geological disposal of HLW. The financial and legal framework of the RW management is also to be solved. The new law on nuclear energy -- now in preparation -- will deal with that problem in one of its most important chapters, defining the responsibilities for RW management and the sources of funding

  5. Computer aided site management. Site use management by digital mapping

    International Nuclear Information System (INIS)

    Chupin, J.C.

    1990-01-01

    The logistics program developed for assisting the Hague site management is presented. A digital site mapping representation and geographical data bases are used. The digital site map and its integration into a data base are described. The program can be applied to urban and rural land management aid. Technical administrative and economic evaluations of the program are summarized [fr

  6. Project management in building industry management

    Directory of Open Access Journals (Sweden)

    Martin Nový

    2012-01-01

    Full Text Available The article deals with contents of the project management on general level first. It mentions the most widespread project management standards, which have historically developed in global scale, their parts and objectives. Further, it describes position of the building industry in national economy, its specific features distinguishing it from the other industrial production, contents of the building industry management and project management of structures. The importance of the role of project manager is documented by characteristics of construction projects, their course, contents of sub-phases, and individual types of managing activities. Attention is devoted to project planning – determination of realization costs, necessary resources, sequence and time course of individual works. The most frequently used graphic methods of schedule presentation – Gantt chart, network chart and frequency bar chart are applied on examples of constructions. These charts can be focused in time sequence on individual types of resources – workforce, finance, materials, energies, and machinery. In conclusion, necessity to manage the project management procedures is emphasized as a part of skills of a construction engineer in the role of preparation manager or construction project realization manager.

  7. Sample management implementation plan: Salt Repository Project

    International Nuclear Information System (INIS)

    1987-01-01

    The purpose of the Sample Management Implementation Plan is to define management controls and building requirements for handling materials collected during the site characterization of the Deaf Smith County, Texas, site. This work will be conducted for the US Department of Energy Salt Repository Project Office (SRPO). The plan provides for controls mandated by the US Nuclear Regulatory Commission and the US Environmental Protection Agency. Salt Repository Project (SRP) Sample Management will interface with program participants who request, collect, and test samples. SRP Sample Management will be responsible for the following: (1) preparing samples; (2) ensuring documentation control; (3) providing for uniform forms, labels, data formats, and transportation and storage requirements; and (4) identifying sample specifications to ensure sample quality. The SRP Sample Management Facility will be operated under a set of procedures that will impact numerous program participants. Requesters of samples will be responsible for definition of requirements in advance of collection. Sample requests for field activities will be approved by the SRPO, aided by an advisory group, the SRP Sample Allocation Committee. This document details the staffing, building, storage, and transportation requirements for establishing an SRP Sample Management Facility. Materials to be managed in the facility include rock core and rock discontinuities, soils, fluids, biota, air particulates, cultural artifacts, and crop and food stuffs. 39 refs., 3 figs., 11 tabs

  8. Project management best practices: forging win-win partnerships

    International Nuclear Information System (INIS)

    Livet, B.

    2006-01-01

    This paper reviews various aspects of management of renewable energy projects. It outlines contracting strategies, major cost impacts on balance of plants construction and permitting a wind farm project. It concludes by recommending a careful evaluation of the contracting strategy which best fits the circumstances, consideration of site and balance of plant issues in developing a realistic cost model for the project and making an early contact with authorities to ascertain the permitting required for the project

  9. Project Communications Management

    OpenAIRE

    José C. Santiago-Guevara; Mauricio Rojas-Contreras; Luis A. Esteban-Villamizar

    2013-01-01

    This article presents a review in relation to the object of study: Communications Management as an important factor in the management of projects. The review includes the most relevant and most renowned authors in the field of project management, focusing on telecommunications projects, which lets you define a communications management model.

  10. PROJECT SCOPE MANAGEMENT PROCESS

    Directory of Open Access Journals (Sweden)

    Yana Derenskaya

    2018-01-01

    Full Text Available The purpose of the article is to define the essence of project scope management process, its components, as well as to develop an algorithm of project scope management in terms of pharmaceutical production. Methodology. To carry out the study, available information sources on standards of project management in whole and elements of project scope management in particular are analysed. Methods of system and structural analysis, logical generalization are used to study the totality of subprocesses of project scope management, input and output documents, and to provide each of them. Methods of network planning are used to construct a precedence diagram of project scope management process. Results of the research showed that components of the project scope management are managing the scope of the project product and managing the content of project work. It is the second component is investigated in the presented work as a subject of research. Accordingly, it is defined that project scope management process is to substantiate and bring to the realization the necessary amount of work that ensures the successful implementation of the project (achievement of its goal and objectives of individual project participants. It is also determined that the process of managing the project scope takes into account the planning, definition of the project scope, creation of the structure of project work, confirmation of the scope and management of the project scope. Participants of these subprocesses are: customer, investor, and other project participants – external organizations (contractors of the project; project review committee; project manager and project team. It is revealed that the key element of planning the project scope is the formation of the structure of design work, the justification of the number of works, and the sequence of their implementation. It is recommended to use the following sequence of stages for creating the structure of project work

  11. Scheduling the Remediation of Port Hope: Logistical and Regulatory Challenges of a Multiple Site Urban Remediation Project - 13119

    International Nuclear Information System (INIS)

    Ferguson Jones, Andrea; Lee, Angela; Palmeter, Tim

    2013-01-01

    The Port Hope Project is part of the larger CAN$1.28 billion Port Hope Area Initiative (PHAI), a community-based program for the development and implementation of a safe, local, long-term management solution for historic Low-Level Radioactive Waste (LLRW) in the Municipalities of Port Hope and Clarington, Ontario, Canada. Atomic Energy of Canada (AECL) is the Project Proponent, Public Works and Government Services (PWGSC) is managing the procurement of services and the MMM Group Limited - Conestoga Rovers and Associates Joint Venture (MMM-CRA Joint Venture) is providing detailed design and construction oversight and administration services for the Project. The Port Hope Project includes the construction of a long-term waste management facility (LTWMF) in the Municipality of Port Hope and the remediation of 18 (eighteen) large-scale LLRW, numerous small-scale sites still being identified and industrial sites within the Municipality. The total volume to be remediated is over one million cubic metres and will come from sites that include temporary storage sites, ravines, beaches, parks, private commercial and residential properties and vacant industrial sites all within the urban area of Port Hope. Challenges that will need to be overcome during this 10 year project include: - Requirements stipulated by the Environmental Assessment (EA) that affect Project logistics and schedule. - Coordination of site remediation with the construction schedule at the LTWMF. - Physical constraints on transport routes and at sites affecting production rates. - Despite being an urban undertaking, seasonal constrains for birds and fish (i.e., nesting and spawning seasons). - Municipal considerations. - Site-specific constraints. - Site interdependencies exist requiring consideration in the schedule. Several sites require the use of an adjacent site for staging. (authors)

  12. Scheduling the Remediation of Port Hope: Logistical and Regulatory Challenges of a Multiple Site Urban Remediation Project - 13119

    Energy Technology Data Exchange (ETDEWEB)

    Ferguson Jones, Andrea; Lee, Angela [MMM Group Limited, 100 Commerce Valley Drive West, Thornhill, Ontario, L3T 0A1 (Canada); Palmeter, Tim [Public Works and Government Services Canada, 4900 Yonge Street, Toronto, Ontario, M2N 6A6 (Canada)

    2013-07-01

    The Port Hope Project is part of the larger CAN$1.28 billion Port Hope Area Initiative (PHAI), a community-based program for the development and implementation of a safe, local, long-term management solution for historic Low-Level Radioactive Waste (LLRW) in the Municipalities of Port Hope and Clarington, Ontario, Canada. Atomic Energy of Canada (AECL) is the Project Proponent, Public Works and Government Services (PWGSC) is managing the procurement of services and the MMM Group Limited - Conestoga Rovers and Associates Joint Venture (MMM-CRA Joint Venture) is providing detailed design and construction oversight and administration services for the Project. The Port Hope Project includes the construction of a long-term waste management facility (LTWMF) in the Municipality of Port Hope and the remediation of 18 (eighteen) large-scale LLRW, numerous small-scale sites still being identified and industrial sites within the Municipality. The total volume to be remediated is over one million cubic metres and will come from sites that include temporary storage sites, ravines, beaches, parks, private commercial and residential properties and vacant industrial sites all within the urban area of Port Hope. Challenges that will need to be overcome during this 10 year project include: - Requirements stipulated by the Environmental Assessment (EA) that affect Project logistics and schedule. - Coordination of site remediation with the construction schedule at the LTWMF. - Physical constraints on transport routes and at sites affecting production rates. - Despite being an urban undertaking, seasonal constrains for birds and fish (i.e., nesting and spawning seasons). - Municipal considerations. - Site-specific constraints. - Site interdependencies exist requiring consideration in the schedule. Several sites require the use of an adjacent site for staging. (authors)

  13. Site-specific waste management instruction for the field sampling organization

    International Nuclear Information System (INIS)

    Bryant, D.L.

    1997-01-01

    The Site-Specific Waste Management Instruction (SSWMI) provides guidance for the management of waste generated from field-sampling activities performed by the Environment Restoration Contractor (ERC) Sampling Organization that are not managed as part of a project SSWMI. Generally, the waste is unused preserved groundwater trip blanks, used and expired calibration solutions, and other similar waste that cannot be returned to an ERC project for disposal. The specific waste streams addressed by this SSWMI are identified in Section 2.0. This SSWMI was prepared in accordance with BHI-EE-02, Environmental Requirements. Waste generated from field sample collection activities should be returned to the project and managed in accordance with the applicable project-specific SSWMI whenever possible. However, returning all field sample collection and associated waste to a project for disposal may not always be practical or cost effective. Therefore, the ERC field sampling organization must manage and arrange to dispose of the waste using the (Bechtel Hanford, Inc. [BHI]) Field Support Waste Management (FSWM) services. This SSWMI addresses those waste streams that are the responsibility of the field sampling organization to manage and make arrangements for disposal

  14. Data-Driven Research and Site-Based Management.

    Science.gov (United States)

    Karr-Kidwell, PJ; Beauchamp, Deanna

    This paper reports on a field research project designed to provide staff members of one particular Texas middle school the knowledge and ability to affect student attendance. The purpose of the field research was to identify effective strategies, led by site-based management teams, to enhance student attendance. Data were collected from a review…

  15. Mixed waste management at the Hanford Site

    International Nuclear Information System (INIS)

    Roberts, R.J.; Jasen, W.G.

    1991-01-01

    Various types of waste have been generated during the 50-year history of the Hanford Site. Regulatory changes in the last 20 years have provided the emphasis for better management of these wastes. Interpretations of the Atomic Energy Act (AEA) and the Resource Conservation and Recovery Act (RCRA) have led to the definition of a group of wastes called radioactive mixed wastes (RMW). As a result of the radioactive and hazardous properties of these wastes, special projects have been initiated for the management of RMW. This paper addresses the management of solid RMW. The management of bulk liquid RMW will not be described. 7 refs., 4 figs

  16. GENISES: A GIS Database for the Yucca Mountain Site Characterization Project

    International Nuclear Information System (INIS)

    Beckett, J.

    1991-01-01

    This paper provides a general description of the Geographic Nodal Information Study and Evaluation System (GENISES) database design. The GENISES database is the Geographic Information System (GIS) component of the Yucca Mountain Site Characterization Project Technical Database (TDB). The GENISES database has been developed and is maintained by EG ampersand G Energy Measurements, Inc., Las Vegas, NV (EG ampersand G/EM). As part of the Yucca Mountain Project (YMP) Site Characterization Technical Data Management System, GENISES provides a repository for geographically oriented technical data. The primary objective of the GENISES database is to support the Yucca Mountain Site Characterization Project with an effective tool for describing, analyzing, and archiving geo-referenced data. The database design provides the maximum efficiency in input/output, data analysis, data management and information display. This paper provides the systematic approach or plan for the GENISES database design and operation. The paper also discusses the techniques used for data normalization or the decomposition of complex data structures as they apply to GIS database. ARC/INFO and INGRES files are linked or joined by establishing ''relate'' fields through the common attribute names. Thus, through these keys, ARC can allow access to normalized INGRES files greatly reducing redundancy and the size of the database

  17. Project stakeholder management

    CERN Document Server

    Eskerod, Pernille

    2013-01-01

    Carrying out a project as planned is not a guarantee for success. Projects may fail because project management does not take the requirements, wishes and concerns of stakeholders sufficiently into account. Projects can only be successful though contributions from stakeholders. And in the end, it is the stakeholders that evaluate whether they find that the project is a success. To manage stakeholders effectively, you need to know your stakeholders, their behaviours and attitudes towards the project. In Project Stakeholder Management, the authors give guidance on how to adopt an analytical and s

  18. Successful project management

    CERN Document Server

    Young, Trevor L

    2016-01-01

    Successful Project Management, 5th edition, is an essential guide for anyone who wants to improve the success rate of their projects. It will help managers to maintain a balance between the demands of the customer, the project, the team and the organization. Covering the more technical aspects of a project from start to completion it contains practised and tested techniques, covering project conception and start-up, how to manage stake holders, effective risk management, project planning and launch and execution. Also including a brand new glossary of key terms, it provides help with evaluating your project as well as practical checklists and templates to ensure success for any ambitious project manager. With over one million copies sold, the hugely popular Creating Success series covers a wide variety of topic, with the latest editions including new chapters such as Tough Conversations and Treating People Right. This indispensable business skills collection is suited to a variety of roles, from someone look...

  19. Managing complex, high risk projects a guide to basic and advanced project management

    CERN Document Server

    Marle, Franck

    2016-01-01

    Maximizing reader insights into project management and handling complexity-driven risks, this book explores propagation effects, non-linear consequences, loops, and the emergence of positive properties that may occur over the course of a project. This book presents an introduction to project management and analysis of traditional project management approaches and their limits regarding complexity. It also includes overviews of recent research works about project complexity modelling and management as well as project complexity-driven issues. Moreover, the authors propose their own new approaches, new methodologies and new tools which may be used by project managers and/or researchers and/or students in the management of their projects. These new elements include project complexity definitions and frameworks, multi-criteria approaches for project complexity measurement, advanced methodologies for project management (propagation studies to anticipate potential behaviour of the project, and clustering approaches...

  20. Waste Management Project fiscal year 1998 multi-year work plan, WBS 1.2

    International Nuclear Information System (INIS)

    Jacobsen, P.H.

    1997-01-01

    The Waste Management Project manages and integrates (non-TWRS) waste management activities at the site. Activities include management of Hanford wastes as well as waste transferred to Hanford from other DOE, Department of Defense, or other facilities. This work includes handling, treatment, storage, and disposal of radioactive, nonradioactive, hazardous, and mixed solid and liquid wastes. Major Waste Management Projects are the Solid Waste Project, Liquid Effluents Project, and Analytical Services. Existing facilities (e.g., grout vaults and canyons) shall be evaluated for reuse for these purposes to the maximum extent possible

  1. Project management in practice : Evaluating a case project through project management theories

    OpenAIRE

    Uusitalo, Jenni

    2013-01-01

    The purpose of this thesis was to evaluate a case project and to study whether it was carried out in a correct manner; meaning that did the case project follow the project management models. In addition, part of the study was to determine what could have been improved in the management of the case project. The case project was about creating and launching a communication channel based on a social media service, on a blog platform called Tumblr, for Team Finland in Spain network. The network p...

  2. Off-site source recovery project case study: disposal of high activity cobalt 60 sources at the Nevada test site 2008

    International Nuclear Information System (INIS)

    Cocina, Frank G.; Stewart, William C.; Wald-Hopkins, Mark; Hageman, John P.

    2009-01-01

    The Off-Site Source Recovery Project has been operating at Los Alamos National Laboratory since 1998 to address the U.S. Department of Energy responsibility for collection and management of orphaned or disused radioactive sealed sources which may represent a risk to public health and national security if not properly managed.

  3. Designing Project Management

    NARCIS (Netherlands)

    Heintz, John Linke; Lousberg, L.; Wamelink, J.W.F.; Saari, A.; Huovinen, P.

    2016-01-01

    In this paper we introduce the concept of Designing Project Management. On the basis of our earlier work, we suggest that there is still a gap between what is known from recent project management literature and what project managers can structurally help in the effectiveness of their work. Assuming

  4. Use of safety management practices for improving project performance.

    Science.gov (United States)

    Cheng, Eddie W L; Kelly, Stephen; Ryan, Neal

    2015-01-01

    Although site safety has long been a key research topic in the construction field, there is a lack of literature studying safety management practices (SMPs). The current research, therefore, aims to test the effect of SMPs on project performance. An empirical study was conducted in Hong Kong and the data collected were analysed with multiple regression analysis. Results suggest that 3 of the 15 SMPs, which were 'safety committee at project/site level', 'written safety policy', and 'safety training scheme' explained the variance in project performance significantly. Discussion about the impact of these three SMPs on construction was provided. Assuring safe construction should be an integral part of a construction project plan.

  5. Calculation of projected waste loads for transuranic waste management alternatives

    International Nuclear Information System (INIS)

    Hong, K.; Kotek, T.; Koebnick, B.; Wang, Y.; Kaicher, C.

    1995-01-01

    The level of treatment and the treatment and interim storage site configurations (decentralized, regional, or centralized) impact transuranic (TRU) waste loads at and en route to sites in the US Department of Energy (DOE) complex. Other elements that impact waste loads are the volume and characteristics of the waste and the unit operation parameters of the technologies used to treat it. Projected annual complexwide TRU waste loads under various TRU waste management alternatives were calculated using the WASTEunderscoreMGMT computational model. WASTEunderscoreMGMT accepts as input three types of data: (1) the waste stream inventory volume, mass, and contaminant characteristics by generating site and waste stream category; (2) unit operation parameters of treatment technologies; and (3) waste management alternative definitions. Results indicate that the designed capacity of the Waste Isolation Pilot Plant, identified under all waste management alternatives as the permanent disposal facility for DOE-generated TRU waste, is sufficient for the projected complexwide TRU waste load under any of the alternatives

  6. ORGANIZATIONAL PROJECT MANAGEMENT MATURITY

    Directory of Open Access Journals (Sweden)

    Yana Derenskaya

    2017-11-01

    Full Text Available The present article is aimed at developing a set of recommendations for achieving a higher level of organizational project maturity at a given enterprise. Methodology. For the purposes of the current research, the available information sources on the components of project management system are analysed; the essence of “organizational maturity” and the existing models of organizational maturity are studied. The method of systemic and structural analysis, as well as the method of logical generalization, are employed in order to study the existing models of organizational maturity, to describe levels of organizational maturity, and finally to develop a set of methodological recommendations for achieving a higher level of organizational project maturity at a given enterprise. The results of the research showed that the core elements of project management system are methodological, organizational, programtechnical, and motivational components. Project management encompasses a wide range of issues connected with organizational structure, project team, communication management, project participants, etc. However, the fundamental basis for developing project management concept within a given enterprise starts with defining its level of organizational maturity. The present paper describes various models of organizational maturity (staged, continuous, petal-shaped and their common types (H. Кеrzner Organizational Maturity Model, Berkeley PM Maturity Model, Organizational Project Management Maturity Model, Portfolio, Program & Project Management Maturity Model. The analysis of available theoretic works showed that the notion “organizational project maturity” refers to the capability of an enterprise to select projects and manage them with the intention of achieving its strategic goals in the most effective way. Importantly, the level of maturity can be improved by means of formalizing the acquired knowledge, regulating project-related activities

  7. Control of tracers, fluids, and materials for the Yucca Mountain Site Characterization Project

    International Nuclear Information System (INIS)

    Kalia, H.N.

    1993-01-01

    This paper describes use and control of tracers, fluids, and materials (TFM) at the Yucca Mountain Site Characterization Project, Management of TFM is necessary to ensure that site characterization activity does not introduce TFM that may have impact on Yucca Mountain's ability to isolate high-level radioactive waste from the accessible environment. All participants must identify TFM used for testing and construction and have the TFM evaluated to ascertain any impact on waste isolation capabilities of the site or on adjacent tests. Two data bases are created to track TFM: a working data base managed by Los Alamos National Lab. and a permanent data base managed by EG ampersand G, which will contain information on actual TFM used

  8. Methodologies of Project Management

    Directory of Open Access Journals (Sweden)

    Wojciech Macek

    2011-07-01

    Full Text Available This paper presents comparison of three most popular project management standardsbelonging to a wider group of models (for example, PMBOK, Prince 2, CMMI, ISO 10006,BS 6079, IPMA Competence Baseline, European Commission Project Cycle ManagementGuidelines. The author discusses methods of project management according to PMBoK,Prince 2 and ISO 10006, some chosen criteria and fields of knowledge, such as generalregulations of standards, project range management, resources management, and processesconnected with risk, systems of project quality management.

  9. Your Project Management Coach Best Practices for Managing Projects in the Real World

    CERN Document Server

    Biafore, Bonnie

    2012-01-01

    A pragmatic approach to project management Many projects fail to deliver on time or on budget, or even to deliver a workable product that satisfies the customer. While good project management goes a long way towards ensuring success, managers often fail to follow the plans they implement. This unique guide helps you understand and successfully handle project management, once and for all. Covering practical ways to solve problems you'll typically face when managing actual projects, this pragmatic book takes you through a full project management lifecycle. You'll find ample tips, tricks, and bes

  10. Environmental Audit, Weldon Spring Site Remedial Action Project

    International Nuclear Information System (INIS)

    1991-06-01

    This report documents the results of the Environmental Baseline Audit of DOE's Weldon Spring Site Remedial Action Project (WSSRAP), located in St. Charles, Missouri. The purpose of the Environmental Baseline Audit is to provide the Secretary of Energy with concise information pertaining to the following issues: (1) compliance status with applicable environmental regulations (with the exception of National Environmental Policy Act [NEPA] requirements); (2) adherence to best management and accepted industry practices; (3) DOE vulnerabilities and liabilities associated with compliance status, environmental conditions, and management practices; (4) root causes of compliance findings (CF) and best management practice (BMP) findings; (5) adequacy of environmental management programs and organizations; and (6) noteworthy practices. This information will assist DOE in determining patterns and trends in environmental compliance, BMPs, and root causes, and will provide the information necessary for line management to take appropriate corrective actions. 6 figs., 11 tabs

  11. Integrated wastewater management planning for DOE's Rocky Flats Environmental Technology Site

    International Nuclear Information System (INIS)

    Hopkins, J.; Barthel, J.; Wheeler, M.; Conroy, K.

    1996-01-01

    Rocky Mountain Remediation Services, L.L.C. (RMRS), jointly formed by Morrison Knudsen Corporation and BNFL Inc., provides international experience in the nuclear, environmental, waste management, decontamination and decommissioning (D ampersand D) , and project management industry. The company is currently the environmental restoration, waste management, and D ampersand D subcontractor for Kaiser-Hill Company at the Rocky Flats Environmental Technology Site (RFETS). RMRS offers unique solutions and state-of-the-art technology to assist in resolving the issues that face industries today. RMRS has been working on methods to improve cost savings recognized at RFETS, through application of unique technologies and process engineering. RMRS prepared and is implementing a strategy that focused on identifying an approach to improve cost savings in current wastewater treatment systems and to define a low-cost, safe and versatile wastewater treatment system for the future. Development of this strategy, was targeted by Department of Energy (DOE) Headquarters, DOE Rocky Flats Field Office and Kaiser-Hill as a ''Project Breakthrough'' where old concepts were thrown out the door and the project goals and objectives were developed from the groundup. The objectives of the strategy developed in a project break through session with DOE included lower lifecycle costs, shutdown of one of two buildings at RFETS, Building 374 or Building 774, reduced government capital investment, and support of site closure program goals, identified as the site's Accelerated Site Action Plan (ASAP). The recommended option allows for removal of water treatment functions from Building 374, the existing process wastewater treatment facility. This option affords the lowest capital cost, lowest unit operating cost, lowest technical management risk, greatest support of ASAP phasing and provides the greatest flexibility for design with unforeseen future needs

  12. Managing Projects for Change: Contextualised Project Management

    Science.gov (United States)

    Tynan, Belinda; Adlington, Rachael; Stewart, Cherry; Vale, Deborah; Sims, Rod; Shanahan, Peter

    2010-01-01

    This paper will detail three projects which focussed on enhancing online learning at a large Australian distance education University within a School of Business, School of Health and School of Education. Each project had special funding and took quite distinctive project management approaches, which reflect the desire to embed innovation and…

  13. Defense waste management operations at the Nevada Test Site

    International Nuclear Information System (INIS)

    Williams, R.E.; Kendall, E.W.

    1988-01-01

    Waste management activities were initiated at the Nevada Test Site (NTS) to dispose of low-level wastes (LLW) produced by the Department of Energy's (DOE's) weapons testing program. Disposal activities have expanded from the burial of atmospheric weapons testing debris to demonstration facilities for greater-than-Class C (GTCC) waste, transuranic (TRU) waste storage and certification, and the development of a mixed waste (MW) facility. Site specific operational research projects support technology development required for the various disposal facilities. The annual cost of managing the facilities is about $6 million depending on waste volumes and types

  14. Project Management Yinyang: Coupling project success and client satisfaction

    Directory of Open Access Journals (Sweden)

    Greg Stewart Usher

    2017-06-01

    Full Text Available Our research applies paradox theory to a project management construct to help project management researchers and practitioners understand the tensions that can exist between project success and client satisfaction. Our research highlights that although project success and client satisfaction are both present within a project management construct, they also belong to different functional systems. Project success and client satisfaction have different systemic-discourses and use different language games to convey information. These distinctions can create latent and sometimes salient tensions within the project management construct that project managers must understand, embrace, and work with. We have used a Grounded Theory (GT methodology to explore the lived experience of project managers, and from this have identified a phenomenon which we have termed project management yinyang. Project management yinyang is the state that exists when both project success and Client satisfaction are tightly coupled within the project management construct. Project management yinyang highlights that these two phenomena cannot be viewed as separate elements because the ‘seed’ of each exists within the other. And to truly achieve one, you must also achieve the other. Our findings indicate that in order to create project management yinyang the project manager must embrace a paradoxical yet holistic philosophy. They must understand the complementarity, interdependency, and structural coupling that exists between the positivist and interpretivist paradigms within the project management construct. They must understand how satisfaction (Yin and success (Yang are created through focus. Furthermore, they must understand how project management yinyang is separate from, but borne from, the convergence of the other two elements.

  15. Savannah River Site Waste Management Program Plan, FY 1993

    International Nuclear Information System (INIS)

    1993-06-01

    The primary purpose of the Waste Management Program Plan is to provide an annual report on facilities being used to manage wastes, forces acting to change current waste management (WM) systems, and how operations are conducted. This document also reports on plans for the coming fiscal year and projects activities for several years beyond the coming fiscal year to adequately plan for safe handling and disposal of radioactive wastes generated at the Savannah River Site (SRS) and for developing technology for improved management of wastes

  16. PROJECT MANAGER SKILLS, RISK MANAGEMENT TOOLS

    Directory of Open Access Journals (Sweden)

    Vladut Iacob

    2013-12-01

    Full Text Available Although the projects are different from each other there are many common things that contribute to their success. Looked overall, the success of a project is the result of a multitude of factors. This person is considered the "engine" of the project. The man who makes the action set for the achievement of project objectives to be brought to an end. The project manager must have the technical knowledge and economic diverse. He should be able to choose a team and lead. You must be tenacious, combative, to know how to communicate both within the team and beyond. In a word, the project manager must have an impressive stock of knowledge, skills and abilities and appreciate as Peter Drucker, to "exist for the organization. To be its servant. Any management who forget this will only cause damage to the organization. "This study will focus on highlighting the skills of the project manager and their role in managing difficult situations or risk.

  17. From project management to project leadership

    NARCIS (Netherlands)

    Braun, F.; Avital, M.

    2010-01-01

    It is virtually a truism that good leadership practices can help project managers with attaining the desired project outcome. However, a better understanding of which leadership practices enable project managers to be more effective warrants further investigation. Subsequently, in this study, we

  18. SKI SITE-94, deep repository performance assessment project, summary

    International Nuclear Information System (INIS)

    1999-01-01

    SITE-94 is a comprehensive performance assessment exercise for a hypothetical repository for spent nuclear fuel at a real site in Sweden. SITE-94 was carried out to develop the capability and tools to enable Swedish Nuclear Power Inspectorate (SKI) to review fully the proposals for a deep repository which are expected to be made by the Swedish Nuclear Fuel and Waste Management Company, SKB (the implementor). Sweden is one of the leading countries in the research and development of geological disposal of radioactive waste. The developed methodology for performance assessment has attracted interests from other countries. The Summary of the main report of the SITE-94 project is translated here into Japanese to allow to make the information on the methodology and the related issues available among Japanese concerned. (author)

  19. Risks management in project planning

    OpenAIRE

    Stankevičiūtė, Roberta

    2017-01-01

    Project management consists of two very important aspects – managing the right project and managing the project right. To know that you are managing the right project you need to ensure that your project is based on an actual requirement and that your project goal is relevant and beneficial. And professional project planning assists in managing project the right way. The project planning process is very time consuming and is one of the most important parts of the project management process. T...

  20. Management of delayed nuclear power plant projects

    International Nuclear Information System (INIS)

    2005-01-01

    The IAEA assists the management of organizations responsible for Nuclear Power Plant Projects with significant delays with respect to the originally scheduled commercial operation. Several Member States have Nuclear Power Plant Projects with delays of five or more years with respect to the originally scheduled commercial operation. The degree of conformance with original construction schedules shows large variations due to several issues, including financial, economic and public opinion factors. Solving the special difficulties related with a delayed NPP project is problematic and dependent on the particular country situation. However it is not regarded as an isolated national problem but as a significant issue with a number of difficulties shared by several Member States. The IAEA collects information and supports the management of delayed NPP projects by identifying main common issues, gathering available experience and addressing specific needs. On this background the IAEA is in the position to provide unique impartial assistance based upon best international practices. This enables Member States to maintain readiness for resuming the project construction when the conditions permit and to strengthen management's abilities for the completion of the project. The IAEA's service is tailored to the needs and requirements of the requesting organization, implemented on-site by international experts and addresses areas such as project control measures, human resources, updating to technological and regulatory requirements, project data, nuclear safety review, physical protection and nuclear security and preparation to resume project construction and operation

  1. Web Project Management

    OpenAIRE

    Suralkar, Sunita; Joshi, Nilambari; Meshram, B B

    2013-01-01

    This paper describes about the need for Web project management, fundamentals of project management for web projects: what it is, why projects go wrong, and what's different about web projects. We also discuss Cost Estimation Techniques based on Size Metrics. Though Web project development is similar to traditional software development applications, the special characteristics of Web Application development requires adaption of many software engineering approaches or even development of comple...

  2. Project management case studies

    CERN Document Server

    Kerzner, Harold R

    2013-01-01

    A new edition of the most popular book of project management case studies, expanded to include more than 100 cases plus a ""super case"" on the Iridium Project Case studies are an important part of project management education and training. This Fourth Edition of Harold Kerzner''s Project Management Case Studies features a number of new cases covering value measurement in project management. Also included is the well-received ""super case,"" which covers all aspects of project management and may be used as a capstone for a course. This new edition:Contains 100-plus case studies drawn from re

  3. 76 FR 22075 - Divide Ranger District, Rio Grande National Forest; CO; Black Mesa Vegetation Management Project

    Science.gov (United States)

    2011-04-20

    ... Ranger District, Rio Grande National Forest; CO; Black Mesa Vegetation Management Project AGENCY: Forest... Web site http://www.fs.usda.gov/riogrande under ``Land & Resource Management'', then ``Projects'' on... need for the Black Mesa Vegetation Management Project is move toward achieving long-term desired...

  4. MRS project management

    International Nuclear Information System (INIS)

    Doman, J.W.; Vlahakis, J.

    1992-01-01

    Management of projects under the control of the Office of Civilian Radioactive Waste Management within the Department of Energy is subject to overview by a variety of internal and external entities. This paper reports that effective project management often requires balancing of conflicting directions and conflicting agendas of the different entities in order to proceed with implementation of the Monitored Retrievable Storage project

  5. Project Rio Blanco: site restoration. Final report

    International Nuclear Information System (INIS)

    1978-01-01

    Project Rio Blanco was a joint Government-industry experiment using nuclear explosives to stimulate the flow of natural gas from low permeability formations which could not be economically produced through conventional methods. The project consisted of the simultaneous detonation of three nuclear explosives on May 17, 1973, in a 7,000 foot well in northwestern Colorado. Gas production testing and project evaluation continued through June 1976. The site cleanup and restoration planning phase began in December 1975 and was concluded with the issuance of an operational plan, Project Rio Blanco Site Cleanup and Restoration Plan, NVO-173, in May 1976. Actual site restoration activities were conducted during the period from July to November 1976. The activities throughout the restoration period are summarized and the final site status, including the disposition of all project facilities and the status of all project related wells after plug and abandonment and recompletion work are described

  6. Project Hanford management contract quality improvement project management plan; TOPICAL

    International Nuclear Information System (INIS)

    ADAMS, D.E.

    1999-01-01

    On July 13, 1998, the U.S. Department of Energy, Richland Operations Office (DOE-RL) Manager transmitted a letter to Fluor Daniel Hanford, Inc. (FDH) describing several DOE-RL identified failed opportunities for FDH to improve the Quality Assurance (QA) Program and its implementation. In addition, DOE-RL identified specific Quality Program performance deficiencies. FDH was requested to establish a periodic reporting mechanism for the corrective action program. In a July 17, 1998 response to DOE-RL, FDH agreed with the DOE concerns and committed to perform a comprehensive review of the Project Hanford Management Contract (PHMC) QA Program during July and August, 1998. As a result, the Project Hanford Management Contract Quality Improvement Plan (QIP) (FDH-3508) was issued on October 21, 1998. The plan identified corrective actions based upon the results of an in-depth Quality Program Assessment. Immediately following the scheduled October 22, 1998, DOE Office of Enforcement and Investigation (EH-10) Enforcement Conference, FDH initiated efforts to effectively implement the QIP corrective actions. A Quality Improvement Project (QI Project) leadership team was assembled to prepare a Project Management Plan for this project. The management plan was specifically designed to engage a core team and the support of representatives from FDH and the major subcontractors (MSCs) to implement the QIP initiatives; identify, correct, and provide feedback as to the root cause for deficiency; and close out the corrective actions. The QI Project will manage and communicate progress of the process

  7. A multidisciplinary approach to site remediation and management in a bedrock environment

    Energy Technology Data Exchange (ETDEWEB)

    Millard, G. [Shell Canada Ltd., Calgary, AB (Canada); Micklethwaite, R.; Digel, S.; Lyons, E. [O' Connor Associates Environmental Inc., Calgary, AB (Canada)

    2006-07-01

    A multidisciplinary approach to site remediation and management in a bedrock environment was presented. This presentation provided a description of the site which was a former service station from 1985 to 2003 in Calgary. Illustrations of the subject site and stratigraphic section were presented along with initial environmental conditions. The project objectives included: managing the site so that a tenant could re-develop and occupy the site; minimizing management costs until long-term, remediation could be achieved; and, developing and implementing a plan to assess, mitigate, and manage the risk in a manner accepted by Alberta Environment and the City of Calgary. The presentation also addressed issues regarding a risk-assessment, high vacuum extraction system, and refining HVE operations. The regulatory, business and ancillary outcomes of the risk assessment were also outlined. Last, the presentation identified how the results were achieved. tabs., figs.

  8. Project management plan, Hazardous Materials Management and Emergency Response Training Center

    International Nuclear Information System (INIS)

    Borgeson, M.E.

    1994-01-01

    For the next 30 years, the main activities at the Hanford Site will involve the handling and cleanup of toxic substances. Thousands of workers involved in these new activities will need systematic training appropriate to their tasks and associated risks. This project is an important part of the Hanford Site mission and will enable the US Department of Energy (DOE) to meet high standards for safety. The Hazardous Materials Management and Emergency Response Training Center (HAMMER) project will construct a centralized regional training center dedicated to training hazardous materials workers and emergency responders in classrooms and with hands-on, realistic training aids representing actual field conditions. The HAMMER Training Center will provide a cost-effective, high-quality way to meet the Hanford Site training needs. The training center creates a partnership among DOE; government contractors; labor; local, state, and tribal governments; and selected institutions of higher education

  9. An IS Project Management Course Project

    Science.gov (United States)

    Frank, Ronald L.

    2010-01-01

    Information Systems curricula should provide project management (PM) theory, current practice, and hands-on experience. The schedule usually does not allow time in Analysis and Design courses for development oriented project management instruction other than a short introduction. Similarly, networking courses usually don't put project management…

  10. PROJECT MANAGEMENT AND RELATIONSHIP MARKETING: INTERSECTIONS FOR STAKEHOLDER MANAGEMENT IN PROJECTS

    Directory of Open Access Journals (Sweden)

    Ronielton Rezende Oliveira

    2017-06-01

    Full Text Available Projects development is essential for organizations. Among the factors originated in projects that influence performance is quality. This variable must be managed to meet the expectations of the stakeholders and this can only be achieved through effective monitoring and control. It can be seen that relationship marketing is relevant to the competitive reality of contemporary organizations. With the purpose of contributing to organizational studies, this theoretical essay proposes to approach project management in relationship marketing. In the context of integrated management, it is discussed how management action can be applied to engage and involve stakeholders in projects, in order to create value and achieve the expectations sustained by the execution of the projects. Based on the reflection, the quality of relationship management is pointed out as a construct of higher order, composed of at least two dimensions: trust and satisfaction.

  11. West Valley Demonstration Project Annual Site Environmental Report Calendar Year 2005

    International Nuclear Information System (INIS)

    West Valley Nuclear Services Company WVNSCO and URS Group, Inc.

    2006-01-01

    Annual Site Environmental Report for the West Valley Demonstration Project (WVDP) for Calendar Year 2005. The report summarizes calendar year (CY) 2005 environmental monitoring data so as to describe the performance of the WVDP's environmental management system (EMS), confirm compliance with standards and regulations, and highlight important programs

  12. Automating the management of software projects in a developing IT ...

    African Journals Online (AJOL)

    The resultant network-based software tool was developed on object-oriented technology using Java. The study established that good management practices may still be applied by the Nigerian software industry that lacks expertise in software management. Multi-site development approach facilitates large projects by using ...

  13. Management of research and development project

    International Nuclear Information System (INIS)

    Go, Seok Hwa; Hong Jeong Yu; Hyun, Byeong Hwan

    2010-12-01

    This book introduces summary on management of research and development project, prepare of research and development with investigation and analysis of paper, patent and trend of technology, structure of project, management model, management of project, management of project range, management of project time, management of project cost, management of project goods, management of project manpower, management of communication, management of project risk, management of project supply, management of outcome of R and D, management of apply and enroll of patent and management of technology transfer.

  14. Management and disposition of off-site laboratory-generated mixed/low level waste

    International Nuclear Information System (INIS)

    Fisher, D.L.

    1993-10-01

    The Fernald Environmental Management Project (FEMP) is the first Department of Energy (DOE) site to take back mixed and low level waste generated at commercial laboratories from chemical analyses and treatability studies on samples taken from the site. This paper discusses the steps addressed and the issues resolved in order to initiate the task of taking back mixed/low level waste. Such issues included regulatory, waste management and contractual issues

  15. Hydrogeologic data for existing excavations and the Area 5 Radioactive Waste Management Site, Nevada Test Site, Nye County, Nevada

    International Nuclear Information System (INIS)

    1993-12-01

    The Special Projects Section of Reynolds Electrical ampersand Engineering Co., Inc. is responsible for characterizing the subsurface geology and hydrology of the Area 5 Radioactive Waste Management Site (RWMS) at the Nevada Test Site (NTS) for the US Department of Energy, Nevada Operations Office (DOE/NV), Office of Environmental Restoration and Waste Management Waste Management Division. Geologic description, in situ testing, and laboratory analyses of alluvium exposed in existing excavations are important subparts to the Area 5 Site Characterization Program designed to determine the suitability of the RWMS for disposal of low level waste mixed waste and transuranic waste. The primary purpose of the Existing Excavation Project is two-fold: first, to characterize important hydrologic properties of the near surface alluvium, thought to play an important role in the infiltration and redistribution of water and solutes through the upper unsaturated zone at the Area 5 RWMS; and second, to provide guidance for the design of future sampling and testing programs. The justification for this work comes from the state of Nevada review of the original DOE/NV Part B Permit application submitted in 1988 for disposal of mixed wastes at the RWMS. The state of Nevada determined that the permit was deficient in characterization data concerning the hydrogeology of the unsaturated zone. DOE/NV agreed with the state and proposed the study of alluvium exposed in existing excavations as one step toward satisfying these important site characterization data requirements. Other components of the site characterization process include the Science Trench Borehole and Pilot Well Projects

  16. UMTRA Surface Project management action process document: Final. Revision 2

    International Nuclear Information System (INIS)

    1996-06-01

    Title 1 of the UMTRCA authorized the DOE to undertake remedial actions at these designed sites and associated vicinity properties (VP), which contain uranium mill tailings and other residual radioactive materials (RRM) derived from the processing sites. Title 2 of the UMTRCA addresses uranium mill sites that were licensed at the time the UMTRCA was enacted. Cleanup of these Title 2 sites is the responsibility of the licensees. The cleanup of the Title 1 sites has been split into two separate projects: the Surface Project, which deals with the mill buildings, tailings, and contaminated soils at the sites and VPs; and the Ground Water Project, which is limited to the contaminated ground water at the sites. This management action process (MAP) document discusses the Uranium Mill Tailings Remedial Action (UMTRA) Surface Project. Since its inception through March 1996, the Surface Project (hereinafter called the Project) has cleaned up 16 of the 24 designated processing sites and approximately 5,000 VPs, reducing the risk to human health and the environment posed by the uranium mill tailings. Two of the 24 sites, Belfield and Bowman, North Dakota, will not be remediated at the request of the state, reducing the total number of sites to 22. By the start of FY1998, the remaining 6 processing sites and associated VPs will be cleaned up. The remedial action activities to be funded in FY1998 by the FY1998 budget request are remediation of the remaining Grand Junction, Colorado, VPs; closure of the Cheney disposal cell in Grand Junction, Colorado; and preparation of the completion reports for 4 completed sites

  17. UMTRA Surface Project management action process document: Final. Revision 2

    Energy Technology Data Exchange (ETDEWEB)

    NONE

    1996-06-01

    Title 1 of the UMTRCA authorized the DOE to undertake remedial actions at these designed sites and associated vicinity properties (VP), which contain uranium mill tailings and other residual radioactive materials (RRM) derived from the processing sites. Title 2 of the UMTRCA addresses uranium mill sites that were licensed at the time the UMTRCA was enacted. Cleanup of these Title 2 sites is the responsibility of the licensees. The cleanup of the Title 1 sites has been split into two separate projects: the Surface Project, which deals with the mill buildings, tailings, and contaminated soils at the sites and VPs; and the Ground Water Project, which is limited to the contaminated ground water at the sites. This management action process (MAP) document discusses the Uranium Mill Tailings Remedial Action (UMTRA) Surface Project. Since its inception through March 1996, the Surface Project (hereinafter called the Project) has cleaned up 16 of the 24 designated processing sites and approximately 5,000 VPs, reducing the risk to human health and the environment posed by the uranium mill tailings. Two of the 24 sites, Belfield and Bowman, North Dakota, will not be remediated at the request of the state, reducing the total number of sites to 22. By the start of FY1998, the remaining 6 processing sites and associated VPs will be cleaned up. The remedial action activities to be funded in FY1998 by the FY1998 budget request are remediation of the remaining Grand Junction, Colorado, VPs; closure of the Cheney disposal cell in Grand Junction, Colorado; and preparation of the completion reports for 4 completed sites.

  18. Yucca Mountain Site Characterization Project bibliography, 1992--1994. Supplement 4

    Energy Technology Data Exchange (ETDEWEB)

    NONE

    1992-06-01

    Following a reorganization of the Office of Civilian Radioactive Waste Management in 1990, the Yucca Mountain Project was renamed Yucca Mountain Site Characterization Project. The title of this bibliography was also changed to Yucca Mountain Site Characterization Project Bibliography. Prior to August 5, 1988, this project was called the Nevada Nuclear Waste Storage Investigations. This bibliography contains information on this ongoing project that was added to the Department of Energy`s Energy Science and Technology Database from January 1, 1992, through December 31, 1993. The bibliography is categorized by principal project participating organization. Participant-sponsored subcontractor reports, papers, and articles are included in the sponsoring organization`s list. Another section contains information about publications on the Energy Science and Technology Database that were not sponsored by the project but have some relevance to it. Earlier information on this project can be found in the first bibliography DOE/TIC-3406, which covers 1977--1985, and its three supplements DOE/OSTI-3406(Suppl.1), DOE/OSTI-3406(Suppl.2), and DOE/OSTI-3406(Suppl.3), which cover information obtained during 1986--1987, 1988--1989, and 1990--1991, respectively. All entries in the bibliographies are searchable online on the NNW database file. This file can be accessed through the Integrated Technical Information System (ITIS) of the US Department of Energy (DOE).

  19. Yucca Mountain Site Characterization Project bibliography, 1992--1993. Supplement 4

    International Nuclear Information System (INIS)

    1992-06-01

    Following a reorganization of the Office of Civilian Radioactive Waste Management in 1990, the Yucca Mountain Project was renamed Yucca Mountain Site Characterization Project. The title of this bibliography was also changed to Yucca Mountain Site Characterization Project Bibliography. Prior to August 5, 1988, this project was called the Nevada Nuclear Waste Storage Investigations. This bibliography contains information on this ongoing project that was added to the Department of Energy's Energy Science and Technology Database from January 1, 1992, through December 31, 1993. The bibliography is categorized by principal project participating organization. Participant-sponsored subcontractor reports, papers, and articles are included in the sponsoring organization's list. Another section contains information about publications on the Energy Science and Technology Database that were not sponsored by the project but have some relevance to it. Earlier information on this project can be found in the first bibliography DOE/TIC-3406, which covers 1977--1985, and its three supplements DOE/OSTI-3406(Suppl.1), DOE/OSTI-3406(Suppl.2), and DOE/OSTI-3406(Suppl.3), which cover information obtained during 1986--1987, 1988--1989, and 1990--1991, respectively. All entries in the bibliographies are searchable online on the NNW database file. This file can be accessed through the Integrated Technical Information System (ITIS) of the US Department of Energy (DOE)

  20. Managing clinical improvement projects.

    Science.gov (United States)

    Phillips, Joanna; Simmonds, Lorraine

    This paper, the second of a three-part series looking at change management tools, provides a practical guide on how to use common project management principles in practice. Much of the literature on project management focuses on the business arena, with little reference to clinical settings. Identifying this literature and understanding its relevance to managing projects in healthcare can be difficult. This article provides a practical guide to identifying the key principles of good project management and applying these in health settings.

  1. West Valley Demonstration Project Annual Site Environmental Report Calendard Year 2005

    Energy Technology Data Exchange (ETDEWEB)

    West Valley Nuclear Services Company (WVNSCO) and URS Group, Inc.

    2006-09-21

    Annual Site Environmental Report for the West Valley Demonstration Project (WVDP) for Calendar Year 2005. The report summarizes calendar year (CY) 2005 environmental monitoring data so as to describe the performance of the WVDP's environmental management system (EMS), confirm compliance with standards and regulations, and highlight important programs.

  2. Managing Distributed Software Projects

    DEFF Research Database (Denmark)

    Persson, John Stouby

    Increasingly, software projects are becoming geographically distributed, with limited face-toface interaction between participants. These projects face particular challenges that need careful managerial attention. This PhD study reports on how we can understand and support the management...... of distributed software projects, based on a literature study and a case study. The main emphasis of the literature study was on how to support the management of distributed software projects, but also contributed to an understanding of these projects. The main emphasis of the case study was on how to understand...... the management of distributed software projects, but also contributed to supporting the management of these projects. The literature study integrates what we know about risks and risk-resolution techniques, into a framework for managing risks in distributed contexts. This framework was developed iteratively...

  3. Ace Project as a Project Management Tool

    Science.gov (United States)

    Cline, Melinda; Guynes, Carl S.; Simard, Karine

    2010-01-01

    The primary challenge of project management is to achieve the project goals and objectives while adhering to project constraints--usually scope, quality, time and budget. The secondary challenge is to optimize the allocation and integration of resources necessary to meet pre-defined objectives. Project management software provides an active…

  4. Successful community relations efforts at the Weldon Spring Site Remedial Action Project

    International Nuclear Information System (INIS)

    McKee, James E. Jr.; Meyer, Linda L.

    1992-01-01

    The Weldon Spring Site Remedial Action Project (WSSRAP) Community Relations Program involves many participants from the U.S. Department of Energy (DOE) and the Prime Management Contractor (PMC) composed of M.K. Ferguson and Jacobs Engineering. The proactive community relations plan exceeds the compliance requirements of NEPA and CERCLA and is coordinated by a three-person staff of professional communicators. The program permeates many of the operating decisions and the result has been public acceptance of the Project and its actions to date, which has been to conduct remedial actions that will place the site in a radiologically and chemically safe condition, eliminating potential hazards to the public and environment. (author)

  5. How Project Managers Really Manage: An Indepth Look at Some Managers of Large, Complex NASA Projects

    Science.gov (United States)

    Mulenburg, Gerald M.; Impaeilla, Cliff (Technical Monitor)

    2000-01-01

    This paper reports on a research study by the author that examined ten contemporary National Aeronautics and Space Administration (NASA) complex projects. In-depth interviews with the project managers of these projects provided qualitative data about the inner workings of the project and the methodologies used in establishing and managing the projects. The inclusion of a variety of space, aeronautics, and ground based projects from several different NASA research centers helped to reduce potential bias in the findings toward any one type of project, or technical discipline. The findings address the participants and their individual approaches. The discussion includes possible implications for project managers of other large, complex, projects.

  6. Graphics-based site information management at Hanford TRU burial grounds

    International Nuclear Information System (INIS)

    Rod, S.R.

    1992-04-01

    The objective of the project described in this paper is to demonstrate the use of integrated computer graphics and database techniques in managing nuclear waste facilities. The graphics-based site information management system (SIMS) combines a three- dimensional graphic model of the facility with databases which describe the facility's components and waste inventory. The SIMS can create graphic visualization of any site data. The SIMS described here is being used by Westinghouse Hanford Company (WHC) as part of its transuranic (TRU) waste retrieval program at the Hanford Reservation. It is being used to manage an inventory of over 38,000 containers, to validate records, and to help visualize conceptual designs of waste retrieval operations

  7. Graphics-based site information management at Hanford TRU burial grounds

    International Nuclear Information System (INIS)

    Rod, S.R.

    1992-01-01

    The objective of the project described in this paper is to demonstrate the use of integrated computer graphics and data base techniques in managing nuclear waste facilities. The graphics-based site information management system (SIMS) combines a three-dimensional graphic model of the facility with databases which describe the facility's components and waste inventory. The SIMS can create graphic visualizations of any site data. The SIMS described here is being used by Westinghouse Hanford Company (WHC) as part of its transuranic (TRU) waste retrieval program at the Hanford Reservation. It is being used to manage an inventory of over 38,000 containers, to validate records, and to help visualize conceptual designs of waste retrieval operations

  8. Project Management Communication 2.0

    DEFF Research Database (Denmark)

    Berggreen, Line; Kampf, Constance Elizabeth

    2015-01-01

    How can we understand project management communication practices for developing effective practices in professional and technical communication? In this article we explore an approach to project management that focuses on projects as having a technical documentation structure with content...... that is developed through social or interpersonal communication practices. Looking at the broader picture of project management which besides the implementation phase also includes conception, planning and closure, we see a project management framework that brings together both technical and social aspects...... of project communication. To understand how this works, we interviewed project managers about their understanding and strategy in communicating about the projects they lead. Findings demonstrate that more experienced project managers have a more nuanced understanding of project communication as both...

  9. Waste management project fiscal year 1998 multi-year work plan WBS 1.2

    International Nuclear Information System (INIS)

    Slaybaugh, R.R.

    1997-08-01

    The MYWP technical baseline describes the work to be accomplished by the Project and the technical standards which govern that work. The Waste Management Project manages and integrates (non-TWRS) waste management activities at the site. Activities include management of Hanford wastes as well as waste transferred to Hanford from other DOE, Department of Defense, or other facilities. This work includes handling, treatment, storage, and disposition of radioactive, nonradioactive, hazardous, and mixed solid and liquid wastes. Major Waste Management Projects are the Solid Waste Project (SW), Liquid Effluents Project (LEP), and Analytical Services. Existing facilities (e.g., grout vaults and canyons) shall be evaluated for reuse for these purposes to the maximum extent possible. The paper tabulates the major facilities that interface with this Project, identifying the major facilities that generate waste, materials, or infrastructure for this Project and the major facilities that will receive waste and materials from this Project

  10. Waste management project fiscal year 1998 multi-year work plan WBS 1.2

    Energy Technology Data Exchange (ETDEWEB)

    Slaybaugh, R.R.

    1997-08-29

    The MYWP technical baseline describes the work to be accomplished by the Project and the technical standards which govern that work. The Waste Management Project manages and integrates (non-TWRS) waste management activities at the site. Activities include management of Hanford wastes as well as waste transferred to Hanford from other DOE, Department of Defense, or other facilities. This work includes handling, treatment, storage, and disposition of radioactive, nonradioactive, hazardous, and mixed solid and liquid wastes. Major Waste Management Projects are the Solid Waste Project (SW), Liquid Effluents Project (LEP), and Analytical Services. Existing facilities (e.g., grout vaults and canyons) shall be evaluated for reuse for these purposes to the maximum extent possible. The paper tabulates the major facilities that interface with this Project, identifying the major facilities that generate waste, materials, or infrastructure for this Project and the major facilities that will receive waste and materials from this Project.

  11. Earned value project management

    CERN Document Server

    Fleming, Quentin W

    2010-01-01

    Organizations that follow the principles of good Earned Value Management (EVM) create an environment that allows teams to successfully operate and thrive ? even in the face of challenges that could negatively impact their projects. Earned Value Project Management (EVPM) is a methodology used to measure and communicate the real physical progress of a project taking into account the work completed, the time taken and the costs incurred to complete that work. As a result, EVPM allows more educated and effective management decision-making, which helps evaluate and control project risk by measuring project progress in monetary terms. In the first two editions of Earned Value Project Management, Quentin W. Fleming and Joel M. Koppelman provided guidance for project management practitioners already familiar with EVPM, was well as those who were new to the use of this technique. The third edition expanded the information available on of EVPM for medium and smaller projects while still being relevant for larger projec...

  12. Project management process.

    Science.gov (United States)

    2007-03-01

    This course provides INDOT staff with foundational knowledge and skills in project management principles and methodologies. INDOTs project management processes provide the tools for interdisciplinary teams to efficiently and effectively deliver pr...

  13. MANAGING LARGE INVESTMENT PROJECTS IN GORJ

    Directory of Open Access Journals (Sweden)

    CÎRNU DORU

    2016-12-01

    Full Text Available Currently, the concept of project management is considered to be the best concept for efficient management of a project, so it is used all over the world, and most recently in our country. This concept is designed with all the general characteristics of project management, but adapted to the large investment projects. This paper presents the project management concept and project management organization for capital projects. This concept is conceived with all general characteristics of project management, but adopted to the condition of large investment projects. The concept also includes the project team and the project manager, the person authorized and responsible for achieving the objectives planned in the project. For efficient managing by project, it is necessary to insure a good compozition of project team, as a team of people who, in collaboration with project manager, work directly on managing the project. To effectively manage the project, it is necessary to ensure a proper composition of the project team, a team of people who, in collaboration with the project manager to work directly for project management. It is a particularly good method of achieving the objectives planned projects, which means a project with a certain level of performance required in a planned time, with planned costs.

  14. Project Manager Performance and the Decision to Backsource the Project Management Office

    Science.gov (United States)

    Lively, William R.

    2014-01-01

    This paper reviews a management decision of an Information Technology Outsource (ITO) provider to backshore the management oversight of its Project Management Office (PMO) after only one year of offshore operations. Governance is a term used in project management to refer to management oversight. The review is a quantitative analysis of existing…

  15. Fundamentals of Project Management

    CERN Document Server

    Heagney, Joseph

    2011-01-01

    With sales of more than 160,000 copies, Fundamentals of Project Management has helped generations of project managers navigate the ins and outs of every aspect of this complex discipline. Using a simple step-by-step approach, the book is the perfect introduction to project management tools, techniques, and concepts. Readers will learn how to: ò Develop a mission statement, vision, goals, and objectives ò Plan the project ò Create the work breakdown structure ò Produce a workable schedule ò Understand earned value analysis ò Manage a project team ò Control and evaluate progress at every stage.

  16. Umatilla Satellite and Release Sites Project : Final Siting Report.

    Energy Technology Data Exchange (ETDEWEB)

    Montgomery, James M.

    1992-04-01

    This report presents the results of site analysis for the Umatilla Satellite and Release Sites Project. The purpose of this project is to provide engineering services for the siting and conceptual design of satellite and release facilities for the Umatilla Basin hatchery program. The Umatilla Basin hatchery program consists of artificial production facilities for salmon and steelhead to enhance production in the Umatilla River as defined in the Umatilla master plan approved in 1989 by the Northwest Power Planning Council. Facilities identified in the master plan include adult salmon broodstock holding and spawning facilities, facilities for recovery, acclimation, and/or extended rearing of salmon juveniles, and development of river sites for release of hatchery salmon and steelhead. The historic and current distribution of fall chinook, summer chinook, and coho salmon and steelhead trout was summarized for the Umatilla River basin. Current and future production and release objectives were reviewed. Twenty seven sites were evaluated for the potential and development of facilities. Engineering and environmental attributes of the sites were evaluated and compared to facility requirements for water and space. Site screening was conducted to identify the sites with the most potential for facility development. Alternative sites were selected for conceptual design of each facility type. A proposed program for adult holding facilities, final rearing/acclimation, and direct release facilities was developed.

  17. Project management plan for Project W-320, Tank 241-C-106 sluicing. Revision 2

    Energy Technology Data Exchange (ETDEWEB)

    Phillips, D.R.

    1994-07-01

    A major mission of the US Department of Energy (DOE) is the permanent disposal of Hanford Site defense wastes by utilizing safe, environmentally acceptable, and cost-effective disposal methods that meet applicable regulations. The Tank Waste Remediation System (TWRS) Program was established at the Hanford Site to manage and control activities specific to the remediation of safety watch list tanks, including high-heat-producing tanks, and for the ultimate characterization, retrieval, pretreatment, and disposal of the low- and high-level fractions of the tank waste. Project W-320, Tank 241-C-106 Sluicing, provides the methodology, equipment, utilities, and facilities necessary for retrieving the high-heat waste from single-shell tank (SST) 24-C-106. Project W-320 is a fiscal year (FY) 1993 expense-funded major project, and has a design life of 2 years. Retrieval of the waste in tank 241-C-106 will be accomplished through mobilization of the sludge into a pumpable slurry using past-practice sluicing. The waste is then transferred directly to a double-shell tank for interim storage, subsequent pretreatment, and eventual disposal. A detailed description of the management organization and responsibilities of all participants is presented in this document.

  18. Project management plan for Project W-320, Tank 241-C-106 sluicing. Revision 2

    International Nuclear Information System (INIS)

    Phillips, D.R.

    1994-07-01

    A major mission of the US Department of Energy (DOE) is the permanent disposal of Hanford Site defense wastes by utilizing safe, environmentally acceptable, and cost-effective disposal methods that meet applicable regulations. The Tank Waste Remediation System (TWRS) Program was established at the Hanford Site to manage and control activities specific to the remediation of safety watch list tanks, including high-heat-producing tanks, and for the ultimate characterization, retrieval, pretreatment, and disposal of the low- and high-level fractions of the tank waste. Project W-320, Tank 241-C-106 Sluicing, provides the methodology, equipment, utilities, and facilities necessary for retrieving the high-heat waste from single-shell tank (SST) 24-C-106. Project W-320 is a fiscal year (FY) 1993 expense-funded major project, and has a design life of 2 years. Retrieval of the waste in tank 241-C-106 will be accomplished through mobilization of the sludge into a pumpable slurry using past-practice sluicing. The waste is then transferred directly to a double-shell tank for interim storage, subsequent pretreatment, and eventual disposal. A detailed description of the management organization and responsibilities of all participants is presented in this document

  19. Low-level radioactive waste (LLW) management at the Nevada Test Site (NTS)

    International Nuclear Information System (INIS)

    Becker, B.D.; Gertz, C.P.; Clayton, W.A.; Crowe, B.M.

    1998-01-01

    In 1978, the Department of Energy, Nevada Operations Office (DOE/NV), established a managed LLW disposal project at the Nevada Test Site (NTS). Two, sites which were already accepting limited amounts of on-site generated waste for disposal and off-site generated Transuranic Waste for interim storage, were selected to house the disposal facilities. In those early days, these sites, located about 15 miles apart, afforded the DOE/NV the opportunity to use at least two technologies to manage its waste cost effectively. The Area 5 Radioactive Waste Management Site (RWMS) uses engineered shallow-land burial cells to dispose packaged waste while the Area 3 RWMS uses subsidence craters formed from underground testing of nuclear weapons for the disposal of packaged and unpackaged bulk waste. The paper describes the technical attributes of both Area 5 and Area 3 facilities, the acceptance process, the disposal processes, and present and future capacities of both sites

  20. Independent management and financial review, Yucca Mountain Project, Nevada. Final report, Appendix

    International Nuclear Information System (INIS)

    1995-01-01

    The Nuclear Waste Policy Act of 1982 (Public Law 97-425), as amended by Public Law 100-203, December 22, 1987, established the Office of Civilian Radioactive Waste Management (OCRWM) within the Department of Energy (DOE), and directed the Office to investigate a site at Yucca Mountain, Nevada, to determine if this site is suitable for the construction of a repository for the disposal of high level nuclear waste. Work on site characterization has been under way for several years. Thus far, about $1.47 billion have been spent on Yucca Mountain programs. This work has been funded by Congressional appropriations from a Nuclear Waste Fund to which contributions have been made by electric utility ratepayers through electric utilities generating power from nuclear power stations. The Secretary of Energy and the Governor of the State of Nevada have appointed one person each to a panel to oversee an objective, independent financial and management evaluation of the Yucca Mountain Project. The Requirements for the work will include an analysis of (1) the Yucca Mountain financial and, contract management techniques and controls; (2) Project schedules and credibility of the proposed milestones; (3) Project organizational effectiveness and internal planning processes, and (4) adequacy of funding levels and funding priorities, including the cost of infrastructure and scientific studies. The recipient will provide monthly progress report and the following reports/documents will be presented as deliverables under the contract: (1) Financial and Contract Management Preliminary Report; (2) Project Scheduling Preliminary Report; (3)Project Organizational Effectiveness Preliminary Report; (4) Project Funding Levels and Funding Priorities Preliminary Report; and (5) Final Report

  1. Independent management and financial review, Yucca Mountain Project, Nevada. Final report, Appendix

    Energy Technology Data Exchange (ETDEWEB)

    NONE

    1995-07-15

    The Nuclear Waste Policy Act of 1982 (Public Law 97-425), as amended by Public Law 100-203, December 22, 1987, established the Office of Civilian Radioactive Waste Management (OCRWM) within the Department of Energy (DOE), and directed the Office to investigate a site at Yucca Mountain, Nevada, to determine if this site is suitable for the construction of a repository for the disposal of high level nuclear waste. Work on site characterization has been under way for several years. Thus far, about $1.47 billion have been spent on Yucca Mountain programs. This work has been funded by Congressional appropriations from a Nuclear Waste Fund to which contributions have been made by electric utility ratepayers through electric utilities generating power from nuclear power stations. The Secretary of Energy and the Governor of the State of Nevada have appointed one person each to a panel to oversee an objective, independent financial and management evaluation of the Yucca Mountain Project. The Requirements for the work will include an analysis of (1) the Yucca Mountain financial and, contract management techniques and controls; (2) Project schedules and credibility of the proposed milestones; (3) Project organizational effectiveness and internal planning processes, and (4) adequacy of funding levels and funding priorities, including the cost of infrastructure and scientific studies. The recipient will provide monthly progress report and the following reports/documents will be presented as deliverables under the contract: (1) Financial and Contract Management Preliminary Report; (2) Project Scheduling Preliminary Report; (3)Project Organizational Effectiveness Preliminary Report; (4) Project Funding Levels and Funding Priorities Preliminary Report; and (5) Final Report.

  2. Project Management Techniques

    OpenAIRE

    Mihalache Anita; Salagean Liana

    2010-01-01

    Project management is a technique that can aid in the planning, scheduling, and monitoring of complex projects characterized by numerous, non repetitive jobs called activities. Examples of projects that would use project management include: - developing a mass rapid – transit system for a metropolitan area; - organizing the relocation of a corporate headquarters; - planning the production of a concert, film, or play; - developing and marketing a new automobile; - constructing a high – rise of...

  3. On-site vs off-site management of environmental restoration waste: A cost effectiveness analysis

    International Nuclear Information System (INIS)

    Morse, M.A.; Aamodt, P.L.; Cox, W.B.

    1996-01-01

    The Sandia National Laboratories Environmental Restoration Project is expected to generate relatively large volumes of hazardous waste as a result of cleanup operations. These volumes will exceed the Laboratories existing waste management capacity. This paper presents four options for managing remediation wastes, including three alternatives for on-site waste management utilizing a corrective action management unit (CAMU). Costs are estimated for each of the four options based on current volumetric estimates of hazardous waste. Cost equations are derived for each of the options with the variables being waste volumes, the major unknowns in the analysis. These equations provide a means to update cost estimates as volume estimates change. This approach may be helpful to others facing similar waste management decisions

  4. Management of delayed nuclear power plant projects

    Energy Technology Data Exchange (ETDEWEB)

    NONE

    1999-09-01

    and further develop the capability to restart and complete delayed nuclear power plant projects. Its content reflects the experience and good practices concerning the following management issues: project control measures, retention of human resources, preservation and maintenance of site installations, structures and equipment, updating to meet licensing requirements and technology upgrades and preservation of project data. It is expected that the material in this publication can serve as a useful contribution to assisting nuclear utilities with solutions to problems encountered by the management of delayed nuclear power plant projects. It can also be useful for managers of new projects who need to know about problems that might arise if work is suspended. Feedback on the use of the material will be useful to plan future IAEA actions directed to assist Member States in the area of delayed projects.

  5. Management of delayed nuclear power plant projects

    International Nuclear Information System (INIS)

    1999-09-01

    and further develop the capability to restart and complete delayed nuclear power plant projects. Its content reflects the experience and good practices concerning the following management issues: project control measures, retention of human resources, preservation and maintenance of site installations, structures and equipment, updating to meet licensing requirements and technology upgrades and preservation of project data. It is expected that the material in this publication can serve as a useful contribution to assisting nuclear utilities with solutions to problems encountered by the management of delayed nuclear power plant projects. It can also be useful for managers of new projects who need to know about problems that might arise if work is suspended. Feedback on the use of the material will be useful to plan future IAEA actions directed to assist Member States in the area of delayed projects

  6. The Impact of Project Management Maturity upon IT/IS Project Management Outcomes

    Science.gov (United States)

    Carcillo, Anthony Joseph, Jr.

    2013-01-01

    Although it is assumed that increasing the institutionalization (or maturity) of project management in an organization leads to greater project success, the literature has diverse views. The purpose of this mixed methods study was to examine the correlation between project management maturity and IT/IS project outcomes. The sample consisted of two…

  7. Yucca Mountain Site Characterization Project bibliography, July--December 1992: An update, Supplement 3, Addendum 2

    International Nuclear Information System (INIS)

    1993-04-01

    Following a reorganization of the Office of Civilian Radioactive Waste Management in 1990, the Yucca Mountain Project was renamed Yucca Mountain Site Characterization Project. The title of this bibliography was also changed to Yucca Mountain Site Characterization Project Bibliography. Prior to August 5, 1988, this project was called the Nevada Nuclear Waste Storage Investigations. This bibliography contains information on this ongoing project that was added to the Department of Energy's Energy Science and Technology Database from July 1, 1992, through December 31, 1992. The bibliography is categorized by principal project participating organization. Participant-sponsored subcontractor reports, papers, and articles are included in the sponsoring organization's list. Another section contains information about publications on the Energy Science and Technology Database that were not sponsored by the project but have some relevance to it

  8. Yucca Mountain Site Characterization Project bibliography, January--June 1995. Supplement 4, Add.3: An update

    Energy Technology Data Exchange (ETDEWEB)

    Stephan, P.M. [ed.

    1996-01-01

    Following a reorganization of the Office of Civilian Radioactive Waste Management in 1990, the Yucca Mountain Project was renamed Yucca Mountain Site Characterization Project. The title of this bibliography was also changed to Yucca Mountain Site Characterization Project Bibliography. Prior to August 5, 1988, this project was called the Nevada Nuclear Waste Storage Investigations. This bibliography contains information on this ongoing project that was added to the Department of Energy`s Energy Science and Technology Database from January 1, 1995, through June 30, 1995. The bibliography is categorized by principal project participating organization. Participant-sponsored subcontractor reports, papers, and articles are included in the sponsoring organization`s list. Another section contains information about publications on the Energy Science and Technology Database that were not sponsored by the project but have some relevance to it.

  9. Yucca Mountain Site Characterization Project Bibliography, January--June 1993. An update: Supplement 4, Addendum 1

    Energy Technology Data Exchange (ETDEWEB)

    Stephan, P.M. [ed.

    1995-01-01

    Following a reorganization of the Office of Civilian Radioactive Waste Management in 1990, the Yucca Mountain Project was renamed Yucca Mountain Site Characterization Project. The title of this bibliography was also changed to Yucca Mountain Site Characterization Project Bibliography. Prior to August 5, 1988, this project was called the Nevada Nuclear Waste Storage Investigations. This bibliography contains information on this ongoing project that was added to the Department of Energy`s Energy Science and Technology Database from January 1, 1994 through June 30, 1994. The bibliography is categorized by principal project participating organization. Participant-sponsored subcontractor reports, papers,and articles are included in the sponsoring organization`s list. Another section contains information about publications on the Energy Science and Technology Database that were not sponsored by the project but have some relevance to it.

  10. Yucca Mountain Site Characterization Project Bibliography, January--June 1993. An update: Supplement 4, Addendum 1

    International Nuclear Information System (INIS)

    Stephan, P.M.

    1995-01-01

    Following a reorganization of the Office of Civilian Radioactive Waste Management in 1990, the Yucca Mountain Project was renamed Yucca Mountain Site Characterization Project. The title of this bibliography was also changed to Yucca Mountain Site Characterization Project Bibliography. Prior to August 5, 1988, this project was called the Nevada Nuclear Waste Storage Investigations. This bibliography contains information on this ongoing project that was added to the Department of Energy's Energy Science and Technology Database from January 1, 1994 through June 30, 1994. The bibliography is categorized by principal project participating organization. Participant-sponsored subcontractor reports, papers,and articles are included in the sponsoring organization's list. Another section contains information about publications on the Energy Science and Technology Database that were not sponsored by the project but have some relevance to it

  11. Yucca Mountain Site Characterization Project bibliography, January--June 1995. Supplement 4, Add.3: An update

    International Nuclear Information System (INIS)

    Stephan, P.M.

    1996-01-01

    Following a reorganization of the Office of Civilian Radioactive Waste Management in 1990, the Yucca Mountain Project was renamed Yucca Mountain Site Characterization Project. The title of this bibliography was also changed to Yucca Mountain Site Characterization Project Bibliography. Prior to August 5, 1988, this project was called the Nevada Nuclear Waste Storage Investigations. This bibliography contains information on this ongoing project that was added to the Department of Energy's Energy Science and Technology Database from January 1, 1995, through June 30, 1995. The bibliography is categorized by principal project participating organization. Participant-sponsored subcontractor reports, papers, and articles are included in the sponsoring organization's list. Another section contains information about publications on the Energy Science and Technology Database that were not sponsored by the project but have some relevance to it

  12. Hydrologic site characterization - the UMTRA project approach

    International Nuclear Information System (INIS)

    Binkman, J.E.; Hoopes, J.R.

    1985-01-01

    The United States Environmental Protection Agency (EPA) Standards (40 CFR 192) require site characterization of the hydrogeologic regime at and around each Uranium Mill Tailings Remedial Action (UMTRA) Project site. Also, ''judgements on the possible need for remedial or protective actions for groundwater aquifers should be guided by relevant considerations described in EPA's hazardous waste management system (47 CFR 32274).'' To address those two sets of rules and regulations, a generic approach is being developed. Fourteen primary issues were determined. These issues can be grouped into those that can be determined by documentation of available information and present conditions, those that require extensive field investigations and those that require some form of predictive modeling. To address the various issues requires an integrated effort of hydrogeologists, environmental engineers or scientists and health physicists. In this paper, the approach to the resolution of these fourteen issues is described briefly

  13. The Environmental Management Project Manager's Handbook for improved project definition

    International Nuclear Information System (INIS)

    1995-02-01

    The United States Department of Energy (DOE) is committed to providing high quality products that satisfy customer needs and are the associated with this goal, DOE personnel must possess the knowledge, skills, and abilities to ensure successful job performance. In addition, there must be recognition that the greatest obstacle to proper project performance is inadequate project definition. Without strong project definition, DOE environmental management efforts are vulnerable to fragmented solutions, duplication of effort, and wastes resources. The primary means of ensuring environmental management projects meet cost and schedule milestones is through a structured and graded approach to project definition, which is the focus of this handbook

  14. How Does a Project Manager's Level of Development Influence Conceptualizations of Project Management and the Project Development Environment?

    Science.gov (United States)

    Lynch, Margaret M.

    2013-01-01

    This study explores the meaning project managers (PMs) make of their project environment, how they lead their teams and have incorporate complexity into their project management approach. The exploration of the PM's developmental level and meaning making offers a different angle on the project management and leadership literature. The study…

  15. WSSRAP chemical plant geotechnical investigations for the Weldon Spring Site Remedial Action Project, Weldon Spring, Missouri

    International Nuclear Information System (INIS)

    1990-12-01

    This document has been prepared for the United states Department of Energy (DOE) Weldon Spring Site Remedial Action Project (WSSRAP) by the Project Management Contractor (PMC), which consists of MK-Ferguson Company (MKF) and Morrison Knudsen Corporation Environmental Services Group (MKES) with Jacobs Engineering Group (JEG) as MKF's predesignated subcontractor. This report presents the results of site geotechnical investigations conducted by the PMC in the vicinity of the Weldon Spring chemical plant and raffinate pits (WSCP/RP) and in potential on-site and off-site clayey material borrow sources. The WSCP/RP is the proposed disposal cell (DC) site. 39 refs., 24 figs., 12 tabs

  16. Conceptual Design Report: Nevada Test Site Mixed Waste Disposal Facility Project

    International Nuclear Information System (INIS)

    2009-01-01

    Environmental cleanup of contaminated nuclear weapons manufacturing and test sites generates radioactive waste that must be disposed. Site cleanup activities throughout the U.S. Department of Energy (DOE) complex are projected to continue through 2050. Some of this waste is mixed waste (MW), containing both hazardous and radioactive components. In addition, there is a need for MW disposal from other mission activities. The Waste Management Programmatic Environmental Impact Statement Record of Decision designates the Nevada Test Site (NTS) as a regional MW disposal site. The NTS has a facility that is permitted to dispose of onsite- and offsite-generated MW until November 30, 2010. There is not a DOE waste management facility that is currently permitted to dispose of offsite-generated MW after 2010, jeopardizing the DOE environmental cleanup mission and other MW-generating mission-related activities. A mission needs document (CD-0) has been prepared for a newly permitted MW disposal facility at the NTS that would provide the needed capability to support DOE's environmental cleanup mission and other MW-generating mission-related activities. This report presents a conceptual engineering design for a MW facility that is fully compliant with Resource Conservation and Recovery Act (RCRA) and DOE O 435.1, 'Radioactive Waste Management'. The facility, which will be located within the Area 5 Radioactive Waste Management Site (RWMS) at the NTS, will provide an approximately 20,000-cubic yard waste disposal capacity. The facility will be licensed by the Nevada Division of Environmental Protection (NDEP)

  17. Project management in health informatics.

    Science.gov (United States)

    Ho, Jessica

    2010-01-01

    This chapter gives an educational overview of: * the concept of project management and its role in modern management * the generic project lifecycle process * processes used in developing a plan for the management of resources - time, cost, physical resources and people * the concept of managing risk in projects * communication processes and practices that are important to the management of projects.

  18. Project management for engineers

    CERN Document Server

    Bennett, Michael J

    2014-01-01

    Project Management for Engineers, as the title suggests, is a direct attempt at addressing the ever-increasing and specific needs for better project management of engineering students, practicing engineers and managers in the industry. It aims not only to present the principles and techniques of Project Management, but also to discuss project management standards, processes and requirements, such as PMBOK, IEEE and PRINCE. Each chapter begins with the basics of the theme being developed at a level understandable to an undergraduate, before more complex topics are introduced at the end of each section that are suitable for graduate students. For the practicing professionals or managers in the industry, the book also provides many real illustrations of practical application of the principles of Project Management. Through a realistic blend of theory and practical examples, as well as an integration of the engineering technical issues with business issues, this book seeks to remove the veil of mystery that has...

  19. Development of Earned Value Management System in PP Construction Project

    Energy Technology Data Exchange (ETDEWEB)

    Lee, Sang-Hyun; Moon, Byeong-Suk [KHNP-CRI, Daejeon (Korea, Republic of)

    2014-10-15

    The NPP construction project has been determined in the form of a rather lump-sum contract with little details in resource requirements and estimations. Therefore, Earned Value Management System (EVMS) needs to be applied to the NPP projects in order to incorporate scope, schedule and cost targeting efficient and to control effective resource. The NPP projects in Korea have not applied EVMS. EVMS has phased in NPP construction project by Korea Hydro and Nuclear Power Co., Ltd (KHNP), playing the role of project master manager in NPP construction in Korea. This study presented the EVMS unlike other system. Accordingly, EVMS is expected to reduce risks and increase efficiency in the NPP project. The NPP construction project is a technology ntensive multi-construction project that should be based on economics and stability and that takes over ten years to complete, requiring investment of billions of dollars, a great number of persons concerned, and a vast store of human and material resources. KHNP is phasing EVMS in NPP construction project for overseas contracts and the efficient management, the paper presented the pilot EVMS in KHNP. It expected to control and identify of NPP construction projects by using EVMS as a computerized management tool which is quantitative and objective management criteria. It is necessary to improve of the contract system related EVM for enterprise system, and the effort will be required, such as on-site support and training so that this can be done in collaboration with the relevant stakeholders.

  20. West Valley Demonstration Project Annual Site Environmental Report Calendar Year 2006

    International Nuclear Information System (INIS)

    2007-01-01

    Annual Site Environmental Report for the West Valley Demonstration Project (WVDP) for Calendar Year 2006. The report summarizes calendar year (CY) 2006 environmental monitoring data so as to describe the performance of the WVDP's environmental management system (EMS), confirm compliance with standards and regulations, and highlight important programs that protect public health and safety and the environment

  1. West Valley Demonstration Project Annual Site Environmental Report Calendar Year 2006

    Energy Technology Data Exchange (ETDEWEB)

    West Valley Nuclear Services Company (WVNSCO) and URS Group, Inc.

    2007-09-27

    Annual Site Environmental Report for the West Valley Demonstration Project (WVDP) for Calendar Year 2006. The report summarizes calendar year (CY) 2006 environmental monitoring data so as to describe the performance of the WVDP’s environmental management system (EMS), confirm compliance with standards and regulations, and highlight important programs that protect public health and safety and the environment.

  2. Towards A Framework For ICT-Enabled Materials Management In Complex Projects

    Directory of Open Access Journals (Sweden)

    N. B. Kasim

    2011-10-01

    Full Text Available This paper describes a research project, aimed at developing a system to integrate RFID-based materials management with resources modelling in project management to improve on-site materials tracking and inventory management processes. In order to develop the system, a comprehensive literature review and exploratory case studies were conducted to investigate current practices, problems, implementation of ICT and potential use of emerging technologies (such as RFID and wireless technologies in overcoming the logistical difficulties associated with materials management. An initial assessment revealed that there is a potential to improve the tracking and management of materials using modern ICT, thus will enhance the operational efficiency of the project delivery process. Moreover, sophisticated technologies such as wireless systems and tagging are not generally used to overcome human error in materials identification and the space constraints inherent in many projects. This paper concludes the finding from case studies for developing a real-time materials tracking framework to support construction professional in handling materials more effectively.

  3. Project planning and project management of Baseball II-T

    International Nuclear Information System (INIS)

    Kozman, T.A.; Chargin, A.K.

    1975-01-01

    The details of the project planning and project management work done on the Baseball II-T experiment are reviewed. The LLL Baseball program is a plasma confinement experiment accomplished with a superconducting magnet in the shape of a baseball seam. Both project planning and project management made use of the Critical Path Management (CPM) computer code. The computer code, input, and results from the project planning and project management runs, and the cost and effectiveness of this method of systems planning are discussed

  4. UMTRA Surface Project management action process document. Final report: Revision 1

    International Nuclear Information System (INIS)

    1996-04-01

    A critical mission of the US Department of Energy (DOE) is the planning, implementation, and completion of environmental restoration (ER) programs at facilities that were operated by or in support of the former Atomic Energy Commission (AEC) from the late 1940s into the 1970s. Among these facilities are the 24 former uranium mill sites designed in the Uranium Mill Tailings Radiation Control Act (UMTRCA) of 1978 (42 USC section 7901 et seq.) Title 1 of the UMTRCA authorized the DOE to undertake remedial actions at these designated sites and associated vicinity properties (VP), which contain uranium mill tailings and other residual radioactive materials (RRM) derived from the processing sites. Title 2 of the UMTRCA addresses uranium mill sites that were licensed at the time the UMTRCA was enacted. Cleanup of these Title 2 sites is the responsibility of the licensees. The cleanup of the Title 1 sites has been split into two separate projects: the Surface Project, which deals with the mill buildings, tailings, and contaminated soils at the sites and VPs; and the Ground Water Project, which is limited to the contaminated ground water at the sites. This management action process (MAP) document discusses the Uranium Mill Tailings Remedial Action (UMTRA) Surface Project only; a separate MAP document has been prepared for the UMTRA Ground Water Project

  5. CONTEMPORARY TRENDS IN PROJECT MANAGEMENT

    Directory of Open Access Journals (Sweden)

    Ana Argirova

    2015-09-01

    Full Text Available The modern information society in ever increasing business projects and time limits to achieve the objectives at minimum cost leads to a search for ways to manage them. Today, more and more managers use IT tools for project management, and the term itself is associated with software solutions for the optimization and management of projects in different fields of human activity. The paper examines the main characteristics of project management by means of information technology. Key tasks and processes in the project implementation and management are discussed.

  6. Use of a Knowledge Management System in Waste Management Projects

    International Nuclear Information System (INIS)

    Gruendler, D.; Boetsch, W.U.; Holzhauer, U.; Nies, R.A.

    2006-01-01

    In Germany the knowledge management system 'WasteInfo' about waste management and disposal issues has been developed and implemented. Beneficiaries of 'WasteInfo' are official decision makers having access to a large information pool. The information pool is fed by experts, so called authors This means compiling of information, evaluation and assigning of appropriate properties (metadata) to this information. The knowledge management system 'WasteInfo' has been introduced at the WM04, the operation of 'WasteInfo' at the WM05. The recent contribution describes the additional advantage of the KMS being used as a tool for the dealing with waste management projects. This specific aspect will be demonstrated using a project concerning a comparative analysis of the implementation of repositories in six countries using nuclear power as examples: The information of 'WasteInfo' is assigned to categories and structured according to its origin and type of publication. To use 'WasteInfo' as a tool for the processing the projects, a suitable set of categories has to be developed for each project. Apart from technical and scientific aspects, the selected project deals with repository strategies and policies in various countries, with the roles of applicants and authorities in licensing procedures, with safety philosophy and with socio-economic concerns. This new point of view has to be modelled in the categories. Similar to this, new sources of information such as local and regional dailies or particular web-sites have to be taken into consideration. In this way 'WasteInfo' represents an open document which reflects the current status of the respective repository policy in several countries. Information with particular meaning for the German repository planning is marked and by this may influence the German strategy. (authors)

  7. Ground-water monitoring compliance projects for Hanford Site facilities: Annual progress report for 1987

    International Nuclear Information System (INIS)

    Hall, S.H.

    1988-09-01

    This report describes progress during 1987 of five Hanford Site ground water monitoring projects. Four of these projects are being conducted according to regulations based on the federal Resource Conservation and Recovery Act of 1976 and the state Hazardous Waste Management Act. The fifth project is being conducted according to regulations based on the state Solid Waste Management Act. The five projects discussed herein are: 300 Area Process Trenches; 183-H Solar Evaporation Basins; 200 Areas Low-Level Burial Grounds; Nonradioactive Dangerous Waste Landfill; Solid Waste Landfill. For each of the projects, there are included, as applicable, discussions of monitoring well installations, water-table measurements, background and/or downgradient water quality and results of chemical analysis, and extent and rate of movement of contaminant plumes. 14 refs., 30 figs., 13 tabs

  8. Fernald Environmental Management Project 1995 site environmental report

    Energy Technology Data Exchange (ETDEWEB)

    NONE

    1996-06-01

    The Fernald site continues to examine the air and liquid pathways as possible routes through which pollutants from past operations and current remedial activities may leave the site. This 1995 Site Environmental Report provides the general public as well as scientists and engineers with the results from the site`s ongoing Environmental Monitoring Program. Also included in this report is information concerning the site`s progress toward achieving full compliance with requirements set forth by DOE, US Environmental Protection Agency (USEPA), and Ohio EPA.

  9. The application of project management in construction projects ...

    African Journals Online (AJOL)

    Project management is critical for successful project development. A crucial responsibility of the project manager is ensuring that the client is certified and the scope of work is of high quality, within the agreed budget and time frame. In some way, project financing is completed from the time of project conception. Indeed ...

  10. PROJECT - RESOURCE MANAGEMENT OF INNOVATIONS IN EDUCATION: ANTHROPOLOGICAL PROJECTION

    Directory of Open Access Journals (Sweden)

    Galina Aleksandrovna Ignat’eva

    2015-08-01

    Full Text Available The purpose of the research was to denote a way to solve the problem of education mana-gement ΄s insufficient efficiency considered from the point of view of education opportunities to influence on the formation of mechanisms for sustainable development of society as a whole and its educational component. The concept «project-resource management of innovation in education» regarded on the basis of the anthropological project-transforming paradigm. Conceptually-categorical context presented by conceptual cluster composed of coordinated concepts «project», «resource», «educational reality», «organizational-resource potential», «project commonality». In the theoretical part of the study on the basis of analysis of the normative and exploratory approaches to educational innovations organization and management it was established the search approach ΄s leading role in the methodological substantiation of project-resource management. The study have indicated that in the presence of variable models of innovation management in education, corresponding to various predictive models of continuing education post-industrial society, project-resource management is an universal mechanism for the transition from separate innovation΄s precedents to the an authentic reality of innovative education. In the technological part of the study the main concern was to submit the project-resource management by the management goal’s system, each of which includes the specific management actions, projected results and the organizational forms. The project-resource management ΄s professional – activity context of the study showed evolution of managerial positions: an effective performer – an effective leader – strategist, implemented during the transition from directly directive management to the project management and further to the project-resource management. Based on the findings identified the key factors of initiatively-problem projects

  11. Agile Project Management For Dummies

    CERN Document Server

    Layton, Mark C

    2012-01-01

    Be flexible and faster with Agile project management As mobile and web technologies continue to evolve rapidly, there is added pressure to develop and implement software projects in weeks instead of months. Agile Project Management For Dummies can make that happen. This is the first book to provide a simple, step-by-step guide to Agile Project Management approaches, tools, and techniques. With the fast pace of mobile and web technology development, software project development must keep pace; Agile Project Management enables developers to complete and implement projects more quickly and this b

  12. The relation between project management education and newer streams in project management research

    DEFF Research Database (Denmark)

    Leimbach, Timo; Goodall, Julie Bladt

    2017-01-01

    In the last decades, research in project management (PM) has experienced significant new inputs from a range of new PM methodologies and critical research streams. As a consequence, members of the more critical streams have called for the education of project managers to advance from that of trai......In the last decades, research in project management (PM) has experienced significant new inputs from a range of new PM methodologies and critical research streams. As a consequence, members of the more critical streams have called for the education of project managers to advance from...... that of training technicians, to fostering reflective practitioners that are better equipped to handle the increasing complexity of the profession. This paper is based on a recently commenced re-search project titled "Rethinking Project Management Education – the Role of Universities" that is aimed at analysing...... how the development of PM research is reflected in the education of project managers. On the basis of a short overview of the state of the art of PM education research and practices, the possible challenges for the development of PM education are discussed, and, finding that there is a lack...

  13. Project Management

    DEFF Research Database (Denmark)

    Kampf, Constance

    2009-01-01

    In this video Associate Professor Constance Kampf talks about the importance project management. Not only as a tool in implementation, but also as a way of thinking, and as something that needs to be considered from idea conception......In this video Associate Professor Constance Kampf talks about the importance project management. Not only as a tool in implementation, but also as a way of thinking, and as something that needs to be considered from idea conception...

  14. Project management plan for Reactor 105-C Interim Safe Storage project

    International Nuclear Information System (INIS)

    Plagge, H.A.

    1996-09-01

    Reactor 105-C (located on the Hanford Site in Richland, Washington) will be placed into an interim safe storage condition such that (1) interim inspection can be limited to a 5-year frequency; (2) containment ensures that releases to the environmental are not credible under design basis conditions; and (3) final safe storage configuration shall not preclude or significantly increase the cost for any decommissioning alternatives for the reactor assembly.This project management plan establishes plans, organizational responsibilities, control systems, and procedures for managing the execution of Reactor 105-C interim safe storage activities to meet programmatic requirements within authorized funding and approved schedules

  15. Geospatial Optimization of Siting Large-Scale Solar Projects

    Energy Technology Data Exchange (ETDEWEB)

    Macknick, Jordan [National Renewable Energy Lab. (NREL), Golden, CO (United States); Quinby, Ted [National Renewable Energy Lab. (NREL), Golden, CO (United States); Caulfield, Emmet [Stanford Univ., CA (United States); Gerritsen, Margot [Stanford Univ., CA (United States); Diffendorfer, Jay [U.S. Geological Survey, Boulder, CO (United States); Haines, Seth [U.S. Geological Survey, Boulder, CO (United States)

    2014-03-01

    Recent policy and economic conditions have encouraged a renewed interest in developing large-scale solar projects in the U.S. Southwest. However, siting large-scale solar projects is complex. In addition to the quality of the solar resource, solar developers must take into consideration many environmental, social, and economic factors when evaluating a potential site. This report describes a proof-of-concept, Web-based Geographical Information Systems (GIS) tool that evaluates multiple user-defined criteria in an optimization algorithm to inform discussions and decisions regarding the locations of utility-scale solar projects. Existing siting recommendations for large-scale solar projects from governmental and non-governmental organizations are not consistent with each other, are often not transparent in methods, and do not take into consideration the differing priorities of stakeholders. The siting assistance GIS tool we have developed improves upon the existing siting guidelines by being user-driven, transparent, interactive, capable of incorporating multiple criteria, and flexible. This work provides the foundation for a dynamic siting assistance tool that can greatly facilitate siting decisions among multiple stakeholders.

  16. Quality Assurance Program Plan (QAPP) Waste Management Project

    Energy Technology Data Exchange (ETDEWEB)

    VOLKMAN, D.D.

    1999-10-27

    This document is the Quality Assurance Program Plan (QAPP) for Waste Management Federal Services of Hanford, Inc. (WMH), that implements the requirements of the Project Hanford Management Contract (PHMC), HNF-MP-599, Project Hanford Quality Assurance Program Description (QAPD) document, and the Hanford Federal Facility Agreement with Consent Order (Tri-Party Agreement), Sections 6.5 and 7.8. WHM is responsible for the treatment, storage, and disposal of liquid and solid wastes generated at the Hanford Site as well as those wastes received from other US Department of Energy (DOE) and non-DOE sites. WMH operations include the Low-Level Burial Grounds, Central Waste Complex (a mixed-waste storage complex), a nonradioactive dangerous waste storage facility, the Transuranic Storage Facility, T Plant, Waste Receiving and Processing Facility, 200 Area Liquid Effluent Facility, 200 Area Treated Effluent Disposal Facility, the Liquid Effluent Retention Facility, the 242-A Evaporator, 300 Area Treatment Effluent Disposal Facility, the 340 Facility (a radioactive liquid waste handling facility), 222-S Laboratory, the Waste Sampling and Characterization Facility, and the Hanford TRU Waste Program.

  17. ENHANCING EFFECTIVENESS OF EMSP PROJECTS THROUGH STRONG CONNECTIONS TO SITE PROBLEMS

    International Nuclear Information System (INIS)

    Josephson, Gary B.; Hale, Donna

    2003-01-01

    The Environmental Management Science Program (EMSP) funds basic science research that will lead to reduced remediation cost, schedule, technical uncertainties, and risk for DOE's environmental clean up. The Tanks Focus Area (TFA) has partnered with EMSP to accomplish those same objectives for DOE's largest and most expensive remediation effort - to retrieve and immobilize the highly radioactive wastes that are our nation's chief nuclear defense program legacy. TFA has been tasked to facilitate success of the EMSP investment. The key for EMSP projects to contribute to this remediation effort is communication. First, the scientist needs to understand much more about how his scientific results would be used than he could ever learn from the original EMSP solicitation or by reading the referenced DOE needs statements. Second, the scientist's results must be communicated to the site problem holders in a usable form and in a timely manner such that important information gaps can still be filled by the EMSP project. Research results can be used in a variety of ways besides deployment of new hardware or a new process. When results are USED the site problem holders become 'users'. The important aspect that research results are to be used is captured in the TFA lexicon for their clients, the DOE sites--'USERS'. The best method observed, so far, to accomplish the indispensable communication necessary for success is through direct contact between EMSP researchers and TFA/site problem holders, person to person. The observation that direct contact is the best medium for exchange of complex information may seem inanely obvious. However, it is not the normal procedure in the more academic world of the fundamental scientists, where publishing of results in a peer-reviewed journal completes the transmittal of scientific results. Direct communication between EMSP researchers and site users doesn't occur naturally. TFA actively bridges this gap between science and technology

  18. Vicinity Property Assessments at Formerly Utilized Sites Remedial Action Program Project Sites in the New York District - 13420

    Energy Technology Data Exchange (ETDEWEB)

    Ewy, Ann; Hays, David [U.S. Army Corps of Engineers (United States)

    2013-07-01

    The Formerly Utilized Sites Remedial Action Program (FUSRAP) has addressed sites across the nation for almost 4 decades. Multiple stake holder pressures, multiple regulations, and process changes occur over such long time periods. These result in many challenges to the FUSRAP project teams. Initial FUSRAP work was not performed under Comprehensive Environmental Response, Compensation, and Liability Act (CERCLA) Records of Decision (ROD). The ROD identifies the remedy decision and ultimately the criteria to be used to release a site. Early FUSRAP projects used DOE Orders or the Uranium Mill Tailings Radiation Control Act (UMTRCA) standards. Under current RODs, regulations may differ, resulting in different cleanup criteria than that used in prior Vicinity Property (VP) remediation. The USACE, in preparation for closeout of Sites, conducts reviews to evaluate whether prior actions were sufficient to meet the cleanup criteria specified in the current ROD. On the basis of these reviews, USACE has conducted additional sampling, determined that prior actions were sufficient, or conducted additional remediation consistent with the selected remedy in the ROD. As the public pressures, regulations, and processes that the FUSRAP encounters continue to change, the program itself continues to evolve. Assessment of VPs at FUSRAP sites is a necessary step in the life cycle of our site management. (authors)

  19. Vicinity Property Assessments at Formerly Utilized Sites Remedial Action Program Project Sites in the New York District - 13420

    International Nuclear Information System (INIS)

    Ewy, Ann; Hays, David

    2013-01-01

    The Formerly Utilized Sites Remedial Action Program (FUSRAP) has addressed sites across the nation for almost 4 decades. Multiple stake holder pressures, multiple regulations, and process changes occur over such long time periods. These result in many challenges to the FUSRAP project teams. Initial FUSRAP work was not performed under Comprehensive Environmental Response, Compensation, and Liability Act (CERCLA) Records of Decision (ROD). The ROD identifies the remedy decision and ultimately the criteria to be used to release a site. Early FUSRAP projects used DOE Orders or the Uranium Mill Tailings Radiation Control Act (UMTRCA) standards. Under current RODs, regulations may differ, resulting in different cleanup criteria than that used in prior Vicinity Property (VP) remediation. The USACE, in preparation for closeout of Sites, conducts reviews to evaluate whether prior actions were sufficient to meet the cleanup criteria specified in the current ROD. On the basis of these reviews, USACE has conducted additional sampling, determined that prior actions were sufficient, or conducted additional remediation consistent with the selected remedy in the ROD. As the public pressures, regulations, and processes that the FUSRAP encounters continue to change, the program itself continues to evolve. Assessment of VPs at FUSRAP sites is a necessary step in the life cycle of our site management. (authors)

  20. Rethinking Project Management in Denmark

    DEFF Research Database (Denmark)

    Svejvig, Per

    2012-01-01

    . The chapter argues for a rethinking process due to pervasiveness and complexity in the contemporary project environment where rethinking is needed in order to stay competitive. The suggested approach for the rethinking project management is a framing process where body of ideas is established......Projects are everywhere across different sectors, industries and countries. Project management is no longer a sub-discipline of engineering and other rather technical disciplines but is also used for many other purposes. Even though practice has changed dramatically over the years, the models...... and methodologies for project management has been fairly static and has therefore received substantial criticism for a lack of relevance to practice. Several scholars have therefore started to think more widely about projects and project management conceptualized as rethinking project management. However this theme...

  1. Project Management Methodology in Human Resource Management

    Science.gov (United States)

    Josler, Cheryl; Burger, James

    2005-01-01

    When charged with overseeing a project, how can one ensure that the project will be completed on time, within budget, and to the satisfaction of everyone involved? In this article, the authors examine project management methodology as a means of ensuring that projects are conducted in a disciplined, well-managed and consistent manner that serves…

  2. Lessons learned -- a comparison of the proposed on-site waste management facilities at the various Department of Energy sites

    International Nuclear Information System (INIS)

    Ciocco, J.; Singh, D.; Survochak, S.; Elo, M.

    1996-01-01

    The Department of Energy Sites (DOE) are faced with the challenge of managing several categories of waste generated from past or future cleanup activities, such as 11(e)2 byproduct material, low-level radioactive (LL), low-level radioactive mixed (LLM), transuranic (TRU), high level radioactive (HL), and hazardous waste (HW). DOE must ensure safe and efficient management of these wastes while complying with all applicable federal and state laws. Proposed waste management strategies for the EM-40 Environmental Restoration (ER) program at these sites indicate that on-site disposal is becoming a viable option. For purposes of this paper, on-site disposal cells managed by the EM-40 program at Hanford, Weldon Spring, Fernald Environmental Management Project (FEMP) and Rocky Flats were compared. Programmatic aspects and design features were evaluated to determine what comparisons can be made, and to identify benefits lessons learned that may be applicable to other sites. Based on comparative analysis, it can be concluded that the DOE EM-40 disposal cells are very unique. Stakeholders played a major role in the decision to locate the various DOE on-site disposal facilities. The disposal cells will be used to manage 11(e)2 by-product materials, LL, LLM, and/or HLW. The analysis further suggests that the design criteria are comparable. Lessons learned relative to the public involvement activities at Weldon Spring, and the design approach at Hanford should be considered when planning future on-site disposal facilities at DOE sites. Further, a detailed analysis of progress made at Hanford should be evaluated for application at sites such as Rocky Flats that are currently planning on-site disposal facilities

  3. Web Based Project Management System

    OpenAIRE

    Aadamsoo, Anne-Mai

    2010-01-01

    To increase an efficiency of a product, nowadays many web development companies are using different project management systems. A company may run a number of projects at a time, and requires input from a number of individuals, or teams for a multi level development plan, whereby a good project management system is needed. Project management systems represent a rapidly growing technology in IT industry. As the number of users, who utilize project management applications continues to grow, w...

  4. Meeting CCS communication challenges head-on: Integrating communications, planning, risk assessment, and project management

    Science.gov (United States)

    Greenberg, S.; Gauvreau, L.; Hnottavange-Telleen, K.; Finley, R.; Marsteller, S.

    2011-01-01

    The Midwest Geological Sequestration Consortium, Schlumberger Carbon Services, and Archer Daniels Midland has implemented a comprehensive communications plan at the Illinois Basin - Decatur Project (IBDP), a one million metric tonne Carbon Capture and Storage project in Decatur, IL, USA funded by the U.S. Department of Energy's National Energy Technology Laboratory. The IBDP Communication Plan includes consortium information, funding and disclaimer citations, description of target audiences, media communications guidelines, paper and presentations guidelines, site visit information, crisis communication, on-site photography regulations, and other components. The creation, development, and implementation processes for the IBDP Communication Plan (the Plan) are shared in this paper. New communications challenges, such as how to address add-on research requests, data sharing and management, scope increase, and contract agreements have arisen since the Plan was completed in January 2009, resulting in development of new policies and procedures by project management. Integrating communications planning, risk assessment, and project management ensured that consistent, factual information was developed and incorporated into project planning, and constitutes the basis of public communications. Successful integration has allowed the IBDP to benefit from early identification and mitigation of the potential project risks, which allows more time to effectively deal with unknown and unidentified risks that may arise. Project risks and risks associated with public perception can be managed through careful planning and integration of communication strategies into project management and risk mitigation. ?? 2011 Published by Elsevier Ltd.

  5. A project management approach to an ACPE accreditation self-study.

    Science.gov (United States)

    Dominelli, Angela; Iwanowicz, Susan L; Bailie, George R; Clarke, David W; McGraw, Patrick S

    2007-04-15

    In preparation for an on-site evaluation and accreditation by the American Council on Pharmaceutical Education (ACPE), the Albany College of Pharmacy employed project management techniques to complete a comprehensive self-study. A project lifecycle approach, including planning, production, and turnover phases, was used by the project's Self-Study Steering Committee. This approach, with minimal disruption to college operations, resulted in the completion of the self-study process on schedule. Throughout the project, the Steering Committee maintained a log of functions that either were executed successfully or in hindsight, could have been improved. To assess the effectiveness of the project management approach to the the self-study process, feedback was obtained from the College community through a poststudy survey. This feedback, coupled with the Steering Committee's data on possible improvements, form the basis for the lessons learned during this self-study process.

  6. Implementation of a change management solution based on a product lifecycle management system for a large international project

    International Nuclear Information System (INIS)

    Luehr, Anneke

    2011-08-01

    This Thesis describes the implementation of a Change Management solution based on a Product Lifecycle Management System (PLM System) for a large international project. The objective of Change Management is to ensure a systematic line of action for approving and implementing changes in the project. The Deutsches Elektronen-Synchrotron DESY is one of the world's leading accelerator centres with locations in Hamburg and Zeuthen. Currently, DESY participates in the realization of the international research facility European X-Ray Free-Electron Laser (XFEL) at the Hamburg site. DESY was responsible for the planning of the XFEL. When the project entered the construction phase it was internationalized and now comprises project groups in 12 countries. Thus the requirements on Change Management have changed, as participants from several labs at many different locations are now involved. First the project scope is described and then a target process for the Change Management solution is developed by a requirement analysis. Afterwards the technical implementation of this process in DESY's PLM System is described and the Change Management solution is tested. The process is visualized using the Unified Modeling Language (UML). Finally a description is given of how to transfer the solution to the project

  7. Progress and problems in the Formerly Utilized Sites Remedial Action Program and Surplus Facilities Management Program

    International Nuclear Information System (INIS)

    Fiore, J.J.; Turi, G.P.

    1988-01-01

    The Formerly Utilized Sites Remedial Action Program (FUSRAP) was established in 1974 to identify, evaluate, and as appropriate, conduct remedial actions at sites used in the early years of nuclear energy development by the Manhattan Engineer District and the Atomic Energy Commission (AEC). This program currently has 29 sites and is evaluating 350 other sites for possible inclusion in the program. Another remedial action program in the Department of Energy's (DOE) Division of Facility and Site Decommissioning Projects is the Surplus Facilities Management Program (SFMP). The SFMP involves the safe management, decontamination and disposal of surplus DOE contaminated facilities which were not related to defense activities. There are currently 33 projects at 15 different sites in the program. These two programs have made steady progress over the last 10 or so years in cleaning up sites so that they can be reused or released for unrestricted use. Work has been completed at 8 of the FUSRAP sites and three of the SFMP sites

  8. Disease management projects and the Chronic Care Model in action: baseline qualitative research.

    Science.gov (United States)

    Walters, Bethany Hipple; Adams, Samantha A; Nieboer, Anna P; Bal, Roland

    2012-05-11

    Disease management programs, especially those based on the Chronic Care Model (CCM), are increasingly common in The Netherlands. While disease management programs have been well-researched quantitatively and economically, less qualitative research has been done. The overall aim of the study is to explore how disease management programs are implemented within primary care settings in The Netherlands; this paper focuses on the early development and implementation stages of five disease management programs in the primary care setting, based on interviews with project leadership teams. Eleven semi-structured interviews were conducted at the five selected sites with sixteen professionals interviewed; all project directors and managers were interviewed. The interviews focused on each project's chosen chronic illness (diabetes, eating disorders, COPD, multi-morbidity, CVRM) and project plan, barriers to development and implementation, the project leaders' action and reactions, as well as their roles and responsibilities, and disease management strategies. Analysis was inductive and interpretive, based on the content of the interviews. After analysis, the results of this research on disease management programs and the Chronic Care Model are viewed from a traveling technology framework. This analysis uncovered four themes that can be mapped to disease management and the Chronic Care Model: (1) changing the health care system, (2) patient-centered care, (3) technological systems and barriers, and (4) integrating projects into the larger system. Project leaders discussed the paths, both direct and indirect, for transforming the health care system to one that addresses chronic illness. Patient-centered care was highlighted as needed and a paradigm shift for many. Challenges with technological systems were pervasive. Project leaders managed the expenses of a traveling technology, including the social, financial, and administration involved. At the sites, project leaders served

  9. Underground Test Area Project Waste Management Plan (Rev. No. 2, April 2002)

    International Nuclear Information System (INIS)

    IT Corporation, Las Vegas

    2002-01-01

    The U.S. Department of Energy (DOE), National Nuclear Security Administration Nevada Operations Office (NNSA/NV) initiated the UGTA Project to characterize the risk posed to human health and the environment as a result of underground nuclear testing activities at the Nevada Test Site (NTS). The UGTA Project investigation sites have been grouped into Corrective Action Units (CAUs) in accordance with the most recent version of the Federal Facility Agreement and Consent Order. The primary UGTA objective is to gather data to characterize the groundwater aquifers beneath the NTS and adjacent lands. The investigations proposed under the UGTA program may involve the drilling and sampling of new wells; recompletion, monitoring, and sampling of existing wells; well development and hydrologic/ aquifer testing; geophysical surveys; and subsidence crater recharge evaluation. Those wastes generated as a result of these activities will be managed in accordance with existing federal and state regulations, DOE Orders, and NNSA/NV waste minimization and pollution prevention objectives. This Waste Management Plan provides a general framework for all Underground Test Area (UGTA) Project participants to follow for the characterization, storage/accumulation, treatment, and disposal of wastes generated by UGTA Project activities. The objective of this waste management plan is to provide guidelines to minimize waste generation and to properly manage wastes that are produced. Attachment 1 to this plan is the Fluid Management Plan and details specific strategies for management of fluids produced under UGTA operations

  10. In Situ Thermal NAPL Remediation at the Northeast Site Pinellas Environmental Restoration Project

    International Nuclear Information System (INIS)

    Juhlin, R.; Butherus, M.

    2006-01-01

    The U.S. Department of Energy (DOE) is conducting thermal remediation to remove non-aqueous phase liquids (NAPLs) from the subsurface at the Northeast Site that is part of the Pinellas Environmental Restoration Project. The Northeast Site is located on the Young - Rainey Science, Technology, and Research (STAR) Center in Largo, Florida. The STAR Center was formerly a DOE facility. The NAPL remediation was performed at Area A and is currently being performed at Area B at the Northeast Site. The remediation at Area A was completed in 2003 and covered an area of 900 m 2 (10,000 ft 2 ) and a depth of remediation that extended to 10.7 m (35 ft) below ground surface. Cleanup levels achieved were at or below maximum contaminant levels in almost all locations. The remediation project at Area B is ongoing and covers an area of 3,240 m 2 (36,000 ft 2 ), a volume of 41,300 m (54,000 yd 3), and a depth of remediation to 12 m (40 ft) below ground surface. In addition, a portion of the subsurface under an occupied building in Area B is included in the remediation. The cleanup levels achieved from this remediation will be available in the Area B Final Report that will be posted on the DOE Office of Legacy Management web site (www.lm.doe.gov/land/sites/fl/ pinellas/pinellas.htm) in January 2007. Electrical resistive heating and steam were the chosen remediation methods at both areas. Lessons learned from the Area A remediation were incorporated into the Area B remediation and could benefit managers of similar remediation projects. (authors)

  11. Project report - an overview of the project and experiences with project management

    DEFF Research Database (Denmark)

    Jørgensen, Michael Søgaard; Mikkelsen, Bent Egberg

    1996-01-01

    A collection of the project planning and the experiences with project management from the Catering 2000 project.As appendieces articles etc. from journals, newspapers etc. about the project.......A collection of the project planning and the experiences with project management from the Catering 2000 project.As appendieces articles etc. from journals, newspapers etc. about the project....

  12. Efficient and Effective Project Management

    Directory of Open Access Journals (Sweden)

    Dusan Pene

    2014-03-01

    Full Text Available The purpose of the article is to investigate different authorities and responsibilities of a project manager and of a project leader. Considering the fact that nowadays the project management is becoming the important factor in performing and leading the investments which are modified by modern leadership theories, we can say that the key element is the sovereign leadership of a manager and a project leader. The current multi-project environments and modern techniques at the project management area need the interdisciplinary leadership approach and at the same time they enable the strengthening of company’s competitive features so they are consistently satisfying high project expectations of the project investor or a client.

  13. Managing projects a team-based approach

    CERN Document Server

    Brown, Karen A

    2010-01-01

    Students today are likely to be assigned to project teams or to be project managers almost immediately in their first job. Managing Projects: A Team-Based Approach was written for a wide range of stakeholders, including project managers, project team members, support personnel, functional mangers who provide resources for projects, project customers (and customer representatives), project sponsors, project subcontractors, and anyone who plays a role in the project delivery process. The need for project management is on the rise as product life cycles compress, demand for IT systems increases, and business takes on an increasingly global character. This book adds to the project management knowledge base in a way that fills an unmet need—it shows how teams can apply many of the standard project management tools, as well as several tools that are relatively new to the field. Managing Projects: A Team-Based Approach offers the academic rigor found in most textbooks along with the practical attributes often foun...

  14. Site characterization activities at Stripa and other Swedish projects

    International Nuclear Information System (INIS)

    Ahlstroehm, P.E.

    1991-01-01

    The Swedish research programme concerning spent nuclear fuel disposal aims for submitting a siting license application around the year 2000. An important step towards that goal will be the detailed characterization of at least two potential sites in late 1990s. In preparation for such characterization several research projects are conducted. One is the international Stripa Project that includes a site characterization and validation project for a small size granite rock body. The Stripa work also includes further development of instrumentation and measurement techniques. Another project is the Finnsjoen Fracture Zone Project, which is characterizing a subhorizontal zone at depths from 100 to 350 meters. The third project is the new Swedish Hard Rock Laboratory planned at the site of the Oskarshamn nuclear power plant. The preinvestigations and construction of this laboratory include major efforts in development, application and validation of site characterization methodology. (author) 6 figs., 9 refs

  15. Multidisplinary Engineering, Project, and Production Management

    OpenAIRE

    Chien-Ho Ko

    2012-01-01

    Journal of Engineering, Project, and Production Management (EPPM-Journal) reflect the journal’s multidisciplinary approach to management research and can be categorized as belonging to three general topics: Project Management, Engineering and Project Management, and Project and Production Management.

  16. Evolution of project management research: a bibliometric study of International Journal of Project Management

    Directory of Open Access Journals (Sweden)

    Fábio Cocchi da Silva Eiras

    2017-03-01

    Full Text Available Over the past decades, the project management field has evolved and consolidated. Facing this growth, this research aims to identify the main trends of research in the area, as well as providing an overview of publications, identifying new issues, changes in approaches and the development of knowledge areas. To do so, a systematic review of the literature was performed with the use of bibliometric study in the papers of the International Journal of Project Management (IJPM, included in SCOPUS, from its first volume to 2015, covering a period of more than 30 years. It was found that developing countries are increasingly concerned in developing research into the field of project management, especially in mega infrastructure projects and public-private partnerships. The risk is a central topic in all periods of analysis, however, the strategic topics such as success in project and portfolio management are among the fastest growing. Issues related to the soft side of project management as skills, culture, and knowledge management have emerged in recent periods. According to the industry, construction projects and projects in information technology are the most studied along the period analysed.

  17. Fluid management plan for the Project Shoal Area Offsites Subproject

    International Nuclear Information System (INIS)

    1996-08-01

    The US Department of Energy, Nevada Operations Office (DOE/NV) has initiated the Offsites Subproject to characterize the hazards posed to human health and the environment as a result of underground nuclear testing activities at facilities other than the Nevada Test Site (NTS). A primary Subproject objective is to gather adequate data to characterize the various Subproject sites through the collection of surface and subsurface soil samples and by drilling several wells for the collection of groundwater data. The Project Shoal Area (PSA) is one of the Subproject's Nevada sites and is subject to the requirements set forth in the Federal Facility Compliance Agreement and Consent Order (FFACO) (DOE, 1996a). In accordance with the FFACO, a Corrective Action Investigation Plan (CAIP) has been developed for work at the PSA (designated as Corrective Action Unit Number 416). This Fluid Management Plan (FMP) provides guidance for the management of fluids generated from wells constructed at the PSA. Long-term monitoring and future activities at the site, if required, will be set forth in additional documents as required by the FFACO. The ultimate method for disposition of fluids generated by site operations depends upon sample analysis and process knowledge in relation to fluid management criteria. Section 2 describes well site operations; Section 3 discusses fluid management criteria; Section 4 includes the fluid monitoring program; Section 5 presents the fluid management strategy; Section 6 provides for fluid management during routine well monitoring; and Section 7 contains reporting criteria

  18. Job life cycle management libraries for CMS workflow management projects

    International Nuclear Information System (INIS)

    Lingen, Frank van; Wilkinson, Rick; Evans, Dave; Foulkes, Stephen; Afaq, Anzar; Vaandering, Eric; Ryu, Seangchan

    2010-01-01

    Scientific analysis and simulation requires the processing and generation of millions of data samples. These tasks are often comprised of multiple smaller tasks divided over multiple (computing) sites. This paper discusses the Compact Muon Solenoid (CMS) workflow infrastructure, and specifically the Python based workflow library which is used for so called task lifecycle management. The CMS workflow infrastructure consists of three layers: high level specification of the various tasks based on input/output data sets, life cycle management of task instances derived from the high level specification and execution management. The workflow library is the result of a convergence of three CMS sub projects that respectively deal with scientific analysis, simulation and real time data aggregation from the experiment. This will reduce duplication and hence development and maintenance costs.

  19. Management of citation verification requests for multiple projects at Sandia National Laboratories

    International Nuclear Information System (INIS)

    Crawford, C.S.

    1995-01-01

    Sandia National Laboratories' (SNL) Technical Library is now responsible for providing citation verification management support for all references cited in technical reports issued by the Nuclear Waste Management (NWM) Program. This paper dancing how this process is managed for the Yucca Mountain Site Characterization (YWP), Waste Isolation Pilot Plant (WIPP), Idaho National Engineering Laboratory (INEL), and Greater Confinement Disposal (GCD) projects. Since technical reports are the main product of these projects, emphasis is placed on meeting the constantly evolving needs of these customers in a timely and cost-effective manner

  20. Conceptualizing Knowledge Communication for Project Management

    DEFF Research Database (Denmark)

    Kampf, Constance Elizabeth

    2015-01-01

    In the field of project management, the search for better ways to manage projects is ongoing. One of the more recent trends in the literature focuses on the integration of knowledge management in project management environments. Advantages of integrating knowledge management into projects can be ...... knowledge for project management, this paper focuses on extending Knowledge Management to include concepts related to communicating knowledge from the fields of rhetoric, knowledge communication, and corporate communication....

  1. Project management plan for the gunite and associated tanks treatability studies project at Oak Ridge National Laboratory, Oak Ridge, Tennessee

    International Nuclear Information System (INIS)

    1995-12-01

    This plan for the Gunite and Associated Tanks (GAAT) Treatability Studies Project satisfies the requirements of the program management plan for the Oak Ridge National Laboratory (ORNL) Environmental Restoration (ER) Program as established in the Program Management Plan for the Martin Marietta Energy Systems, Inc., Oak Ridge National Laboratory Site Environmental Restoration Program. This plan is a subtier of several other ER documents designed to satisfy the US Department of Energy (DOE) Order 4700.1 requirement for major systems acquisitions. This project management plan identifies the major activities of the GAAT Treatability Studies Project; establishes performance criteria; discusses the roles and responsibilities of the organizations that will perform the work; and summarizes the work breakdown structure, schedule, milestones, and cost estimate for the project

  2. From risk management to uncertainty management: a significant change in project management

    Institute of Scientific and Technical Information of China (English)

    LI Gui-jun; ZHANG Yue-song

    2006-01-01

    Starting with the meanings of the terms "risk" and "uncertainty,"" he paper compares uncertainty management with risk management in project management. We bring some doubt to the use of "risk" and "uncertainty" interchangeably in project management and deem their scope, methods, responses, monitoring and controlling should be different too. Illustrations are given covering terminology, description, and treatment from different perspectives of uncertainty management and risk management. Furthermore, the paper retains that project risk management (PRM) processes might be modified to facilitate an uncertainty management perspective,and we support that project uncertainty management (PUM) can enlarge its contribution to improving project management performance, which will result in a significant change in emphasis compared with most risk management.

  3. Spent nuclear fuel project high-level information management plan

    Energy Technology Data Exchange (ETDEWEB)

    Main, G.C.

    1996-09-13

    This document presents the results of the Spent Nuclear Fuel Project (SNFP) Information Management Planning Project (IMPP), a short-term project that identified information management (IM) issues and opportunities within the SNFP and outlined a high-level plan to address them. This high-level plan for the SNMFP IM focuses on specific examples from within the SNFP. The plan`s recommendations can be characterized in several ways. Some recommendations address specific challenges that the SNFP faces. Others form the basis for making smooth transitions in several important IM areas. Still others identify areas where further study and planning are indicated. The team`s knowledge of developments in the IM industry and at the Hanford Site were crucial in deciding where to recommend that the SNFP act and where they should wait for Site plans to be made. Because of the fast pace of the SNFP and demands on SNFP staff, input and interaction were primarily between the IMPP team and members of the SNFP Information Management Steering Committee (IMSC). Key input to the IMPP came from a workshop where IMSC members and their delegates developed a set of draft IM principles. These principles, described in Section 2, became the foundation for the recommendations found in the transition plan outlined in Section 5. Availability of SNFP staff was limited, so project documents were used as a basis for much of the work. The team, realizing that the status of the project and the environment are continually changing, tried to keep abreast of major developments since those documents were generated. To the extent possible, the information contained in this document is current as of the end of fiscal year (FY) 1995. Programs and organizations on the Hanford Site as a whole are trying to maximize their return on IM investments. They are coordinating IM activities and trying to leverage existing capabilities. However, the SNFP cannot just rely on Sitewide activities to meet its IM requirements

  4. Integrated project risk management of nuclear power projects

    International Nuclear Information System (INIS)

    Wang Xiaohui; Xu Yuanhui

    2001-01-01

    The concept and the features of risks in nuclear power projects are introduced, and in terms of nuclear power projects' own features, the Nuclear Power Project Integrated Risk Management Model is presented. The identification, estimation, evaluation, response plan development, control of risks and the theoretical basis of risk management are discussed. The model has feedback and control functions in order to control and manage the risks dynamically

  5. Security Analysis of the Electronic Management System for a Total Site Utility System

    DEFF Research Database (Denmark)

    Manso Cortes, Oscar

    2016-01-01

    This paper presents the Security Analysis of the Electronic Management System (EMS) of a Total Site Utility System as proposed under the scope of the Efenis project. The Efenis project has been funded by the European Commission via the seventh framework programme (EC FP7) with the aim to improve ...

  6. Multidisplinary Engineering, Project, and Production Management

    Directory of Open Access Journals (Sweden)

    Chien-Ho Ko

    2012-01-01

    Full Text Available Journal of Engineering, Project, and Production Management (EPPM-Journal reflect the journal’s multidisciplinary approach to management research and can be categorized as belonging to three general topics: Project Management, Engineering and Project Management, and Project and Production Management.

  7. Fernald Environmental Management Project 1995 site environmental report

    International Nuclear Information System (INIS)

    1996-06-01

    The Fernald site continues to examine the air and liquid pathways as possible routes through which pollutants from past operations and current remedial activities may leave the site. This 1995 Site Environmental Report provides the general public as well as scientists and engineers with the results from the site's ongoing Environmental Monitoring Program. Also included in this report is information concerning the site's progress toward achieving full compliance with requirements set forth by DOE, US Environmental Protection Agency (USEPA), and Ohio EPA

  8. Appendix VI: KHNP staffing plan of construction site office: ULCHIN 5 and 6 construction project (ROK)

    International Nuclear Information System (INIS)

    2008-01-01

    KHNP, as an owner/operator organization, is responsible for all project activities including design, procurement, construction, and commissioning, for Korea's nuclear power plant (NPP) construction projects. Four separate functional offices of KHNP are set up to complete the construction management work. These offices are (1) home office, (2) field construction office, (3) field quality assurance office, and (4) field startup/commissioning office. This paper presents a staffing plan for the field construction office starting initial project implementation to final turnover to operations stages. It is recognized that the plan may not be applicable to other utility situations in terms of project management of site activity depending upon how the overall project contract is structured

  9. From Project Management to Process Management - Effectively Organising Transdisciplinary Projects

    OpenAIRE

    Moschitz, Heidrun

    2013-01-01

    In transdisciplinary projects, the roles of researchers change. In addition to being a source of knowledge, they are required to engage in knowledge exchange processes. This results in an alteration at project level: researchers need to creatively manage projects as group processes.

  10. Disease management projects and the Chronic Care Model in action: baseline qualitative research

    Science.gov (United States)

    2012-01-01

    Background Disease management programs, especially those based on the Chronic Care Model (CCM), are increasingly common in the Netherlands. While disease management programs have been well-researched quantitatively and economically, less qualitative research has been done. The overall aim of the study is to explore how disease management programs are implemented within primary care settings in the Netherlands; this paper focuses on the early development and implementation stages of five disease management programs in the primary care setting, based on interviews with project leadership teams. Methods Eleven semi-structured interviews were conducted at the five selected sites with sixteen professionals interviewed; all project directors and managers were interviewed. The interviews focused on each project’s chosen chronic illness (diabetes, eating disorders, COPD, multi-morbidity, CVRM) and project plan, barriers to development and implementation, the project leaders’ action and reactions, as well as their roles and responsibilities, and disease management strategies. Analysis was inductive and interpretive, based on the content of the interviews. After analysis, the results of this research on disease management programs and the Chronic Care Model are viewed from a traveling technology framework. Results This analysis uncovered four themes that can be mapped to disease management and the Chronic Care Model: (1) changing the health care system, (2) patient-centered care, (3) technological systems and barriers, and (4) integrating projects into the larger system. Project leaders discussed the paths, both direct and indirect, for transforming the health care system to one that addresses chronic illness. Patient-centered care was highlighted as needed and a paradigm shift for many. Challenges with technological systems were pervasive. Project leaders managed the expenses of a traveling technology, including the social, financial, and administration involved

  11. Improving the safety of remote site emergency airway management.

    Science.gov (United States)

    Wijesuriya, Julian; Brand, Jonathan

    2014-01-01

    Airway management, particularly in non-theatre settings, is an area of anaesthesia and critical care associated with significant risk of morbidity & mortality, as highlighted during the 4th National Audit Project of the Royal College of Anaesthetists (NAP4). A survey of junior anaesthetists at our hospital highlighted a lack of confidence and perceived lack of safety in emergency airway management, especially in non-theatre settings. We developed and implemented a multifaceted airway package designed to improve the safety of remote site airway management. A Rapid Sequence Induction (RSI) checklist was developed; this was combined with new advanced airway equipment and drugs bags. Additionally, new carbon dioxide detector filters were procured in order to comply with NAP4 monitoring recommendations. The RSI checklists were placed in key locations throughout the hospital and the drugs and advanced airway equipment bags were centralised in the Intensive Care Unit (ICU). It was agreed with the senior nursing staff that an appropriately trained ICU nurse would attend all emergency situations with new airway resources upon request. Departmental guidelines were updated to include details of the new resources and the on-call anaesthetist's responsibilities regarding checks and maintenance. Following our intervention trainees reported higher confidence levels regarding remote site emergency airway management. Nine trusts within the Northern Region were surveyed and we found large variations in the provision of remote site airway management resources. Complications in remote site airway management due lack of available appropriate drugs, equipment or trained staff are potentially life threatening and completely avoidable. Utilising the intervention package an anaesthetist would be able to safely plan and prepare for airway management in any setting. They would subsequently have the drugs, equipment, and trained assistance required to manage any difficulties or complications

  12. Searching your site`s management information systems

    Energy Technology Data Exchange (ETDEWEB)

    Marquez, W.; Rollin, C. [S.M. Stoller Corp., Boulder, CO (United States)

    1994-12-31

    The Department of Energy`s guidelines for the Baseline Environmental Management Report (BEMR) encourage the use of existing data when compiling information. Specific systems mentioned include the Progress Tracking System, the Mixed-Waste Inventory Report, the Waste Management Information System, DOE 4700.1-related systems, Programmatic Environmental Impact Statement (PEIS) data, and existing Work Breakdown Structures. In addition to these DOE-Headquarters tracking and reporting systems, there are a number of site systems that will be relied upon to produce the BEMR, including: (1) site management control and cost tracking systems; (2) commitment/issues tracking systems; (3) program-specific internal tracking systems; (4) Site material/equipment inventory systems. New requirements have often prompted the creation of new, customized tracking systems. This is a very time and money consuming process. As the BEMR Management Plan emphasizes, an effort should be made to use the information in existing tracking systems. Because of the wealth of information currently available from in-place systems, development of a new tracking system should be a last resort.

  13. Chernobyl post-accident management: the ETHOS project.

    Science.gov (United States)

    Dubreuil, G H; Lochard, J; Girard, P; Guyonnet, J F; Le Cardinal, G; Lepicard, S; Livolsi, P; Monroy, M; Ollagnon, H; Pena-Vega, A; Pupin, V; Rigby, J; Rolevitch, I; Schneider, T

    1999-10-01

    ETHOS is a pilot research project supported by the radiation protection research program of the European Commission (DG XII). The project provides an alternative approach to the rehabilitation of living conditions in the contaminated territories of the CIS in the post-accident context of Chernobyl. Initiated at the beginning of 1996, this 3-y project is currently being implemented in the Republic of Belarus. The ETHOS project involves an interdisciplinary team of European researchers from the following institutions: the Centre d'etude sur l'Evaluation de la Protection dans le domaine Nucleaire CEPN (radiological protection, economics), the Institute National d'Agronomie de Paris-Grignon INAPG (agronomy, nature & life management), the Compiegne University of Technology (technological and industrial safety, social trust), and the Mutadis Research Group (sociology, social risk management), which is in charge of the scientific co-ordination of the project. The Belarussian partners in the ETHOS project include the Ministry of Emergencies of Belarus as well as the various local authorities involved with the implementation site. The ETHOS project relies on a strong involvement of the local population in the rehabilitation process. Its main goal is to create conditions for the inhabitants of the contaminated territories to reconstruct their overall quality of life. This reconstruction deals with all the day-to-day aspects that have been affected or threatened by the contamination. The project aims at creating a dynamic process whereby acceptable living conditions can be rebuilt. Radiological security is developed in the ETHOS project as part of a general improvement in the quality of life. The approach does not dissociate the social and the technical dimensions of post-accident management. This is so as to avoid radiological risk assessment and management being reduced purely to a problem for scientific experts, from which local people are excluded, and to take into

  14. 7 CFR 3565.351 - Project management.

    Science.gov (United States)

    2010-01-01

    ... 7 Agriculture 15 2010-01-01 2010-01-01 false Project management. 3565.351 Section 3565.351... AGRICULTURE GUARANTEED RURAL RENTAL HOUSING PROGRAM Project Management § 3565.351 Project management. As a... Agency and complies with an approved management plan for the project. (b) Management plan. The lender...

  15. Adapting Project Management Practices to Research-Based Projects

    Science.gov (United States)

    Bahr, P.; Baker, T.; Corbin, B.; Keith, L.; Loerch, L.; Mullenax, C.; Myers, R.; Rhodes, B.; Skytland, N.

    2007-01-01

    From dealing with the inherent uncertainties in outcomes of scientific research to the lack of applicability of current NASA Procedural Requirements guidance documentation, research-based projects present challenges that require unique application of classical project management techniques. If additionally challenged by the creation of a new program transitioning from basic to applied research in a technical environment often unfamiliar with the cost and schedule constraints addressed by project management practices, such projects can find themselves struggling throughout their life cycles. Finally, supplying deliverables to a prime vehicle customer, also in the formative stage, adds further complexity to the development and management of research-based projects. The Biomedical Research and Countermeasures Projects Branch at NASA Johnson Space Center encompasses several diverse applied research-based or research-enabling projects within the newly-formed Human Research Program. This presentation will provide a brief overview of the organizational structure and environment in which these projects operate and how the projects coordinate to address and manage technical requirements. We will identify several of the challenges (cost, technical, schedule, and personnel) encountered by projects across the Branch, present case reports of actions taken and techniques implemented to deal with these challenges, and then close the session with an open forum discussion of remaining challenges and potential mitigations.

  16. IT Project Management Metrics

    Directory of Open Access Journals (Sweden)

    2007-01-01

    Full Text Available Many software and IT projects fail in completing theirs objectives because different causes of which the management of the projects has a high weight. In order to have successfully projects, lessons learned have to be used, historical data to be collected and metrics and indicators have to be computed and used to compare them with past projects and avoid failure to happen. This paper presents some metrics that can be used for the IT project management.

  17. Project management v praxi

    OpenAIRE

    Králová, Eliška

    2013-01-01

    Project management approaches are commonly used to write and implement business plans. In this thesis standard project management tools and methods are applied to a real project, which aims to improve the properties of the product it offers (an online educational game). This project is unique in that it is based on a voluntary basis, has limited resources and is very responsive to market demands. Project management is broken down into four stages according to the project life cycle: initiatio...

  18. 300 Area Integrated Field-Scale Subsurface Research Challenge (IFRC) Field Site Management Plan

    Energy Technology Data Exchange (ETDEWEB)

    Freshley, Mark D.

    2008-12-31

    Pacific Northwest National Laboratory (PNNL) has established the 300 Area Integrated Field-Scale Subsurface Research Challenge (300 Area IFRC) on the Hanford Site in southeastern Washington State for the U.S. Department of Energy’s (DOE) Office of Biological and Environmental Research (BER) within the Office of Science. The project is funded by the Environmental Remediation Sciences Division (ERSD). The purpose of the project is to conduct research at the 300 IFRC to investigate multi-scale mass transfer processes associated with a subsurface uranium plume impacting both the vadose zone and groundwater. The management approach for the 300 Area IFRC requires that a Field Site Management Plan be developed. This is an update of the plan to reflect the installation of the well network and other changes.

  19. Measurement of software project management effectiveness

    OpenAIRE

    Demir, Kadir Alpaslan

    2008-01-01

    Approved for public release; distribution is unlimited. Evaluating, monitoring, and improving the effectiveness of project management can contribute to successful acquisition of software systems. In this dissertation, we introduce a quantitative metric for gauging the effectiveness of managing a software-development project. The metric may be used to evaluate and monitor project management effectiveness in software projects by project managers, technical managers, executive man...

  20. Analysis of influencing factors on public perception in contaminated site management: Simulation by structural equation modeling at four sites in China.

    Science.gov (United States)

    Li, Xiaonuo; Chen, Weiping; Cundy, Andrew B; Chang, Andrew C; Jiao, Wentao

    2018-03-15

    Public perception towards contaminated site management, a not readily quantifiable latent parameter, was linked through structural equation modeling in this paper to 22 measurable/observable manifest variables associated with the extent of information dissemination and public knowledge of soil pollution, attitude towards remediation policies, and participation in risk mitigation processes. Data obtained through a survey of 412 community residents at four remediation sites in China were employed in the model validation. The outcomes showed that public perception towards contaminated site management might be explained through selected measurable parameters in five categories, namely information disclosure, knowledge of soil pollution, expectations of remediation and redevelopment outcomes, public participation, and site policy, along with their interactions. Among these, information dissemination and attitude towards management policies exhibited significant influence in promoting positive public perception. Based on these examples, responsible agencies therefore should focus on public accessibility to reliable information, and encourage public inputs into policies for contaminated site management, in order to gain public confidence during remediation and regeneration projects. Copyright © 2018 Elsevier Ltd. All rights reserved.

  1. MANAGING MULTICULTURAL PROJECT TEAMS

    Directory of Open Access Journals (Sweden)

    Cezar SCARLAT

    2014-06-01

    Full Text Available The article is based on literature review and authors’ own recent experience in managing multicultural project teams, in international environment. This comparative study considers two groups of projects: technical assistance (TA projects versus information technology (IT projects. The aim is to explore the size and structure of the project teams – according to the team formation and its lifecycle, and to identify some distinctive attributes of the project teams – both similarities and differences between the above mentioned types of projects. Distinct focus of the research is on the multiculturalism of the project teams: how the cultural background of the team members influences the team performance and team management. Besides the results of the study are the managerial implications: how the team managers could soften the cultural clash, and avoid inter-cultural misunderstandings and even conflicts – in order to get a better performance. Some practical examples are provided as well.

  2. Project Management in Public Administration. TPM – Total Project Management Maturity Model. The Case of Slovenian Public Administration

    Directory of Open Access Journals (Sweden)

    Gordana ŽURGA

    2018-02-01

    Full Text Available The purpose of the article is to present the importance of project management for the functioning of public administration, and its contribution to the realization of the developmental goals of the government. For this, integration of strategic management and project management is of vital importance. The methodology used is a combination of literature review, a case study of project management in public administration of the Republic of Slovenia, and development of a maturity model of project management in public administration, with its verifi cation on the case of Slovenia. The main contribution of the study is development of TPM – Total Project Management maturity model for public administration. Upon the TPM maturity model, project management in Slovene public administration is assessed and discussed. Out of fi ve maturity levels, the results for project management in Slovene public administration are: management of projects – level 2 (initiated, management of programs of projects – level 2 (initiated, management of portfolios of projects – level 3 (implemented, organizational support for project management – level 3 (implemented, HRM for project management – level 2 (initiated, and integration of project management and strategic management – level 3 (implemented. General fi ndings and recommendations in this respect are drawn, together with indicated areas for possible further research and investigation.

  3. International projects on radioactive waste management in the Northwest region of Russia

    International Nuclear Information System (INIS)

    Melnikov, Nikolay

    1999-01-01

    This presentation deals with a project of the EC within the TACIS (Technical Assistance to the CIS - Commonwealth of Independent States) Programme ''Improvement of Safety of Radioactive Waste Management in the Northwest of Russia''. The individual subtasks considered are (1) Detailed project organisation, (2) Conceptual repository design, (3) Identification of suitable sites, (4) Identification of necessary site surveys, (5) Identification of necessary in-situ experiments, (6) Preliminary safety assessment of conceptual repositories, (7) Evaluation of suitable sites, (8) Draft repository waste acceptance criteria, (9) Conceptual design of surface infrastructures, (10) Outline of the future programme, and (11) Final report. There is a table showing the proposed repository sites and their geological environments

  4. Project management: importance for diagnostic laboratories.

    Science.gov (United States)

    Croxatto, A; Greub, G

    2017-07-01

    The need for diagnostic laboratories to improve both quality and productivity alongside personnel shortages incite laboratory managers to constantly optimize laboratory workflows, organization, and technology. These continuous modifications of the laboratories should be conducted using efficient project and change management approaches to maximize the opportunities for successful completion of the project. This review aims at presenting a general overview of project management with an emphasis on selected critical aspects. Conventional project management tools and models, such as HERMES, described in the literature, associated personal experience, and educational courses on management have been used to illustrate this review. This review presents general guidelines of project management and highlights their importance for microbiology diagnostic laboratories. As an example, some critical aspects of project management will be illustrated with a project of automation, as experienced at the laboratories of bacteriology and hygiene of the University Hospital of Lausanne. It is important to define clearly beforehand the objective of a project, its perimeter, its costs, and its time frame including precise duration estimates of each step. Then, a project management plan including explanations and descriptions on how to manage, execute, and control the project is necessary to continuously monitor the progression of a project to achieve its defined goals. Moreover, a thorough risk analysis with contingency and mitigation measures should be performed at each phase of a project to minimize the impact of project failures. The increasing complexities of modern laboratories mean clinical microbiologists must use several management tools including project and change management to improve the outcome of major projects and activities. Copyright © 2017 The Author(s). Published by Elsevier Ltd.. All rights reserved.

  5. Statistical analysis of real-time, enviromental radon monitoring results at the Fernald Enviromental Management Project

    International Nuclear Information System (INIS)

    Liu, Ning; Spitz, H.B.; Tomezak, L.

    1996-01-01

    A comprehensive real-time, environmental radon monitoring program is being conducted at the Fernald Environmental Management Project, where a large quantity of radium-bearing residues have been stored in two covered earth-bermed silos. Statistical analyses was conducted to determine what impact radon emitted by the radium bearing materials contained in the silos has on the ambient radon concentration at the Fernald Environmental Management Project site. The distribution that best describes the outdoor radon monitoring data was determined before statistical analyses were conducted. Random effects associated with the selection of radon monitoring locations were accommodated by using nested and nested factorial classification models. The Project site was divided into four general areas according to their characteristics and functions: (1) the silo area, where the radium-bearing waste is stored; (2) the production/administration area; (3) the perimeter area, or fence-line, of the Fernald Environmental Management Project site; and (4) a background area, located approximately 13 km from the Fernald Environmental Management Project site, representing the naturally-occurring radon concentration. A total of 15 continuous, hourly readout radon monitors were installed to measure the outdoor radon concentration. Measurement results from each individual monitor were found to be log-normally distributed. A series of contrast tests, which take random effects into account, were performed to compare the radon concentration between different areas of the site. These comparisons demonstrate that the radon concentrations in the production/administration area and the perimeter area are statistically equal to the natural background, whereas the silo area is significantly higher than background. The study also showed that the radon concentration in the silo area was significantly reduced after a sealant barrier was applied to the contents of the silos. 10 refs., 6 figs., 8 tabs

  6. Non-Profit/Higher Education Project Management Series: Project Management (PM) Foundations

    Science.gov (United States)

    Burgher, Karl E.; Snyder, Michael B.

    2012-01-01

    This is the first in a series of forum articles on applying project management (PM) techniques and tools to the nonprofit sector with a focus on higher education. The authors will begin with a traditional look at project management because they believe that the integration of the tools and the processes associated with PM into many campus offices…

  7. Comprehensive management of project changes

    Directory of Open Access Journals (Sweden)

    Aljaž Stare

    2010-06-01

    Full Text Available The goal of this research was to examine how project changes can be prevented, and how to reduce their negative impact. Theoretical research examined risk management, project control and change management. Based on the study a “Comprehensive Change Management Model” was developed and verified after conducting empirical research in Slovenian enterprises. The research confirmed that risk management identifies possible changes and reduces their impact; project control ensures the timely detection of changes and an efficient response, while formal change management ensures the effective implementation of changes. The combined functioning of all three areas ensures effective project execution.

  8. Site Management Guide (Blue Book)

    International Nuclear Information System (INIS)

    2014-01-01

    The U.S. Department of Energy (Department) Office of Legacy Management (LM), established in 2003, manages the Department's postclosure responsibilities and ensures the future protection of human health and the environment. During World War II and the Cold War, the Federal government developed and operated a vast network of industrial facilities for the research, production, and testing of nuclear weapons, as well as other scientific and engineering research. These processes left a legacy of radioactive and chemical waste, environmental contamination, and hazardous facilities and materials at well over 100 sites. Since 1989, the Department has taken an aggressive accelerated cleanup approach to reduce risks and cut costs. At most Departmental sites undergoing cleanup, some residual hazards will remain at the time cleanup is completed due to financial and technical impracticality. However, the Department still has an obligation to protect human health and the environment after cleanup is completed. LM fulfills DOE's postclosure obligation by providing long-term management of postcleanup sites which do not have continuing missions. LM is also responsible for sites under the Formerly Utilized Sites Remedial Action Program (FUSRAP). Currently, the U.S. Army Corps of Engineers (USACE) is responsible for site surveys and remediation at FUSRAP sites. Once remediation is completed, LM becomes responsible for long-term management. LM also has responsibility for uranium processing sites addressed by Title II of the Uranium Mill Tailings Radiation Control Act (UMTRCA). UMTRCA Title II sites are sites that were commercially owned and are regulated under a U.S. Nuclear Regulatory Commission (NRC) license. For license termination, the owner must conduct an NRC-approved cleanup of any on-site radioactive waste remaining from former uranium ore-processing operations. The site owner must also provide full funding for inspections and, if necessary, ongoing maintenance. Once site

  9. Implementation of the best in class project management and contract management initiative at the Department Of Energy's Office Of Environmental Management - 16062

    International Nuclear Information System (INIS)

    Van Camp, Scott G.; Stevenson, Jeremy S.; Deiters, Michael G.; Jamison, Timothy P.

    2009-01-01

    Since its creation in 1989, the Department of Energy (DOE), Office of Environmental Management (EM) has struggled with a legacy of inadequate project management and contract management. This has been manifested in recurring scope changes, cost overruns and schedule delays, and has been documented in multiple internal and external reviews. EM has committed itself to improving project performance and undertaken a number of proactive management initiatives including the development of a 'Best in Class' Project Management and Contract Management organization (i.e., the BICPM Initiative). During 2007, EM assessed the status of project management and contract management at 15 EM sites. These assessments evaluated strengths and weaknesses in 12 key project management capabilities and three contract management benchmarks. The January 2008 Compilation Assessment Report showed that EM faces significant challenges in its mission execution due to staffing shortages, project and contract management integration, insufficient project-oriented culture, and lack of a clear role for Headquarters in BICPM. EM then formulated a strategy to meet their objectives in the March 2008 Corporate Implementation Plan. It summarizes BICPM efforts, introduces the vision for BICPM, identifies the strategy for achieving BICPM, and describes a process for implementing BICPM. That is, it acts as a road-map to address EM's challenges. It also documents 18 Recommended Priority Actions (RPAs) that are the key to correcting these challenges. These RPAs provide a clear path forward that can be communicated to the entire EM organization and provide the foundation upon which a BICPM culture can be built. EM has since gained considerable momentum and progress towards institutionalizing BICPM. This paper provides a discussion of the BICPM Initiative and its implementation. (authors)

  10. Project Management and Total Quality Management : Complementary or confused?

    Directory of Open Access Journals (Sweden)

    Selma KATLANE BEN MLOUKA

    2009-01-01

    Full Text Available Quality management and project management appear as themes of strategic management today. The adoption of the project management constitutes a new way in organizing the production. It helps to cope with the complexity of the environment, to reduce the product life cycles and to make working arrangements more flexible. It should also adapt to the ICT revolution and restructuring of enterprises due to the dematerialisation of structures and transactions. Quality management, applied to more operations and strongly influenced by the quantitative approach seems compatible with project management. Indeed, the two paradigms emphasize the importance of customer satisfaction, teamwork, the role of leadership and the continuous improvement of processes and products. This paper aims to revisit the principles of relationship between total quality management and project management. Having shown the importance of incorporating fine patterns and project quality in business organization, we will explain how the ability to generate, select and conduct projects in an oriented accountability of management is able to enroll in a total quality.

  11. Process-based software project management

    CERN Document Server

    Goodman, F Alan

    2006-01-01

    Not connecting software project management (SPM) to actual, real-world development processes can lead to a complete divorcing of SPM to software engineering that can undermine any successful software project. By explaining how a layered process architectural model improves operational efficiency, Process-Based Software Project Management outlines a new method that is more effective than the traditional method when dealing with SPM. With a clear and easy-to-read approach, the book discusses the benefits of an integrated project management-process management connection. The described tight coup

  12. The science of laboratory and project management in regulated bioanalysis.

    Science.gov (United States)

    Unger, Steve; Lloyd, Thomas; Tan, Melvin; Hou, Jingguo; Wells, Edward

    2014-05-01

    Pharmaceutical drug development is a complex and lengthy process, requiring excellent project and laboratory management skills. Bioanalysis anchors drug safety and efficacy with systemic and site of action exposures. Development of scientific talent and a willingness to innovate or adopt new technology is essential. Taking unnecessary risks, however, should be avoided. Scientists must strategically assess all risks and find means to minimize or negate them. Laboratory Managers must keep abreast of ever-changing technology. Investments in instrumentation and laboratory design are critical catalysts to efficiency and safety. Matrix management requires regular communication between Project Managers and Laboratory Managers. When properly executed, it aligns the best resources at the right times for a successful outcome. Attention to detail is a critical aspect that separates excellent laboratories. Each assay is unique and requires attention in its development, validation and execution. Methods, training and facilities are the foundation of a bioanalytical laboratory.

  13. Project Management with IT Security Focus

    OpenAIRE

    Felician Alecu; Paul Pocatilu; Sergiu Capisizu

    2011-01-01

    The paper focus on the main key points related to the IT security project management. The most important lifecycle stages are identified: IT security project proposal definition, project organization, project planning, quality planning, project team organization, IT security project activities management and project closing. The most important success factors for IT security projects are the support of top-management, customer satisfaction, prevention over remediation and continuous progress....

  14. Savannah River Site Interim Waste Management Program Plan FY 1991--1992

    Energy Technology Data Exchange (ETDEWEB)

    Chavis, D.M.

    1992-05-01

    The primary purpose of the Waste Management Program Plan is to provide an annual report of how Waste Management`s operations are conducted, what facilities are being used to manage wastes, what forces are acting to change current waste management systems, and what plans are in store for the coming fiscal year. In addition, this document projects activities for several years beyond the coming fiscal year in order to adequately plan for safe handling, storage, and disposal of radioactive wastes generated at the Savannah River Site and for developing technology for improved management of wastes. In this document, work descriptions and milestone schedules are current as of December 1991.

  15. Project Success in IT Project Management

    OpenAIRE

    Siddiqui, Farhan Ahmed

    2010-01-01

    The rate of failed and challenged Information Technology (IT) projects is too high according to the CHAOS Studies by the Standish Group and the literature on project management (Standish Group, 2008). The CHAOS Studies define project success as meeting the triple constraints of scope, time, and cost. The criteria for project success need to be agreed by all parties before the start of the project and constantly reviewed as the project progresses. Assessing critical success factors is another ...

  16. Managing geotechnical risk on US design-build transport projects

    Directory of Open Access Journals (Sweden)

    Kevin McLain

    2014-03-01

    Full Text Available Awarding design-build (DB contracts before a complete subsurface investigation is completed, makes mitigating the risk of differing site conditions difficult, if not impossible. The purpose of the study was to identify effective practices for managing geotechnical risk in DB projects, and it reports the results of a survey that included responses from 42 of 50 US state departments of transportation and a content analysis of DB requests for proposals from 26 states to gauge the client’s perspective, as well as 11 structured interviews with DB contractors to obtain the perspective from the other side of the DB contract.  A suite of DB geotechnical risk manage tools is presented based on the results of the analysis. Effective practices were found in three areas: enhancing communications on geotechnical issues before final proposals are submitted; the use of project-specific differing site conditions clauses; and expediting geotechnical design reviews after award. The major finding is that contract verbiage alone is not sufficient to transfer the risk of changed site conditions. The agency must actively communicate all the geotechnical information on hand at the time of the DB procurement and develop a contract strategy that reduces/retires the risk of geotechnical uncertainty as expeditiously as possible after award.

  17. Project Portfolio Management Applications Testing

    OpenAIRE

    Paul POCATILU

    2006-01-01

    Many IT companies are running project simultaneously. In order to achieve the best results, they have to group to the project in portfolios, and to use specific software that helps to manage them. Project portfolio management applications have a high degree of complexity and they are very important for the companies that are using it. This paper focuses on some characteristics of the testing process for project portfolio management applications

  18. Project risk management: A review of an institutional project life cycle

    Directory of Open Access Journals (Sweden)

    Wanjiru Gachie

    2017-11-01

    Full Text Available This article is a desktop analysis of project risk management involving a project management institutional restructuring. The pragmatic nature of this research allows for the literature review and the document analysis to be integrated and presented as both a descriptive and analytical research. The analysis demonstrates that the project committee did not proactively manage project risk. The restructuring was a change management project, entailing the implementation of many organisational changes, such as restructuring, lay-off of some part of the administrative workforce, adoption of new technology, provision of new approaches to well-established procedures, and implementation of new performance initiative, the process which should have been managed with an effective integrated risk strategy and plan. Analysis of the restructuring project risk management exhibits little evidence of a systematic (computer based or manual record that should have provided policies, procedures, and structures for managing risk. The article concludes that the restructuring risk process was inadequate and it could not have ensured a successful project. An analysis of the restructuring project risk monitoring and control exhibits a reactive rather than proactive application of risk management procedures. The analysis further indicates that the committee failed to make use of the various project risk management processes, standards, and guidelines. Based on the conclusions, the article recommends that project risk planning, strategy, control, and monitoring should be put in place for future institutional projects. The project management team should also put in place procedures for primary stakeholders engagements, identify and address their nature of interest and power in future risk management projects

  19. Site observational work plan for the UMTRA Project site at Spook, Wyoming

    International Nuclear Information System (INIS)

    1995-05-01

    The Spook, Wyoming, site observational work plan proposes site-specific activities to achieve compliance with Subpart B of 40 CFR Part 192 (1994) of the final US Environmental Protection Agency (EPA) ground water protection standards 60 FR 2854 (1995) at this Uranium Mill Tailing Remedial Action (UMTRA) Project site. This draft SOWP presents a comprehensive summary of existing site characterization data, a conceptual site model of the nature and extent of ground water contamination, exposure pathways, and potential impact to human health and the environment. Section 2.0 describes the requirements for meeting ground water standards at UMTRA Project sites. Section 3.0 defines past and current conditions, describes potential environmental and human health risks, and provides site-specific data that supports the selection of a proposed ground water compliance strategy. Section 4.0 provides the justification for selecting the proposed ground water compliance strategy based on the framework defined in the ground water programmatic environmental impact statement (PEIS)

  20. Financial Management of a Large Multi-site Randomized Clinical Trial

    Science.gov (United States)

    Sheffet, Alice J.; Flaxman, Linda; Tom, MeeLee; Hughes, Susan E.; Longbottom, Mary E.; Howard, Virginia J.; Marler, John R.; Brott, Thomas G.

    2014-01-01

    Background The Carotid Revascularization Endarterectomy versus Stenting Trial (CREST) received five years’ funding ($21,112,866) from the National Institutes of Health to compare carotid stenting to surgery for stroke prevention in 2,500 randomized participants at 40 sites. Aims Herein we evaluate the change in the CREST budget from a fixed to variable-cost model and recommend strategies for the financial management of large-scale clinical trials. Methods Projections of the original grant’s fixed-cost model were compared to the actual costs of the revised variable-cost model. The original grant’s fixed-cost budget included salaries, fringe benefits, and other direct and indirect costs. For the variable-cost model, the costs were actual payments to the clinical sites and core centers based upon actual trial enrollment. We compared annual direct and indirect costs and per-patient cost for both the fixed and variable models. Differences between clinical site and core center expenditures were also calculated. Results Using a variable-cost budget for clinical sites, funding was extended by no-cost extension from five to eight years. Randomizing sites tripled from 34 to 109. Of the 2,500 targeted sample size, 138 (5.5%) were randomized during the first five years and 1,387 (55.5%) during the no-cost extension. The actual per-patient costs of the variable model were 9% ($13,845) of the projected per-patient costs ($152,992) of the fixed model. Conclusions Performance-based budgets conserve funding, promote compliance, and allow for additional sites at modest additional cost. Costs of large-scale clinical trials can thus be reduced through effective management without compromising scientific integrity. PMID:24661748

  1. Culture and conflict management style of international project managers

    OpenAIRE

    Mohammed, U. K.; Prabhakar, G. P.; White, G.

    2008-01-01

    The management of culture has become increasingly important to many organisations and business disciplines, particularly multicultural and international project management. Cultural differences often result in varying degrees of conflict and require careful consideration. This study surveys 116 Project Managers using the Thomas-Kilmann Conflict Mode Instrument to determine their approach toward managing conflict. Indian, French and UK Project Managers’ conflict management style are correlated...

  2. Managing Projects with KPRO

    Science.gov (United States)

    Braden, Barry M.

    2004-01-01

    How does a Project Management Office provide: Consistent, familiar, easily used scheduling tools to Project Managers and project team members? Provide a complete list of organization resources available for use on the project? Facilitate resource tracking and visibility? Provide the myriad reports that the organization requires? Facilitate consistent budget planning and cost performance information? Provide all of this to the entire organization? Provide for the unique requirement of the organization? and get people to use it? Answer: Implementation of the Kennedy space Center Projects and Resources Online (KPRO), a modified COTS solution.

  3. EPR Flamanville 3, Site Management

    International Nuclear Information System (INIS)

    Menager, Antoine

    2014-01-01

    Antoine Menager, the EPR Flamanville 3 Site Manager described the organization and the management of the Flamanville site during the construction phase. He placed emphasis on Health and Safety, Environmental and Social Responsibility and on Nuclear Safety and Quality

  4. 44 CFR 206.438 - Project management.

    Science.gov (United States)

    2010-10-01

    ... 44 Emergency Management and Assistance 1 2010-10-01 2010-10-01 false Project management. 206.438 Section 206.438 Emergency Management and Assistance FEDERAL EMERGENCY MANAGEMENT AGENCY, DEPARTMENT OF... Project management. (a) General. The State serving as grantee has primary responsibility for project...

  5. River Protection Project: Interface Management in the Multi Contract Project Environment at Hanford

    International Nuclear Information System (INIS)

    SHIKASHIO, L.A.

    2000-01-01

    The Office of River Protection (ORP) is implementing the River Protection Project (RPP) using two prime contractors. CH2M Hill Hanford Group, Inc. (CHG) is responsible for operating the existing tank system, delivering the waste feed to the waste treatment plant, and managing the resulting low- and high-level glass waste ''product'' through a performance-based fee type contract. A separate prime contractor will be responsible for designing, constructing and commissioning of a new Waste Treatment and Immobilization Plant (WTP), and preparing the waste for ultimate disposal. In addition to the prime contractors and their interfaces, the River Protection Project is being conducted on the Hanford Site, which is under the management of another DOE organization, DOE Richland Field Office (DOE-RL). The infrastructure and utilities are provided by DOE-RL, for example. In addition, there are multiple other technical interfaces with federal, state and other regulatory agencies that influence the management of the activities. This paper provides an overview of the approach employed by ORP to identify, coordinate, and manage the technical interfaces of RPP. In addition, this paper describes the approach and methodologies used to: Establish an overall framework for interface management. Establish the requirements for defining and managing interfaces for the prime contractors and DOE. Contractually requiring the prime contractors to control and manage the interfaces

  6. Project management and performance management: potential transdisciplinary contributions

    Directory of Open Access Journals (Sweden)

    Gerrit van der Waldt

    2012-12-01

    Full Text Available As project management and performance management as management applications gain momentum in public sector settings, the question often arise as to if, how, and when these applications should complement each other in various policy implementation and service delivery initiatives. Answers to this question should be sought from various vantage points or perspectives. These vantage points may range from macro, meso, micro as well as theoretical-methodological perspectives. The purpose of this paper is to unlock the potential for transdisciplinary contributions between Project Management and Performance Management by focusing on the methodologies, functional areas, and practical applications of both management disciplines. It is argued that the respective methodologies and their processes should be unpacked to identify the timing or moment when each discipline could, and should, make a contribution to the success of the other. This will add value to the theoretical underpinnings and practical applications of both study domains in the public sector. The respective contributions are illustrated by means of application realities of both management practices in the South African Public Service. Keywords: project management, performance management, Public Sector applications, transdisciplinarity Disciplines: project management, performance management

  7. WEST VALLEY DEMONSTRATION PROJECT ANNUAL SITE ENVIRONMENTAL REPORT CALENDAR YEAR 2002

    International Nuclear Information System (INIS)

    2003-01-01

    This annual environmental monitoring report for the West Valley Demonstration Project (WVDP or Project) is published to inform those with interest about environmental conditions at the WVDP. In accordance with U.S. Department of Energy (DOE) Order 231.1, Environment, Safety, and Health Reporting, the report summarizes calendar year (CY) 2002 environmental monitoring data so as to describe the performance of the WVDP's environmental management system, confirm compliance with standards and regulations, and highlight important programs. In 2002, the West Valley Demonstration Project, the site of a DOE environmental cleanup activity operated by West Valley Nuclear Services Co. (WVNSCO), was in the final stages of stabilizing high-level radioactive waste (HLW) that remained at the site after commercial nuclear fuel reprocessing had been discontinued in the early 1970s. The Project is located in western New York State, about 30 miles south of Buffalo, within the New York State-owned Western New York Nuclear Service Center (WNYNSC). The WVDP is being conducted in cooperation with the New York State Energy Research and Development Authority (NYSERDA). Ongoing work activities at the WVDP during 2002 included: (1) completing HLW solidification and melter shutdown; (2) shipping low-level radioactive waste off-site for disposal; (3) constructing a facility where large high-activity components can be safely packaged for disposal; (4) packaging and removing spent materials from the vitrification facility; (5) preparing environmental impact statements for future activities; (6) removing as much of the waste left behind in waste tanks 8D-1 and 8D-2 as was reasonably possible; (7) removing storage racks, canisters, and debris from the fuel receiving and storage pool, decontaminating pool walls, and beginning shipment of debris for disposal; (8) ongoing decontamination in the general purpose cell and the process mechanical cell (also referred to as the head end cells); (9) planning

  8. WEST VALLEY DEMONSTRATION PROJECT ANNUAL SITE ENVIRONMENTAL REPORT CALENDAR YEAR 2002

    Energy Technology Data Exchange (ETDEWEB)

    NONE

    2003-09-12

    This annual environmental monitoring report for the West Valley Demonstration Project (WVDP or Project) is published to inform those with interest about environmental conditions at the WVDP. In accordance with U.S. Department of Energy (DOE) Order 231.1, Environment, Safety, and Health Reporting, the report summarizes calendar year (CY) 2002 environmental monitoring data so as to describe the performance of the WVDP's environmental management system, confirm compliance with standards and regulations, and highlight important programs. In 2002, the West Valley Demonstration Project, the site of a DOE environmental cleanup activity operated by West Valley Nuclear Services Co. (WVNSCO), was in the final stages of stabilizing high-level radioactive waste (HLW) that remained at the site after commercial nuclear fuel reprocessing had been discontinued in the early 1970s. The Project is located in western New York State, about 30 miles south of Buffalo, within the New York State-owned Western New York Nuclear Service Center (WNYNSC). The WVDP is being conducted in cooperation with the New York State Energy Research and Development Authority (NYSERDA). Ongoing work activities at the WVDP during 2002 included: (1) completing HLW solidification and melter shutdown; (2) shipping low-level radioactive waste off-site for disposal; (3) constructing a facility where large high-activity components can be safely packaged for disposal; (4) packaging and removing spent materials from the vitrification facility; (5) preparing environmental impact statements for future activities; (6) removing as much of the waste left behind in waste tanks 8D-1 and 8D-2 as was reasonably possible; (7) removing storage racks, canisters, and debris from the fuel receiving and storage pool, decontaminating pool walls, and beginning shipment of debris for disposal; (8) ongoing decontamination in the general purpose cell and the process mechanical cell (also referred to as the head end cells); (9

  9. Project Portfolio Management Applications Testing

    Directory of Open Access Journals (Sweden)

    Paul POCATILU

    2006-01-01

    Full Text Available Many IT companies are running project simultaneously. In order to achieve the best results, they have to group to the project in portfolios, and to use specific software that helps to manage them. Project portfolio management applications have a high degree of complexity and they are very important for the companies that are using it. This paper focuses on some characteristics of the testing process for project portfolio management applications

  10. Lessons Learned from Client Projects in an Undergraduate Project Management Course

    Science.gov (United States)

    Pollard, Carol E.

    2012-01-01

    This work proposes that a subtle combination of three learning methods offering "just in time" project management knowledge, coupled with hands-on project management experience can be particularly effective in producing project management students with employable skills. Students were required to apply formal project management knowledge to gain…

  11. Site observational work plan for the UMTRA Project site at Falls City, Texas

    International Nuclear Information System (INIS)

    1995-06-01

    Produced by the US Department of Energy (DOE), this site observational work plan (SOWP) will be used to determine site-specific activities to comply with the US Environmental Protection Agency (EPA) ground water standards at this Uranium Mill Tailings Remedial Action (UMTRA) Project site. The purpose of the SOWP is to recommend a site-specific ground water compliance strategy at the Falls City UMTRA Project site. The Falls City SOWP presents a comprehensive summary of site hydrogeological data, delineates a conceptual model of the aquifer system, and discusses the origins of milling-related ground water contamination. It also defines the magnitude of ground water contamination, potential environmental and health risks associated with ground water contamination and data gaps, and targets a proposed compliance strategy

  12. Process-based project proposal risk management

    Directory of Open Access Journals (Sweden)

    Alok Kumar

    2016-12-01

    Full Text Available We all are aware of the organizational omnipresence. Projects within the organizations are ubiquitous too. Projects achieve their goals successfully if they are planned, scheduled, controlled and implemented well. The project lifecycle of initiating, planning, scheduling, controlling and implementing are very well-planned by project managers and the organizations. Successful projects have well-developed risk management plans to deal with situations impacting projects. Like any other organisation, a university does try to access funds for different purposes too. For such organisations, running a project is not the issue, rather getting a project proposal approved to fund a project is the key. Project proposal processing is done by the nodal office in every organisation. Usually, these nodal offices help in administration and submission of a project proposal for accessing funds. Seldom are these nodal project offices within the organizations facilitate a project proposal approval by proactively reaching out to the project managers. And as project managers prepare project proposals, little or no attention is made to prepare a project proposal risk plan so as to maximise project acquisition. Risk plans are submitted while preparing proposals but these risk plans cater to a requirement to address actual projects upon approval. Hence, a risk management plan for project proposal is either missing or very little effort is made to treat the risks inherent in project acquisition. This paper is an integral attempt to highlight the importance of risk treatment for project proposal stage as an extremely important step to preparing the risk management plan made for projects corresponding to their lifecycle phases. Several tools and techniques have been proposed in the paper to help and guide either the project owner (proposer or the main organisational unit responsible for project management. Development of tools and techniques to further enhance project

  13. Project Management Plan Solution Stabilization

    International Nuclear Information System (INIS)

    SATO, P.K.

    1999-01-01

    This plan presents the overall objectives, description, justification and planning for the Plutonium Finishing Plant (PFP) Solutions Stabilization subproject. The intent of this plan is to describe how this project will be managed and integrated with other facility stabilization and deactivation activities. This plan supplements the overall integrated plan presented in the Integrated Project Management Plan (IPMP) for the Plutonium Finishing Plant Stabilization and Deactivation Project, HNF-3617. This project plan is the top-level definitive project management document for the PFP Solution Stabilization subproject. It specifies the technical, schedule, requirements and the cost baselines to manage the execution of the Solution Stabilization subproject. Any deviations to the document must be authorized through the appropriate change control process

  14. Project Management Plan Solution Stabilization

    Energy Technology Data Exchange (ETDEWEB)

    SATO, P.K.

    1999-08-31

    This plan presents the overall objectives, description, justification and planning for the Plutonium Finishing Plant (PFP) Solutions Stabilization subproject. The intent of this plan is to describe how this project will be managed and integrated with other facility stabilization and deactivation activities. This plan supplements the overall integrated plan presented in the Integrated Project Management Plan (IPMP) for the Plutonium Finishing Plant Stabilization and Deactivation Project, HNF-3617. This project plan is the top-level definitive project management document for the PFP Solution Stabilization subproject. It specifies the technical, schedule, requirements and the cost baselines to manage the execution of the Solution Stabilization subproject. Any deviations to the document must be authorized through the appropriate change control process.

  15. Site identification presentation: Basalt Waste Isolation Project

    International Nuclear Information System (INIS)

    1979-11-01

    The final step in the site identification process for the Basalt Waste Isolation Project is described. The candidate sites are identified. The site identification methodology is presented. The general objectives which must be met in selecting the final site are listed. Considerations used in the screening process are also listed. Summary tables of the guidelines used are included

  16. SAT project introduction: management issues

    International Nuclear Information System (INIS)

    Kazennov, A.Yu.

    1998-01-01

    Management issues of introducing SAT Project include main objectives and expectations; SAT goal and management; major phases of SAT implementation; project quality assurance; SAT based training system and procedures; role of the project team qualifications

  17. Improving Project Portfolio Management (PPM) for Improvement Projects

    DEFF Research Database (Denmark)

    Pries-Heje, Jan; Jakobsen, Peter M.; Korsaa, Morten

    2017-01-01

    Project Portfolio Management (PPM) focus on the integration and alignment of projects with the business operation in order to achieve most value and cost-efficiency for the investment in projects. PPM is often a challenge and especially so for improvement projects where PPM is considerably...... of evaluating a portfolio of improvement projects and combine this evaluation with the effect they have on the CMMI maturity level. Further, the paper demonstrates how the combination of a strong senior management requirement for improved maturity and the focus on getting the most value out of PPM made...

  18. Site 300 hazardous-waste-assessment project. Interim report: December 1981. Preliminary site reconnaissance and project work plan

    International Nuclear Information System (INIS)

    Raber, E.; Helm, D.; Carpenter, D.; Peifer, D.; Sweeney, J.

    1982-01-01

    This document was prepared to outline the scope and objectives of the Hazardous Waste Assessment Project (HWAP) at Site 300. This project was initiated in October, 1981, to investigate the existing solid waste landfills in an effort to satisfy regulatory guidelines and assess the potential for ground-water contamination. This involves a site-specific investigation (utilizing geology, hydrology, geophysics and geochemistry) with the goal of developing an effective ground-water quality monitoring network. Initial site reconnaissance work has begun and we report the results, to date, of our geologic hydrogeologic studies. All known solid waste disposal locations are underlain by rocks of either the Late Miocene Neroly Formation or the Cierbo Formation, both of which are dominantly sandstones interbedded with shale and claystone. The existence of a regional confined (artesian) aquifer, as well as a regional water-table aquifer is postulated for Site 300. Preliminary analysis has led to an understanding of directions and depths of regional ground-water flow

  19. The project on site - setting the scene for successful industrial relations

    International Nuclear Information System (INIS)

    Morris, D.; Kershaw, A.R.

    1989-01-01

    The site construction performance at Torness and Heysham 2 has been described in various other papers during the Conference and in common with other large projects undertaken over the last 20 years a final judgement will be made as to whether, in simple terms, they were ''good'' or ''bad'' sites. Although there are many individuals or organisations who may make this judgement, it is unlikely that the basic conclusion will differ. What may differ however is the list of reasons that will be advanced to explain the final result. Looking at the investigations made into past projects, the reasons advanced for their success or otherwise can range from the geographical location of the site to material delivery problems, design changes, safety issues, or even the state of the overall national economic climate during the period under scrutiny. Where industrial relations problems are singled out, they can usually be linked to one or more of the factors mentioned. When looking at the complexity of projects such as Torness and Heysham, it is to be expected that unlooked for difficulties and problems will always arise but it is equally true that there is sufficient experience and expertise available in the industry for many possible problem areas to be anticipated and ''designed'' out before work even commences on site. This paper will be looking at the clients' role in creating a suitable environment for contractors to fully manage all aspects of their site operation and to ensure that acute problems can receive the full attention of all parties and not have to be set against a continuing background of unnecessary irritations. (author)

  20. Summary of field operations Technical Area I well PGS-1. Site-Wide Hydrogeologic Characterization Project

    International Nuclear Information System (INIS)

    Fritts, J.E.; McCord, J.P.

    1995-02-01

    The Environmental Restoration (ER) Project at Sandia National Laboratories, New Mexico is managing the project to assess and, when necessary, to remediate sites contaminated by the lab operations. Within the ER project, the site-wide hydrogeologic characterization task is responsible for the area-wide hydrogeologic investigation. The purpose of this task is to reduce the uncertainty about the rate and direction of groundwater flow beneath the area and across its boundaries. This specific report deals with the installation of PGS-1 monitoring well which provides information on the lithology and hydrology of the aquifer in the northern area of the Kirtland Air Force Base. The report provides information on the well design; surface geology; stratigraphy; structure; drilling, completion, and development techniques; and borehole geophysics information

  1. A project manager's primer on data validation

    International Nuclear Information System (INIS)

    Ramos, S.J.

    1991-01-01

    While carrying out their central responsibility of conducting an environmental investigation in a high- quality, timely, and cost-effective manner, project managers also face a significant challenge due to the many inherent uncertainties associated with characterizing and remediating sites. From all aspects and considerations (health and financial risks; and technical, professional, and legal defensibility/credibility), the project manager must minimize the uncertainty associated with making decisions based on environmental data. A key objective for every project manager is to produce sufficient data of known and acceptable quality. In simple terms, the level of confidence in the gathered data directly relates to: (1) the upfront determination of the types and uses of the data needed (which drives the required quality of the data); (2) the ongoing verification that the prescribed methods by which the data are to be obtained and analyzed are being followed; and (3) the validation of the verified data to determine whether the preestablished data quality objectives have been met, therefore making the data adequate for their intended use(s). This paper focuses on the third clement of the equation for data quality, therefore implying that the first two elements (planning and verification) have been accomplished. The open-quotes Who,close quotes open-quotes What,close quotes open-quotes Why,close quotes open-quotes Whenclose quotes and open-quotes Howclose quotes of data validation are discussed in general terms

  2. Site observational work plan for the UMTRA Project Site at Grand Junction, Colorado

    International Nuclear Information System (INIS)

    1996-03-01

    The U.S. Department of Energy (DOE) has prepared this initial site observational work plan (SOWP) for the Uranium Mill Tailings Remedial Action (UMTRA) Project site in Grand Junction, Colorado. This SOWP is one of the first UMTRA Ground Water Project documents developed to select a compliance strategy that meets the UMTRA ground water standards (40 CFR Part 192, as amended by 60 FR 2854) for the Grand Junction site. This SOWP applies information about the Grand Junction site to the compliance strategy selection framework developed in the UMTRA Ground Water Project draft programmatic environmental impact statement (PEIS). This risk-based, decision-making framework identifies the decision logic for selecting compliance strategies that could be used to meet the ground water standards. The DOE goal is to use the observational method to implement a cost-effective site strategy that complies with the ground water standards and protects human health and the environment. Based on an evaluation of the site characterization and risk assessment data available for the preparation of this SOWP, DOE proposes that the most likely compliance strategy for the Grand Junction site is no remediation based on the application of supplemental standards. This proposed strategy is based on a conceptual site model that indicates site-related contamination is confined to a limited-use aquifer as defined in the ground water standards

  3. Savannah River Site Interim Waste Management Program Plan FY 1991--1992

    Energy Technology Data Exchange (ETDEWEB)

    Chavis, D.M.

    1992-05-01

    The primary purpose of the Waste Management Program Plan is to provide an annual report of how Waste Management's operations are conducted, what facilities are being used to manage wastes, what forces are acting to change current waste management systems, and what plans are in store for the coming fiscal year. In addition, this document projects activities for several years beyond the coming fiscal year in order to adequately plan for safe handling, storage, and disposal of radioactive wastes generated at the Savannah River Site and for developing technology for improved management of wastes. In this document, work descriptions and milestone schedules are current as of December 1991.

  4. Savannah River Site Interim Waste Management Program Plan FY 1991--1992

    International Nuclear Information System (INIS)

    Chavis, D.M.

    1992-05-01

    The primary purpose of the Waste Management Program Plan is to provide an annual report of how Waste Management's operations are conducted, what facilities are being used to manage wastes, what forces are acting to change current waste management systems, and what plans are in store for the coming fiscal year. In addition, this document projects activities for several years beyond the coming fiscal year in order to adequately plan for safe handling, storage, and disposal of radioactive wastes generated at the Savannah River Site and for developing technology for improved management of wastes. In this document, work descriptions and milestone schedules are current as of December 1991

  5. PROJECT MANAGEMENT CONSIDERED IN A 2014 PERSPECTIVE

    Directory of Open Access Journals (Sweden)

    GRAPĂ ADELINA-ROXANA

    2014-05-01

    Full Text Available Project Management has come of age, yet multiple surveys and reports confirm the fact that the majority of projects are challenged. Given the more demanding and strict financial constraints associated with the current fiscal climate, project management is regarded as a tool that can deliver more with less. The literature on Project Management shows that, in spite of advancement in Project Management processes, tools and systems, project success has not significantly improved. This problem raises questions about the value and effectiveness of Project Management and Project Management systems. Programs and projects are considered as strategic assets for the majority of businesses, therefore, the trend of these organizations is to embrace a management by projects culture. The main objective of Project Management nowadays is to ensure programs and projects aligned to a certain strategy and also to provide for every member of an organization the ability to take proactive actions creating additional benefits.

  6. SharePoint 2010 for Project Management

    CERN Document Server

    Sy, Dux

    2012-01-01

    If you were to analyze your team's performance on a typical project, you'd be surprised how much time is wasted on non-productive tasks. This hands-on guide shows you how to work more efficiently by organizing and managing projects with SharePoint 2010. You'll learn how to build a Project Management Information System (PMIS), customized to your project, that can effectively coordinate communication and collaboration among team members. Written by a certified Project Management Professional (PMP) and Microsoft SharePoint MVP with 15 years of IT project management experience, each chapter incl

  7. Northeast Oregon Hatchery Project, Final Siting Report.

    Energy Technology Data Exchange (ETDEWEB)

    Watson, Montgomery

    1995-03-01

    This report presents the results of site analysis for the Bonneville Power Administration Northeast Oregon Hatchery Project. The purpose of this project is to provide engineering services for the siting and conceptual design of hatchery facilities for the Bonneville Power Administration. The hatchery project consists of artificial production facilities for salmon and steelhead to enhance production in three adjacent tributaries to the Columbia River in northeast Oregon: the Grande Ronde, Walla Walla, and Imnaha River drainage basins. Facilities identified in the master plan include adult capture and holding facilities; spawning incubation, and early rearing facilities; full-term rearing facilities; and direct release or acclimation facilities. The evaluation includes consideration of a main production facility for one or more of the basins or several smaller satellite production facilities to be located within major subbasins. The historic and current distribution of spring and fall chinook salmon and steelhead was summarized for the Columbia River tributaries. Current and future production and release objectives were reviewed. Among the three tributaries, forty seven sites were evaluated and compared to facility requirements for water and space. Site screening was conducted to identify the sites with the most potential for facility development. Alternative sites were selected for conceptual design of each facility type. A proposed program for adult holding facilities, final rearing/acclimation, and direct release facilities was developed.

  8. Agile Project Management for e-Learning Developments

    Science.gov (United States)

    Doherty, Iain

    2010-01-01

    We outline the project management tactics that we developed in praxis in order to manage elearning projects and show how our tactics were enhanced through implementing project management techniques from a formal project management methodology. Two key factors have contributed to our project management success. The first is maintaining a clear…

  9. The project manager's desk reference: project planning, schedulding, evaluation, control, systems

    National Research Council Canada - National Science Library

    Lewis, James P

    2007-01-01

    In this Third Edition of The Project Manager's Desk Reference, top project management consultant James Lewis arms you with today's most comprehensive and understandable project management resources...

  10. Project and Sports Events Management

    OpenAIRE

    Sebastian Madalin MUNTEANU

    2011-01-01

    This paper tries to capture the importance it holds the project management in socio-cultural sector which stands out when we refer to the sport. So when we talk about project management in sport, to consider a much larger vision, a new project management perspective, they involve a responsibility for the implementation of an event with global impact on very long term. Sports projects, as history shows us, played a significant role in developing societies. Also, all major sports industry proje...

  11. Relationship between time management in construction industry and project management performance

    Science.gov (United States)

    Nasir, Najuwa; Nawi, Mohd Nasrun Mohd; Radzuan, Kamaruddin

    2016-08-01

    Nowadays, construction industry particularly in Malaysia struggle in achieving status of eminent time management for construction project. Project managers have a great responsibility to keep the project success under time of project completion. However, studies shows that delays especially in Malaysian construction industry still unresolved due to weakness in managing the project. In addition, quality of time management on construction projects is generally poor. Due to the progressively extended delays issue, time performance becomes an important subject to be explored to investigate delay factors. The method of this study is review of literature towards issues in construction industry which affecting time performance of project in general by focusing towards process involved for project management. Based on study, it was found that knowledge, commitment, cooperation are the main criteria as an overall to manage the project into a smooth process during project execution until completion. It can be concluded that, the strength between project manager and team members in these main criteria while conducting the project towards good time performance is highly needed. However, there is lack of establishment towards factors of poor time performance which strongly related with project management. Hence, this study has been conducted to establish factors of poor time performance and its relations with project management.

  12. Program Management Plan for the Martin Marietta Energy Systems, Inc., Oak Ridge National Laboratory Site Environmental Restoration Program

    International Nuclear Information System (INIS)

    1994-07-01

    This program management plan describes the scope, objectives, and method of accomplishment for the Martin Marietta Energy Systems, Inc. (Energy Systems) Oak Ridge National laboratory (ORNL) Environmental Restoration (ER) Program. The ORNL ER Program is one of five site program, receiving guidance from and reporting to the Energy Systems ER Division. Therefore, all ORNL ER policies and procedures are consistent with ER Division policies and procedures. This plan covers all ORNL ER activities, the participants involved in these activities (and their roles and responsibilities), and all phases of the remediation process. This plan will also serve as a template that may be supplemented as necessary to produce individual project management plans for specific projects. This document explains how the Energy Systems ORNL ER Program does business, so the ORNL ER Program's management structure is illustrated in detail. Personnel are matrixed to the ER Program from other organizations to assist with specific projects. This plan identifies positions at the program level and discusses responsibilities and interactions with positions at the project level. This plan includes sections that describe requirements for project plans, work breakdown structures, schedules, project management and cost control systems, and information and reporting. Project management plans will utilize the work breakdown structure and dictionary pages in the appropriate life cycle baseline report This plan describes the information that should be contained in ORNL ER project management plans. The most important milestones are primary documents relating to the management and remediation of contaminated sites. Primary document milestones are subject to stipulated penalties and receive paramount attention

  13. Program Management Plan for the Martin Marietta Energy Systems, Inc., Oak Ridge National Laboratory Site Environmental Restoration Program

    Energy Technology Data Exchange (ETDEWEB)

    1994-07-01

    This program management plan describes the scope, objectives, and method of accomplishment for the Martin Marietta Energy Systems, Inc. (Energy Systems) Oak Ridge National laboratory (ORNL) Environmental Restoration (ER) Program. The ORNL ER Program is one of five site program, receiving guidance from and reporting to the Energy Systems ER Division. Therefore, all ORNL ER policies and procedures are consistent with ER Division policies and procedures. This plan covers all ORNL ER activities, the participants involved in these activities (and their roles and responsibilities), and all phases of the remediation process. This plan will also serve as a template that may be supplemented as necessary to produce individual project management plans for specific projects. This document explains how the Energy Systems ORNL ER Program does business, so the ORNL ER Program`s management structure is illustrated in detail. Personnel are matrixed to the ER Program from other organizations to assist with specific projects. This plan identifies positions at the program level and discusses responsibilities and interactions with positions at the project level. This plan includes sections that describe requirements for project plans, work breakdown structures, schedules, project management and cost control systems, and information and reporting. Project management plans will utilize the work breakdown structure and dictionary pages in the appropriate life cycle baseline report This plan describes the information that should be contained in ORNL ER project management plans. The most important milestones are primary documents relating to the management and remediation of contaminated sites. Primary document milestones are subject to stipulated penalties and receive paramount attention.

  14. Effects of site management operations on the nutrient capital of a ...

    African Journals Online (AJOL)

    The Karkloof Project is a case study of the effects of intensive site management operations during the interrotational period, on (a) the nutrient capital of the system, and (b) the availability of growth resources (nutrients and water) in a commercial Eucalyptus grandis stand in South Africa. This paper specifically focuses on the ...

  15. Modern project management theory and knowledge framework

    Institute of Scientific and Technical Information of China (English)

    Luo Zhongbao

    2014-01-01

    The scholars increasingly pay at ention to the internal rules in knowledge development and innovation of construction engineering management,as wel as the framework for engineering management body of knowledge. Considering the one-of-a-kind characteristic of construction project s and highly dependence from projects on management knowledge and its innovation,this paper analyzed the knowledge body of engineering management and its development dimension ,such as thinking and knowledge structure dimensions. The engineering management knowledge innovation model and structural model were put forward. The paper reviewed and proposed the engineering management knowledge system framework under engineering thinking mode,including the basic knowledge system framework which is used in engineering management research ,and a framework for body of knowledge which is applicable for engineering management practice. Based on a brief analysis of engineering management practice,this paper analyzed the development progres of engineering management from engineering thinking to ethical thinking and philosophical thinking. A dynamic model formed from the modern engineering management theory was put forward. The construction of projects are divided into two stages:an investment decision-making stage, and project implementation stage. According to the fact that project owners obtain the project products by transaction,the management during project implementation stage are divided into two aspects:project transaction management for the owner, and construction project management for the contractor. Thus, the three theoretical modules of modern engineering management were established:project investment decision-making management theory,engineering transaction management theory, and engineering project management theory. This paper further analyzed the content and basic theoretical issues of each theoretical module.

  16. Competency model for the project managers of technical projects

    Science.gov (United States)

    Duncan, William R.

    1992-05-01

    Traditional job description techniques were developed to support compensation decisions for hourly wage earners in a manufacturing environment. Their resultant focus on activities performed on the job works well in this environment where the ability to perform the activity adequately is objectively verifiable by testing and observation. Although many organizations have adapted these techniques for salaried employees and service environments, the focus on activities performed has never been satisfactory. For example, stating that a project manager `prepares regular project status reports' tells us little about what to look for in a potential project manager or how to determine if a practicing project manager is ready for additional responsibilities. The concept of a `competency model' has been developed within the last decade to address this shortcoming. Competency models focus on what skills are needed to perform the tasks defined by the job description. For example, a project manager must be able to communicate well both orally and in writing in order to `prepare regular project status reports.'

  17. Locale-Specific Categorization of IT Projects for Proper Project Management

    Directory of Open Access Journals (Sweden)

    Muhammad Nasir

    2015-12-01

    Full Text Available In this paper we aim to show that not only are the project management techniques important for small-scale projects, but following proper project management techniques is one of the most important requirements. However, there come slight variations in implementing project management techniques in small projects as compared with larger projects. Therefore, proper categorization of projects holds the key to success in many situations. Our paper will show that categorization of a project as small-scale or large-scale should always be locale specific. In this regards, we develop a criteria and evaluate how the projects are categorized as small-scale and large-scale in different parts of the world with focus on IT projects. This research concludes that some methods cannot be used for projects of different scales.

  18. Oak Ridge Reservation Site Management Plan for the Environmental Restoration Program

    Energy Technology Data Exchange (ETDEWEB)

    1994-06-01

    This site management plan for the Oak Ridge Reservation (ORR) describes the overall approach for addressing environmental contamination problems at the ORR Superfund site located in eastern Tennessee. The ORR consists of three major US Department of Energy (DOE) installations constructed in the early to mid 1940s as research, development, and process facilities in support of the Manhattan Project. In addition to the three installations -- Oak Ridge National Laboratory (ORNL), the Oak Ridge Y-12 Plant, and the Oak Ridge K-25 Site (formerly the Oak Ridge Gaseous Diffusion Plant) -- the ORR Superfund Site also includes areas outside the installations, land used by the Oak Ridge Associated Universities and waterways that have been contaminated by releases from the DOE installations. To date, {approximately} 400 areas (Appendix A) requiring evaluation have been identified. Cleanup of the ORR is expected to take two to three decades and cost several billion dollars. This site management plan provides a blueprint to guide this complex effort to ensure that the investigation and cleanup activities are carried out in an efficient and cost-effective manner.

  19. Oak Ridge Reservation Site Management Plan for the Environmental Restoration Program

    International Nuclear Information System (INIS)

    1994-06-01

    This site management plan for the Oak Ridge Reservation (ORR) describes the overall approach for addressing environmental contamination problems at the ORR Superfund site located in eastern Tennessee. The ORR consists of three major US Department of Energy (DOE) installations constructed in the early to mid 1940s as research, development, and process facilities in support of the Manhattan Project. In addition to the three installations -- Oak Ridge National Laboratory (ORNL), the Oak Ridge Y-12 Plant, and the Oak Ridge K-25 Site (formerly the Oak Ridge Gaseous Diffusion Plant) -- the ORR Superfund Site also includes areas outside the installations, land used by the Oak Ridge Associated Universities and waterways that have been contaminated by releases from the DOE installations. To date, ∼ 400 areas (Appendix A) requiring evaluation have been identified. Cleanup of the ORR is expected to take two to three decades and cost several billion dollars. This site management plan provides a blueprint to guide this complex effort to ensure that the investigation and cleanup activities are carried out in an efficient and cost-effective manner

  20. TERMINOLOGY MANAGEMENT FRAMEWORK DEVIATIONS IN PROJECTS

    Directory of Open Access Journals (Sweden)

    Олена Борисівна ДАНЧЕНКО

    2015-05-01

    Full Text Available The article reviews new approaches to managing projects deviations (risks, changes, problems. By offering integrated control these parameters of the project and by analogy with medical terminological systems building a new system for managing terminological variations in the projects. With an improved method of triads system definitions are analyzed medical terms that make up terminological basis. Using the method of analogy proposed new definitions for managing deviations in projects. By using triad integrity built a new system triad in project management, which will subsequently also analogous to develop a new methodology of deviations in projects.

  1. Project brief of pre-contract in project management

    International Nuclear Information System (INIS)

    Mohd Jamil Hashim; Mohd Azmi Sidid Omar; Abdul Rahman Norazumin; Zakaria Dris; Abdul Murad Abu Bakar; Alwi Othman

    2010-01-01

    Project brief is a comprehensive document used in translating the user needs and requirement for the project implementation. This document is important for the designer as a main guidance towards establishing project details. Research shown that problem usually arises from not well-defined scope and needs by the user. With lack of information the designer tend to assume and interprets wrong translation. Other issues arise from project management are time, cost, budgetary, lack of communication and establishing quality management. Some ideas of improvement were gain by doing cross reference with JKR quality system management, workshop and brainstorming. It shows that an improvement of data collection system has to be integrating with some basic format details, drawings and declaration forms to be established. (author)

  2. Project plan, Hazardous Materials Management and Emergency Response Training Center: Project 95L-EWT-100

    International Nuclear Information System (INIS)

    Borgeson, M.E.

    1994-01-01

    The Hazardous Materials Management and Emergency Response (HAMMER) Training Center will provide for classroom lectures and hands-on practical training in realistic situations for workers and emergency responders who are tasked with handling and cleanup of toxic substances. The primary objective of the HAMMER project is to provide hands-on training and classroom facilities for hazardous material workers and emergency responders. This project will also contribute towards complying with the planning and training provisions of recent legislation. In March 1989 Title 29 Code of Federal Regulations Occupational Safety and Health Administration 1910 Rules and National Fire Protection Association Standard 472 defined professional requirements for responders to hazardous materials incidents. Two general types of training are addressed for hazardous materials: training for hazardous waste site workers and managers, and training for emergency response organizations

  3. Project management of life-science research projects: project characteristics, challenges and training needs.

    Science.gov (United States)

    Beukers, Margot W

    2011-02-01

    Thirty-four project managers of life-science research projects were interviewed to investigate the characteristics of their projects, the challenges they faced and their training requirements. A set of ten discriminating parameters were identified based on four project categories: contract research, development, discovery and call-based projects--projects set up to address research questions defined in a call for proposals. The major challenges these project managers are faced with relate to project members, leadership without authority and a lack of commitment from the respective organization. Two-thirds of the project managers indicated that they would be interested in receiving additional training, mostly on people-oriented, soft skills. The training programs that are currently on offer, however, do not meet their needs. Copyright © 2010 Elsevier Ltd. All rights reserved.

  4. Study on modular construction management in AP1000 nuclear plant project

    International Nuclear Information System (INIS)

    Fang Xiaopeng; Shen Wenrong; Sun Kebin; Wei Zhong

    2010-01-01

    The construction of AP1000 Nuclear Power Plant (NPP) has commenced in China. The AP1000 NPP features a passive design concept and modular construction technology. Based on the management of the construction of current AP1000 NNP, this paper describes the effects on Nuclear Island (NI) construction project management resulting from modular construction technology, as well as new construction techniques and methods. This paper puts forward new requirements for construction schedule management of the nuclear island construction at different levels. The AP1000 NI construction logic features the parallel construction of civil and structural erection as the main approach, with the integrated schedule of module fabrication, assembly and installation as support. The structural modules of AP1000 project are prefabricated in shop, delivered to site as sub-modules and assembled to integrated structural module. The assembled module is transported to the construction site, hoisted and finally set in NI. This paper illustrates how to ensure the construction quality of structural modules by analyzing the interface process and key links in the quality control program, and introduces how to ensure the safety of heavy structural components during various construction phases by evaluating and analyzing the construction safety process. This paper also makes an analysis of the safe environment for the assembly and installation of Containment Vessel, the management of product protection and personnel safety inside the Containment Building during 'Open Top' construction, raises to implement effective protection for the numerous pre-set mechanical modules and equipments, as well as personnel safety protection programs and measures. The modular construction feature of AP1000 NPP design requires technique improvement and management innovation during the NI construction. This paper makes a study and research on the control management of schedule, quality and safety of AP1000 NPP NI

  5. Office of Legacy Management Decision Tree for Solar Photovoltaic Projects - 13317

    Energy Technology Data Exchange (ETDEWEB)

    Elmer, John; Butherus, Michael [S.M. Stoller Corporation (United States); Barr, Deborah L. [U.S. Department of Energy Office of Legacy Management (United States)

    2013-07-01

    To support consideration of renewable energy power development as a land reuse option, the DOE Office of Legacy Management (LM) and the National Renewable Energy Laboratory (NREL) established a partnership to conduct an assessment of wind and solar renewable energy resources on LM lands. From a solar capacity perspective, the larger sites in the western United States present opportunities for constructing solar photovoltaic (PV) projects. A detailed analysis and preliminary plan was developed for three large sites in New Mexico, assessing the costs, the conceptual layout of a PV system, and the electric utility interconnection process. As a result of the study, a 1,214-hectare (3,000-acre) site near Grants, New Mexico, was chosen for further study. The state incentives, utility connection process, and transmission line capacity were key factors in assessing the feasibility of the project. LM's Durango, Colorado, Disposal Site was also chosen for consideration because the uranium mill tailings disposal cell is on a hillside facing south, transmission lines cross the property, and the community was very supportive of the project. LM worked with the regulators to demonstrate that the disposal cell's long-term performance would not be impacted by the installation of a PV solar system. A number of LM-unique issues were resolved in making the site available for a private party to lease a portion of the site for a solar PV project. A lease was awarded in September 2012. Using a solar decision tree that was developed and launched by the EPA and NREL, LM has modified and expanded the decision tree structure to address the unique aspects and challenges faced by LM on its multiple sites. The LM solar decision tree covers factors such as land ownership, usable acreage, financial viability of the project, stakeholder involvement, and transmission line capacity. As additional sites are transferred to LM in the future, the decision tree will assist in determining

  6. Office of Legacy Management Decision Tree for Solar Photovoltaic Projects - 13317

    International Nuclear Information System (INIS)

    Elmer, John; Butherus, Michael; Barr, Deborah L.

    2013-01-01

    To support consideration of renewable energy power development as a land reuse option, the DOE Office of Legacy Management (LM) and the National Renewable Energy Laboratory (NREL) established a partnership to conduct an assessment of wind and solar renewable energy resources on LM lands. From a solar capacity perspective, the larger sites in the western United States present opportunities for constructing solar photovoltaic (PV) projects. A detailed analysis and preliminary plan was developed for three large sites in New Mexico, assessing the costs, the conceptual layout of a PV system, and the electric utility interconnection process. As a result of the study, a 1,214-hectare (3,000-acre) site near Grants, New Mexico, was chosen for further study. The state incentives, utility connection process, and transmission line capacity were key factors in assessing the feasibility of the project. LM's Durango, Colorado, Disposal Site was also chosen for consideration because the uranium mill tailings disposal cell is on a hillside facing south, transmission lines cross the property, and the community was very supportive of the project. LM worked with the regulators to demonstrate that the disposal cell's long-term performance would not be impacted by the installation of a PV solar system. A number of LM-unique issues were resolved in making the site available for a private party to lease a portion of the site for a solar PV project. A lease was awarded in September 2012. Using a solar decision tree that was developed and launched by the EPA and NREL, LM has modified and expanded the decision tree structure to address the unique aspects and challenges faced by LM on its multiple sites. The LM solar decision tree covers factors such as land ownership, usable acreage, financial viability of the project, stakeholder involvement, and transmission line capacity. As additional sites are transferred to LM in the future, the decision tree will assist in determining whether a solar

  7. MANAGE INTERESTED PARTIES IN PROJECT ENVIRONMENT

    Directory of Open Access Journals (Sweden)

    BILOKON A. I.

    2016-04-01

    Full Text Available The success or failure of the project often depends on factors which related to the environment, surrounded by the project and which are outside of the direct control of the project manager. The concept of the project environment, the processes of environmental analysis of the project and the ways in which managers can identify potential problems and develop a plan of action to ensure the success of the project. The management strategy the main factors of the environment includes both organizational forms and measures which aimed at the development process. For alignment of the organizational forms of communication manager must have a clear idea: what kind of interested persons and their actions (functions need to monitor, and in what form to maintain communication (bilateral relations of interdependence. This information is key to the further construction of the formal organization that supports interaction, the definition of its functions, competencies, allocation of roles, areas of responsibility, instructions, forms and methods of work. Purpose. Summarize, analyze and form an idea of the potential of existing approaches to the management of the project environment. Object of study. Management processes of the persons, who interested in the project environment. Subject of study. Methods and tools for the project management environment.

  8. Female Project Managers' Workplace Problems: a Survey

    Science.gov (United States)

    Duong, Thuong Thi; Skitmore, Martin

    This article examines the extent to which challenges in the workplace may cause female project managers to be in a significantly small minority. A survey of members of the Australian Institute of Project Management in Queensland is described. This compares the experiences and observations of both men and women on various issues related to technical and gender aspects in project management workplaces. The results show that although female project managers experience many problems, male project managers also experience most of the same problems. Likewise, there are also few differences between more and less experience, the level of management, and types of industries. The differences that do occur involve discrimination against women in general, differences in project management styles, and support from other project managers.

  9. Formerly Utilized MED/AEC Sites Remedial Action Program. Project management plan for the decontamination of Jones Laboratory, Ryerson Physical Laboratory, and Eckhart Hall, the University of Chicago, Chicago, Illinois

    International Nuclear Information System (INIS)

    Flynn, K.F.; Smith, W.H.; Wynveen, R.A.

    1984-01-01

    The Department of Energy (DOE) has in place a plan for the decontamination and decommissioning of contaminated sites that had been formerly utilized by the Manhattan Engineering District (MED) and/or the Atomic Energy Commission. This plan is referred to as the Formerly Utilized Sites Remedial Action Program (FUSRAP). Among these sites are Jones Laboratory, Ryerson Physical Laboratory and Eckhart Hall of The University of Chicago at Chicago, Illinois. This document represents the Project Management Plan for the decontamination of these facilities. 13 references, 3 figures, 1 table

  10. Formerly Utilized MED/AEC Sites Remedial Action Program. Project management plan for the decontamination of Jones Laboratory, Ryerson Physical Laboratory, and Eckhart Hall, the University of Chicago, Chicago, Illinois

    Energy Technology Data Exchange (ETDEWEB)

    Flynn, K.F.; Smith, W.H.; Wynveen, R.A.

    1984-01-01

    The Department of Energy (DOE) has in place a plan for the decontamination and decommissioning of contaminated sites that had been formerly utilized by the Manhattan Engineering District (MED) and/or the Atomic Energy Commission. This plan is referred to as the Formerly Utilized Sites Remedial Action Program (FUSRAP). Among these sites are Jones Laboratory, Ryerson Physical Laboratory and Eckhart Hall of The University of Chicago at Chicago, Illinois. This document represents the Project Management Plan for the decontamination of these facilities. 13 references, 3 figures, 1 table.

  11. ADVERTISEMENTS FOR ICT PROJECT MANAGERS SHOW DIVERSITY BETWEEN SWEDISH EMPLOYERS’ AND PROJECT MANAGEMENT ASSOCIATIONS’ VIEWS OF PM CERTIFICATIONS

    Directory of Open Access Journals (Sweden)

    Siw Lundqvist

    2014-05-01

    Full Text Available Appointing ICT project managers is a delicate issue for management; not least since ICT projects are known to be unsuccessful in delivering the required product in time and on budget. Hence, it is even more important to find the “right” individual for the job. According to project management associations, certification in project management is a prerequisite for a project manager’s successful career. The appreciation of project management certifications among Swedish employers was studied using data collected from job advertisements for ICT project managers during four years (2010-2013. Judged on how the advertisements were worded the result indicates surprisingly low interest from the employers’ side, which conflicts with the project management associations statements about the certifications’ indispensable value for successful projects. Furthermore, it conflicts with a common understanding of certifications as essential for appointment as a project manager. The findings identify a possible gap between PM associations’ and employers’ views regarding the certifications’ value, and highlight the necessity of seriously considering whether it is worthwhile for the individuals to strive for, and for the organizations to promote certification, since it is costly in both time, effort and money.

  12. Oak Ridge Reservation site management plan for the environmental restoration program

    International Nuclear Information System (INIS)

    1995-09-01

    This report describes the overall approach for addressing environmental contamination on the Oak Ridge Reservation (ORR) National Priorities List site located in east Tennessee. The cleanup strategy reflected in this site management plan (SMP) has been developed to accelerate the transition of areas of concern (AOCs) from characterization to remediation by making decisions at the watershed scale based on recommended land uses. Project scoping involves the use of defined remedial action objectives, which are based in part on the land uses selected for the project sites. To provide a consistent land use approach that accommodates the needs of all stakeholders responsible for the remediation and reutilization of the ORR, a reservation-wide strategy has been developed. The Common Ground process is a stakeholder-driven process to determine preferred land use options for the ORR so that clean-up operations will be based on the most likely and acceptable land uses. DOE utilized the information gathered in the Common Ground process to recommend desired land uses for the ORR. The land uses recommended by DOE as a result of the Common Ground process are being used for planning land and facility use/reuse for the next 25 years. Land uses recommended for the ORR in conducting CERCLA remedial activities are conservation, industrial use, and waste management

  13. Management of Ground and Groundwater Contamination on a Compact Site Constrained by Ongoing Activities

    International Nuclear Information System (INIS)

    Eilbeck, K.E.; Reeve, P.

    2009-01-01

    example the design of a new characterisation project has had to be constantly reworked to ensure fragile plants, site services, current operations and decommissioning projects are not impacted. 2. Assessment of Risk to the public and workforce. Risks need to be assessed for the short, medium and long term. The main pathways to receptors are through groundwater or excavations. Risks to the public are complicated through the proximity of the site to major receptors such as the sea and a near-by farm. As entry to the site is controlled, excavations into contaminated ground are only possible by members of the workforce whose activities are managed to minimise any risk. This is through a system of excavation permits and authorisations for disposal of excavated material which can add significant time and cost to construction projects on site. 3. Prioritisation of remediation. Large volumes of impacted ground and groundwater sit beneath fragile buildings with significant inventories. With current decommissioning schedules whole-scale remediation of ground and groundwater near or under key buildings cannot commence for at least another 40 plus years. Early remediation and/or containment of groundwater further away from the source terms and remediation of smaller accessible areas of contamination are being considered and will be assessed through a comprehensive optioneering process. Long term clean-up strategies run into the early part of the 22. Century, making any predictions as to the end-use of the site and therefore clean-up criteria for current projects difficult to determine. Management of information and data is key in establishing this strategy and information relevant to contaminated land has been collected in various forms over the 60 year history of the site. This data and information is currently being pulled together by the Land Quality team where it can be put into a form that can be easily assessed, visualised and modelled as well as being managed and stored for

  14. Integrated Project Management System description

    International Nuclear Information System (INIS)

    1987-03-01

    The Uranium Mill Tailings Remedial Action (UMTRA) Project is a Department of Energy (DOE) designated Major System Acquisition (MSA). To execute and manage the Project mission successfully and to comply with the MSA requirements, the UMTRA Project Office (''Project Office'') has implemented and operates an Integrated Project Management System (IPMS). The Project Office is assisted by the Technical Assistance Contractor's (TAC) Project Integration and Control (PIC) Group in system operation. Each participant, in turn, provides critical input to system operation and reporting requirements. The IPMS provides a uniform structured approach for integrating the work of Project participants. It serves as a tool for planning and control, workload management, performance measurement, and specialized reporting within a standardized format. This system description presents the guidance for its operation. Appendices 1 and 2 contain definitions of commonly used terms and abbreviations and acronyms, respectively. 17 figs., 5 tabs

  15. Project Management in Higher Education

    Science.gov (United States)

    Alpert, Shannon Atkinson

    2011-01-01

    This study identified factors that influenced the use of project management in higher education research projects. Using a qualitative grounded theory approach that included in-depth interviews with assistant professors, the researcher examined how these individuals were using project management processes and tools and factors that enabled,…

  16. On Services for Collaborative Project Management

    Science.gov (United States)

    Ollus, Martin; Jansson, Kim; Karvonen, Iris; Uoti, Mikko; Riikonen, Heli

    This paper presents an approach for collaborative project management. The focus is on the support of collaboration, communication and trust. Several project management tools exist for monitoring and control the performance of project tasks. However, support of important intangible assets is more difficult to find. In the paper a leadership approach is identified as a management means and the use of new IT technology, especially social media for support of leadership in project management is discussed.

  17. Use of the environmental resource management and analysis system at the Fernald Environmental Management Project

    International Nuclear Information System (INIS)

    Erjavec, J.L.

    1992-01-01

    In the past, hazardous waste site characterization and remediation using computer-based technologies has been a difficult and time-consuming process because of the need to analyze data using non-interfaced computer and software environments. The Environmental Resource Management and Analysis System (ERMA) was developed as an innovative approach to the management, analyses and depiction of data collected during a hazardous site remediation. A modular, multi-disciplined software package, ERMA integrates an environmental database management system with variety of Geographic Information System technologies. ERMA capabilities include spatial analysis, three-dimensional subsurface geologic interpretation and modeling, terrain modeling, and groundwater flow and contaminant transport modeling. ERMA's data management is provided through a set of user-modifiable, graphic interface tools that permit complex data queries, data modification and reporting. An ERMA prototype has been implemented at the Fernald Environmental Management Project (a Department of Energy cleanup site) using groundwater monitoring and elevation data collected over the last few years. ERMA has enabled the precision posting of data from the 853 groundwater monitoring wells at the site. Data from these wells have ben used to define the piezometric surface of the Great Miami Aquifer and correlate it with the uranium concentration contours of an identified groundwater plume. Using spatial query capabilities, radioactive sampling results from monitoring wells have been compared to contour maps defining the extent of the plume to determine the validity of those maps and the need for additional well locations

  18. Project Management Support and Services for the Environmental Restoration and Waste Management. Final report

    International Nuclear Information System (INIS)

    1995-01-01

    The Los Alamos National Laboratory (LANL) Environmental Restoration Technical Support Office (ERTSO) contracted Project Time ampersand Cost, Inc. (PT ampersand C) on 16 November 1992 to provide support services to the US Department of Energy (DOE). ERTSO had traditionally supported the DOE Albuquerque office in the Environmental Restoration and Waste Management Programs and had also supported the Office of Waste Management (EM-30) at DOE Headquarters in Germantown, Maryland. PT ampersand C was requested to provide project management and support services for the DOE as well as liaison and coordination of responses and efforts between various agencies. The primary objective of this work was to continue LANL's technical support role to EM-30 and assist in the development of the COE Cost and Schedule Estimating (CASE) Guide for EM-30. PT ampersand C's objectives, as specified in Section B of the contract, were well met during the duration of the project through the review and comment of various draft documents, trips to DOE sites providing program management support and participating in the training for the EM-30 Cost and Schedule Estimating Guide, drafting memos and scheduling future projects, attending numerous meetings with LANL, DOE and other subcontractors, and providing written observations and recommendations.he results obtained were determined to be satisfactory by both the LANL ERTSO and DOE EM-30 organizations. The objective to further the support from LANL and their associated subcontractor (PT ampersand C) was met. The contract concluded with no outstanding issues

  19. Managing Stress. Project Seed.

    Science.gov (United States)

    Muto, Donna; Wilk, Jan

    One of eight papers from Project Seed, this paper describes a stress management project undertaken with high school sophomores. Managing Stress is described as an interactive workshop that offers young people an opportunity to examine specific areas of stress in their lives and to learn effective ways to deal with them. The program described…

  20. 76 FR 56363 - Capital Project Management

    Science.gov (United States)

    2011-09-13

    ...-0030] RIN 2132-AA92 Capital Project Management AGENCY: Federal Transit Administration (FTA), DOT... current FTA rule for project management oversight into a discrete set of managerial principles for sponsors of major capital projects; enable FTA to more clearly identify the necessary management capacity...

  1. 78 FR 16460 - Capital Project Management

    Science.gov (United States)

    2013-03-15

    ...-0030] RIN 2132-AA92 Capital Project Management AGENCY: Federal Transit Administration (FTA), DOT... withdrawing its September 13, 2011, Notice of Proposed Rulemaking to revise the agency's project management... will reinitiate a rulemaking for project management oversight in the near future. Additionally, FTA may...

  2. Role of strategic human resource management in crisis management in Australian greenfield hospital sites: a crisis management theory perspective.

    Science.gov (United States)

    Kendrick, Madeleine Iris; Bartram, Timothy; Cavanagh, Jillian; Burgess, John

    2017-11-20

    Objective This study examined strategic human resource management (SHRM) activities in two case hospitals relative to their approach to greenfield site success. Methods A comparative case study analysis approach was used, with documents sourced from public, open-access sites. The theoretical framework of crisis management theory's (CMT) proactive management and open communication channels was used to examine the documents, which were annual reports addressing both hospitals' first year of performance, union publications and transcripts of relevant parliamentary inquiries. Results The hospital that effectively used CMT in its first 12 months was demonstratively more 'successful' than the hospital that reported to not have effectively used CMT. 'Success' in this project was articulated as the hospital's ability to consolidate operations, without ongoing negative media attention, after 12 months. Conclusion This study provided an identification of how the use of CMT in a hospital's greenfield stage can increase the hospital's chances of 'success'. What is known about the topic? Journal and media articles illustrated a gap in greenfield human resource management (HRM) regarding successful consolidation, especially the healthcare context. Although manufacturing firms are addressed in academic literature in a greenfield context, there is a lack of knowledge concerning successful greenfield HRM in a healthcare context. What does this paper add? This study is among the first to identify the role of CMT in successful greenfield site establishment by identifying its presence in management activities. What are the implications for practitioners? The findings of this study suggest a potential link between the implementation of CMT and greenfield site success. This could allow future greenfield healthcare sites to operate with less cost and risk. The lack of stakeholder participation in the present study limits the applicability of its findings. However, archival document

  3. Screening criteria for siting waste management facilities: Regional Management Plan

    International Nuclear Information System (INIS)

    1986-01-01

    The Midwest Interstate Low-Level Radioactive Waste Commission (Midwest Compact) seeks to define and place into operation a system for low-level waste management that will protect the public health and safety and the environment from the time the waste leaves its point of origin. Once the system is defined it will be necessary to find suitable sites for the components of that waste management system. The procedure for siting waste management facilities that have been chosen by the compact is one in which a host state is chosen for each facility. The host state is then given the freedom to select the site. Sites will be needed of low-level waste disposal facilities. Depending on the nature of the waste management system chosen by the host state, sites may also be needed for regional waste treatment facilities, such as compactors or incinerators. This report provides example criteria for use in selecting sites for low-level radioactive waste treatment and disposal facilities. 14 refs

  4. DNFSB Recommendation 94-1 Hanford Site Integrated Stabilization Management Plan. Volume 2

    International Nuclear Information System (INIS)

    Gerber, E.W.

    1995-10-01

    The Hanford Site Integrated Stabilization Management Plan (SISMP) was developed in support of the US Department of Energy's (DOE) Defense Nuclear Facilities Safety Board (DNFSB) Recommendation 94-1 Integrated Program Plan (IPP). Volume 1 of the SISMP identifies the technical scope and costs associated with Hanford Site plans to resolve concerns identified in DNFSB Recommendation 94-1. Volume 2 of the SISMP provides the Resource Loaded Integrated Schedules for Spent Nuclear Fuel Project and Plutonium Finishing Plant activities identified in Volume 1 of the SISMP. Appendix A provides the schedules and progress curves related to spent nuclear fuel management. Appendix B provides the schedules and progress curves related to plutonium-bearing material management. Appendix C provides programmatic logic diagrams that were referenced in Volume 1 of the SISMP

  5. Gorleben. Waste management site based on an appropriate selection procedure

    International Nuclear Information System (INIS)

    Tiggemann, Anselm

    2010-01-01

    On February 22, 1977, the Lower Saxony state government decided in favor of Gorleben as a ''preliminary'' site of a ''potential'' facility for managing the back end of the fuel cycle of the nuclear power plants in the Federal Republic of Germany. The Lower Saxony files, closed until recently, now allow both the factual basis and the political background to be reconstructed comprehensively. The first selection procedure, financed by the federal government, for the site of a ''nuclear waste management center,'' which had been conducted by Kernbrennstoff-Wiederaufarbeitungsgesellschaft (KEWA) in 1974, had not considered Gorleben in any detail. As early as in the winter of 1975/76, Gorleben and a number of other potential sites were indicated to KEWA by the Lower Saxony State Ministry of Economics. The new finding is KEWA's conclusion of 1976 that Gorleben surpassed all potential sites examined so far in terms of suitability. As a consequence, Gorleben was regarded as an alternative alongside the 3 sites favored before, i.e. Wahn, Lutterloh, and Lichtenhorst, when the 3 Federal Ministers, Hans Matthoefer (SPD), Werner Maihofer (F.D.P.), and Hans Friderichs (F.D.P.), discussed the nuclear waste management project with Minister President Albrecht (CDU) in November 1976. The Lower Saxony State Cabinet commissioned an interministerial working party (IMAK) to find other potential sites besides Wahn, Lutterloh, Lichtenhorst, and Gorleben. IMAK proposed Gorleben, Lichtenhorst, Mariaglueck, and Wahn for further examination. IMAK recommended to the State Cabinet in another proposal to earmark either Gorleben or Lichtenhorst. (orig.)

  6. I-15 integrated corridor management system : project management plan.

    Science.gov (United States)

    2011-06-01

    The Project Management Plan (PMP) assists the San Diego ICM Team by defining a procedural framework for : management and control of the I-15 Integrated Corridor Management Demonstration Project, and development and : deployment of the ICM System. The...

  7. Managing dualities in organizational change projects

    OpenAIRE

    Shaw, David

    2016-01-01

    When managers want to change their organisation they often set up a project to do it, in the belief that doing so simplifies and focuses the change initiative and brings greater assurance of success. Case studies of three organisational change projects undertaken by Arts Council England during 2006-2007 are used to examine the notion of project management and change management as a duality. It is argued that the structured, systematic approach associated with project management needs to be ba...

  8. Adaptation of Agile Project Management Methodology for Project Team

    Directory of Open Access Journals (Sweden)

    Rasnacis Arturs

    2015-12-01

    Full Text Available A project management methodology that defines basic processes, tools, techniques, methods, resources and procedures used to manage a project is necessary for effective and successful IT project management. Each company needs to define its own methodology or adapt some of the existing ones. The purpose of the research is to evaluate the possibilities of adapting IT project development methodology according to the company, company employee characteristics and their mutual relations. The adaptation process will be illustrated with a case study at an IT company in Latvia where the developed methodology is based on Agile Scrum, one of the most widespread Agile methods.

  9. [The research project: financing and management].

    Science.gov (United States)

    Schena, F P

    2003-01-01

    Basic and clinical research is accomplished by projects. The design of a project is not only based on the scientific content but also on its financing and management. This article wants to illustrate the correct modalities for project financing and project management in a scientific project.

  10. 76 FR 67400 - Capital Project Management

    Science.gov (United States)

    2011-11-01

    ...-0030] RIN 2132-AA92 Capital Project Management AGENCY: Federal Transit Administration (FTA), DOT... extending the comment period on its proposed rule for Capital Project Management to December 2, 2011, to...) proposing to transform the current FTA rule for project management oversight into a discrete set of...

  11. HBR guide to project management

    CERN Document Server

    Harvard Business Review

    2013-01-01

    MEET YOUR GOALS—ON TIME AND ON BUDGET. How do you rein in the scope of your project when you’ve got a group of demanding stakeholders breathing down your neck? And map out a schedule everyone can stick to? And motivate team members who have competing demands on their time and attention? Whether you’re managing your first project or just tired of improvising, this guide will give you the tools and confidence you need to define smart goals, meet them, and capture lessons learned so future projects go even more smoothly. The HBR Guide to Project Management will help you: • Build a strong, focused team • Break major objectives into manageable tasks • Create a schedule that keeps all the moving parts under control • Monitor progress toward your goals • Manage stakeholders’ expectations • Wrap up your project and gauge its success

  12. Risk management in nuclear projects

    International Nuclear Information System (INIS)

    Salles, Claudio J.R.

    2002-01-01

    The risk management will be defined by different aspects: danger or loss possibility, or responsibility for damage. The risk management is one stage of project management. The risk management is a continuous process of planning, identification, quantification, answer and risk control to maximize the success potential of activity. The reduction of risk is part of priority establishment. This work will indicate how introduce this important instrument in the management of nuclear projects. (author)

  13. Project Management Plan (PMP) for Work Management Implementation

    International Nuclear Information System (INIS)

    SHIPLER, C.E.

    2000-01-01

    The purpose of this document is to provide a project plan for Work Management Implementation by the River Protection Project (RPP). Work Management is an information initiative to implement industry best practices by replacing some Tank Farm legacy system

  14. Project management strategies for prototyping breakdowns

    DEFF Research Database (Denmark)

    Granlien, Maren Sander; Pries-Heje, Jan; Baskerville, Richard

    2009-01-01

    , managing the explorative and iterative aspects of prototyping projects is not a trivial task. We examine the managerial challenges in a small scale prototyping project in the Danish healthcare sector where a prototype breakdown and project escalation occurs. From this study we derive a framework...... of strategies for coping with escalation in troubled prototyping projects; the framework is based on project management triangle theory and is useful when considering how to manage prototype breakdown and escalation. All strategies were applied in the project case at different points in time. The strategies led...

  15. PROJECT APPROACH TO ENERGY MANAGEMENT

    Directory of Open Access Journals (Sweden)

    Інга Борисівна СЕМКО

    2016-02-01

    Full Text Available Project management is widely used around the world as a tool to improve business performance. Correct implementation of the program of implementation of energy efficiency is accompanied by the adoption of an appropriate legislative framework, support programs, the approval of market-based instruments. Currently, it is paying enough attention to the effective application of market-based instruments, although most of the activities in the field of energy efficiency from the economic side are quite profitable. The authors suggested the use of the methodology of project management to the management of energy-saving measures, new approaches to the place and role of project management in the hierarchy of guidance. As a result, this innovation can improve the competitiveness of enterprises. The conclusions that the energy-saving project management allows you to get the best results for their implementation by reducing the time, resources, risk reduction.

  16. PROJECT MANAGEMENT CONSIDERED IN A 2014 PERSPECTIVE

    OpenAIRE

    GRAPA ADELINA-ROXANA; SOARE ALICE-MAGDALENA

    2014-01-01

    Project Management has come of age, yet multiple surveys and reports confirm the fact that the majority of projects are challenged. Given the more demanding and strict financial constraints associated with the current fiscal climate, project management is regarded as a tool that can deliver more with less. The literature on Project Management shows that, in spite of advancement in Project Management processes, tools and systems, project success has not significantly improved. T...

  17. Challenges of UK/Irish Contractors regarding Material Management and Logistics in Confined Site Construction

    Directory of Open Access Journals (Sweden)

    Spillane, John P

    2011-12-01

    Full Text Available The aim of this paper is to identify the various managerial issues encountered by UK/Irish contractors in the management of materials in confined urban construction sites. Through extensive literature review, detailed interviews, case studies, cognitive mapping, causal loop diagrams, questionnaire survey and documenting severity indices, a comprehensive insight into the materials management concerns within a confined construction site environment is envisaged and portrayed. The leading issues highlighted are: that contractors’ material spatial requirements exceed available space, it is difficult to coordinate the storage of materials in line with the programme, location of the site entrance makes delivery of materials particularly difficult, it is difficult to store materials on-site due to the lack of space, and difficult to coordinate the storage requirements of the various sub-contractors. With the continued development of confined urban centres and the increasing high cost of materials, any marginal savings made on-site would translate into significant monetary savings at project completion. Such savings would give developers a distinct competitive advantage in this challenging economic climate. As on-site management professionals successfully identify, acknowledge and counteract the numerous issues illustrated, the successful management of materials on a confined urban construction site becomes attainable.

  18. Globalization And Knowledge Management In Projects

    Directory of Open Access Journals (Sweden)

    Bubel Dagmara

    2015-06-01

    Full Text Available Knowledge management is a field of management dealing with the use of knowledge, methods, and tools to effectively coordinate complex and unique projects. In accordance with this definition, project knowledge can be treated as a useful resource of information that allows projects to be implemented in compliance with its objectives: time, costs, and quality of results. Knowledge in the activity of an organization, including in the implementation of projects, has for many years been an area of interest to researchers, who confirmed its key importance for building permanent competitive advantages of companies and enterprises. In project management, this issue takes on a new character, as it is transferred to the field of dynamic, time restricted, temporary, and team-implemented projects. The aim of this paper is to present the results of a survey regarding the use of practices of knowledge management in projects in international organizations and to show that the concept of knowledge management in projects is a tool conducive to spreading the process of globalization.

  19. Yucca Mountain Site Characterization Project Waste Package Plan

    International Nuclear Information System (INIS)

    Harrison-Giesler, D.J.; Jardine, L.J.

    1991-02-01

    The goal of the US Department of Energy's (DOE) Yucca Mountain Site Characterization Project (YMP) waste package program is to develop, confirm the effectiveness of, and document a design for a waste package and associated engineered barrier system (EBS) for spent nuclear fuel and solidified high-level nuclear waste (HLW) that meets the applicable regulatory requirements for a geologic repository. The Waste Package Plan describes the waste package program and establishes the technical approach against which overall progress can be measured. It provides guidance for execution and describes the essential elements of the program, including the objectives, technical plan, and management approach. The plan covers the time period up to the submission of a repository license application to the US Nuclear Regulatory Commission (NRC). 1 fig

  20. Fernald Environmental Management Project 1995 site environmental report summary

    International Nuclear Information System (INIS)

    1996-06-01

    This report summarizes the 1995 Site Environmental Report for the Fernald site. It describes the Fernald site mission, exposure pathways, and environmental standards and guidelines. An overview is presented of the impact these activities have on the local environment and public health. Environmental monitoring activities measure and estimate the amount of radioactive and nonradioactive materials that may leave the site and enter the surrounding environment

  1. Project management. A discipline which contributes to project success

    International Nuclear Information System (INIS)

    Hoch, G.

    2008-01-01

    The presentation covers the following topics: description of the Project - a contract was signed between KNPP and European Consortium Kozloduy (ECK) consisting of Framatome ANP GmbH as Leader (63%), Framatome ANP S.A.S. (17%), Atomenergoexport (20%) ; Project management in the modernization of NPP Kozloduy units 5 and 6; Project management process within AREVA NP GmbH; current status

  2. Hanford's 100-HX Pump and Treat Project - a Successful Blend of Science, Technology, Construction, and Project Management - 12412

    Energy Technology Data Exchange (ETDEWEB)

    Albin, Kenneth A.; Bachand, Marie T.; Biebesheimer, Fred H.; Neshem, Dean O.; Smoot, John L. [CH2M HILL Plateau Remediation Company, Richland, Washington 99352 (United States)

    2012-07-01

    CH2M Hill Plateau Remediation Company (CHPRC) recently completed construction and start-up of the $25 million 100-HX Groundwater Pump and Treat Project for the Department of Energy (DOE) at its Hanford Reservation site in Washington State. From the onset, the 100-HX Project Leadership Team was able to successfully blend the science and technology of a state-of-the-art groundwater pump and treat system with the principles, tools, and techniques of traditional industrial-type construction and project management. From the 1940's through most of the 1980's, the United States used the Hanford Site to produce nuclear material for national defense at reactor sites located along the Columbia River. While the reactors were operational, large volumes of river water were treated with sodium dichromate (to inhibit corrosion of the reactor piping) and used as a coolant for the reactors. After a single pass through the reactor and before being discharged back to the river, the coolant water was sent to unlined retention basins to cool and to allow the short-lived radioactive contaminants to decay. As a result of these operations, hexavalent chromium was introduced to the vadose zone, and ultimately into the groundwater aquifer and the adjacent Columbia River. In addition, numerous leaks and spills of concentrated sodium dichromate stock solution over the lifetime of reactor operations led to higher concentrations of chromate in the vadose zone and groundwater in localized areas. As a result, the 100 Area was included in the National Priorities List sites under the Comprehensive Environmental Response Compensation and Liability Act of 1980 (CERCLA). The mission of the 100-HX Project is to significantly reduce the concentration of hexavalent chromium in the groundwater by treating up to 3.8 billion gallons (14,300 mega-liters) of contaminated water over its first nine years of operations. In order to accomplish this mission, groundwater scientists and geologists using

  3. MANAGING INNOVATION PROJECTS USING DISTRIBUTION LOGISTICS

    Directory of Open Access Journals (Sweden)

    Erika Loučanová

    2015-12-01

    Full Text Available A significant part of innovation projects management is the distribution logistics. From the point of view of time and material content, the properly chosen way of distribution is one of many factors for success of the project and innovation creation itself. The paper points out the fundamental basis of innovation management in the stage of its realization referring to the importance of distribution logistics in this part of innovation project management. Distribution logistics in the project management provides comprehensive solutions to efficiency of tangible relocating processes in all connections and mutual relations of project in order to maintain compliance between economy and business when implementing innovations.

  4. Chosen aspects of innovative projects management

    Directory of Open Access Journals (Sweden)

    J. Gawlik

    2010-07-01

    Full Text Available Any company willing to maintain its market position has to search and implement innovative products and services. Integrated development ofenterprise’s innovative activity requests a constant search for new technologies and new organizational forms. Ability of effectivemanagement of innovative projects becomes a crucial issue. The paper presents a characteristic of innovative projects accordingly toOECD standards. Project management concepts based on Project Management Institute (PMI and International Project ManagementAssociation (IPMA procedures have been discussed. Key success factors have been defined, i.e.: obtaining assumed project outcome (range, project implementation conform to planned schedule (deadline, maintaining project costs under a certain limit (budget, quality (are the customers satisfied?, resources (team losses and interpersonal relations. Tables comparing product innovativeness with fields of requested know – how for particular product innovativeness levels have been elaborated. Finally, SCRUM method of adaptive project management aiming at providing possibly optimal outcome has been described.

  5. Managing a project's legacy: implications for organizations and project management

    Science.gov (United States)

    Cooper, Lynne P.; Hecht, Michael H.; Majchrzak, Ann

    2003-01-01

    Organizations that rely on projects to implement their products must find effective mechanisms for propagating lessons learned on one project throughout the organization. A broad view of what constitutes a project's 'legacy' is presented that includes not just the design products and leftover parts, but new processes, relationships, technology, skills, planning data, and performance metrics. Based on research evaluating knowledge reuse in innovative contexts, this paper presents an approach to project legacy management that focuses on collecting and using legacy knowledge to promote organizational learning and effective reuse, while addressing factors of post-project responsibility, information obsolescence, and the importance of ancillary contextual information. .

  6. Application of Project Portfolio Management

    Science.gov (United States)

    Pankowska, Malgorzata

    The main goal of the chapter is the presentation of the application project portfolio management approach to support development of e-Municipality and public administration information systems. The models of how people publish and utilize information on the web have been transformed continually. Instead of simply viewing on static web pages, users publish their own content through blogs and photo- and video-sharing slides. Analysed in this chapter, ICT (Information Communication Technology) projects for municipalities cover the mixture of the static web pages, e-Government information systems, and Wikis. So, for the management of the ICT projects' mixtures the portfolio project management approach is proposed.

  7. Site-Specific Waste Management Instruction - 100-DR-1 Group 2 Sites

    International Nuclear Information System (INIS)

    Jackson, R.W.

    1998-01-01

    This site-specific waste management instruction (SSWMI) provides guidance for the management of wastes that may be generated during the excavation and remediation of the 100-DR-1 Group 2 sites. The management of waste generated as a result of these activities will be as directed in this SSWMI. This SSWMI will be revised to incorporate guidance for management of wastes encountered that are not addressed in this SSWMI

  8. Project Management Methods in Projects Co-financed by EU Funds

    OpenAIRE

    Kostalova, Jana; Tetrevova, Libena; Patak, Michal

    2017-01-01

    This paper deals with the management of projects co-financed by European Union funds (structural funds and the Cohesion Fund) in the Czech Republic (EU projects). The authors aimed to analyze and assess the scope of familiarity with basic project management methods and their application within the implementation of EU projects in the Czech Republic in the Programming Period 2007–2013. Based on a questionnaire survey of EU project organisers, the authors evaluate their attitudes to project man...

  9. The Little Black Book of Project Management

    CERN Document Server

    Thomsett, Michael C

    2009-01-01

    For nearly twenty years, The Little Black Book of Project Management has provided businesspeople everywhere with a quick and effective introduction to project management tools and methodology. The revised and updated third edition reflects the newest techniques, the latest project management software, as well as the most recent changes to the Project Management Body of Knowledge (PMBOK™). Readers will find invaluable strategies for: • Organizing any project • Choosing the project team • Preparing a budget and sticking to it • Scheduling, flowcharting, and controlling a project • Preparing proj

  10. Role of quality assurance vs project manager's responsibility for waste projects

    International Nuclear Information System (INIS)

    Solecki, J.

    1989-01-01

    This paper takes a project manager's perspective and discusses the role of the quality assurance organization in the development, implementation and interface related to the QA program for waste projects. The author describes the role which the QA program plays in allowing project management to assure that the project manager knows what is placed in the repository and the characteristics of the surrounding environment meet closure requirements

  11. Environmental project and public space rehabilitation: the great project for the historic center of Naples Unesco World Heritage Site

    Directory of Open Access Journals (Sweden)

    Mario Losasso

    2014-05-01

    Full Text Available “Historic Centre of Naples, World Heritage Site Enhancement” project has as its goal the rehabilitation of the oldest part of the historic center of Naples, one of the largest and most representative of Europe. The research reference field is placed on the level of strategic approach to the project and process management downstream of EU funding in large cities, with particular multidisciplinary relevance and urban issues of a complex nature. The scientific products of study, training and research were collected in Guidelines for the rehabilitation of public spaces and for sustainable performance of interventions on roads, walkways, squares and urban facilities.

  12. Analyzing Project Management Maturity Level in Indonesia

    Directory of Open Access Journals (Sweden)

    Eliot Simangunsong

    2013-04-01

    Full Text Available Project management has been generally known and increasingly used by many organizations to gain competitive advantage. In this context, many studies have proposed maturity models to evaluate how project management knowledge has been deployed effectively and efficiently in or- ganization. As a developing country, Indonesia needs many development projects managed by government and private companies in different industries. Here, a study to assess project manage- ment maturity level in Indonesian businesses may bring insight about current business practices, which is important to speed up country development and business sustainability. Adapting the Project Management Maturity Model (ProMMM, a survey instrument has been developed and ap- plied to professionals from Jakarta and surrounding area. The result of analysis shows that con- struction and primary industry have a higher maturity level compare to manufacturing and servic- es. It is to be noted, however, that the level of project management understanding is low across in- dustries. This indicates that more quality project management training or certification is required to improve overall project management knowledge in Indonesia.

  13. Tenure Issues in REDD+ Pilot Project Sites in Tanzania

    Directory of Open Access Journals (Sweden)

    Therese Dokken

    2014-02-01

    Full Text Available REDD+ has been proposed as a viable option for addressing climate change in the near term, and at relatively low cost. There is a broad consensus that clearly defined tenure rights are important for the implementation and success of REDD+, both to manage forests effectively and to protect local communities’ livelihoods. We use primary data from 23 villages in six REDD+ pilot sites in Tanzania to identify causes of deforestation and forest degradation, and tenure rights issues, at the village level prior to project implementation. Further, interviews with project proponents and examination of project documents yields insights into how the proponents plan to address tenure issues. Most villages perceive their tenure as secure and have exclusion rights, while collective action challenges are prevalent in villages experiencing deforestation and forest degradation. These findings suggest that the main tenure issues are related to internal institutional arrangements. While we find that tenure is high on the agenda for all the project proponents, they are mainly focusing on formalization and securing tenure rights from state to community level. Though we do find this to be a precondition for reducing deforestation and degradation, some of their focus should be shifted to strengthening village institutions and enhancing internal compliance.

  14. 33 CFR 385.24 - Project Management Plans.

    Science.gov (United States)

    2010-07-01

    ... 33 Navigation and Navigable Waters 3 2010-07-01 2010-07-01 false Project Management Plans. 385.24... Processes § 385.24 Project Management Plans. (a) General requirements. (1) The Corps of Engineers and the... agencies, develop a Project Management Plan prior to initiating activities on a project. (2) The Project...

  15. Salt repository project site study plan for water resources: Revision 1

    International Nuclear Information System (INIS)

    1987-12-01

    The Site Study Plan for Water Resources describes a field program consisting of surface-water and ground-water characterization. The surface-water studies will determine the drainage basin characteristics (i.e., topography, soils, land use), hydrometeorology, runoff to streams and playas, and surface-water quality (i.e., offsite pollution sources in playa lakes and in streams). The environmental ground-water studies will focus on ground-water quality characterization. The site study plan describes for each study the need for the study, study design, data management and use, schedule of proposed activities, and quality assurance. These studies will provide data needed to satisfy requirements contained in, or derived from, the Salt Repository Projects Requirements Document. 78 refs., 8 figs., 5 tabs

  16. Applied software risk management a guide for software project managers

    CERN Document Server

    Pandian, C Ravindranath

    2006-01-01

    Few software projects are completed on time, on budget, and to their original specifications. Focusing on what practitioners need to know about risk in the pursuit of delivering software projects, Applied Software Risk Management: A Guide for Software Project Managers covers key components of the risk management process and the software development process, as well as best practices for software risk identification, risk planning, and risk analysis. Written in a clear and concise manner, this resource presents concepts and practical insight into managing risk. It first covers risk-driven project management, risk management processes, risk attributes, risk identification, and risk analysis. The book continues by examining responses to risk, the tracking and modeling of risks, intelligence gathering, and integrated risk management. It concludes with details on drafting and implementing procedures. A diary of a risk manager provides insight in implementing risk management processes.Bringing together concepts ...

  17. Mitigation and monitoring plan for impacted wetlands at the Gunnison UMTRA Project site, Gunnison, Colorado

    International Nuclear Information System (INIS)

    1992-06-01

    The U.S Department of Energy (DOE) administers the Uranium Mill Tailings Remedial Action (UMTRA) Project. The UMTRA Project is the result of the Uranium Mill Tailings Radiation Control Act(UMTRA) which was passed in response to the public's concern over the potential public health hazards related to uranium mill tailings and associated contaminated material at abandoned or otherwise uncontrolled inactive processing sites throughout the United States. The Gunnison, Colorado abandoned uranium mill site is one of the sites slated for cleanup by the DOE under authority of UMTRA. The contaminated material at this site will be transported to a disposal site on US Bureau of Land Management (BLM) land east of Gunnison. Remedial action activities will temporarily disturb 0.8 acre and permanently eliminate 5.1 acres of wetlands. This report describes the proposed mitigation plan for the 5.9 acres of impacted wetlands. In conjunction with the mitigation of the permanently impacted wetlands through the enhancement of wetland and adjacent riparian areas, impacts to wildlife as a result of this project will also be mitigated. However, wildlife mitigation is not the focus of this document and is covered in relevant BLM permits for this project. This plan proposes the enhancement of a 3:1 ratio of impacted wetlands in accordance with US Environmental Protection Agency guidelines, plus the enhancement of riparian areas for wildlife mitigation. Included in this mitigation plan is a monitoring plan to ensure that the proposed measures are working and being maintained

  18. A maturation model for project-based organisations – with uncertainty management as an always remaining multi-project management focus

    Directory of Open Access Journals (Sweden)

    Anna Jerbrant

    2014-02-01

    Full Text Available The classical view of multi-project management does not capture its dynamic nature. Present theory falls short in the expositive dimension of how management of project-based companies evolves because of their need to be agile and adaptable to a changing environment. The purpose of this paper is therefore to present a descriptive model that elucidates the maturation processes in a project-based organization as well as to give an enhanced understanding of multi-project management in practice. The maturation model displays how the management of project-based organizations evolves between structuring administration and managing any uncertainty, and emphasizes the importance of active individual actions and situated management actions that haveto be undertaken in order to coordinate, synchronize, and communicate the required knowledge and skills.The outcomes primarily reveal that, although standardized project models are used and considerable resources are spent on effective project portfolio management, how information and communication are executedis essential for the management of project-based organizations. This is particularly true for informal and non-codified communication.

  19. Agile Project Management with Scrum

    CERN Document Server

    Schwaber, Ken

    2009-01-01

    The rules and practices for Scrum-a simple process for managing complex projects-are few, straightforward, and easy to learn. But Scrum's simplicity itself-its lack of prescription-can be disarming, and new practitioners often find themselves reverting to old project management habits and tools and yielding lesser results. In this illuminating series of case studies, Scrum co-creator and evangelist Ken Schwaber identifies the real-world lessons-the successes and failures-culled from his years of experience coaching companies in agile project management. Through them, you'll understand how to

  20. Site observational work plan for the UMTRA Project site at Riverton, Wyoming

    International Nuclear Information System (INIS)

    1994-09-01

    The site observational work plan (SOWP) for the Riverton, Wyoming, Uranium Mill Tailings Remedial Action (UMTRA) Project Site is the first document for the UMTRA Ground Water Project to address site-specific activities to meet compliance with the U.S. Environmental Protection Agency (EPA) proposed ground water standards (52 FR 36000 (1987)). In support of the activities the regulatory framework and drivers are presented along with a discussion of the relationship of this SOWP to other UMTRA Ground Water Project programmatic documents. A combination of the two compliance strategies that will be recommended for this site are no remediation with the application of alternate concentration levels (ACL) and natural flushing in conjunction with institutional controls. ACLs are to be applied to constituents that occur at concentrations above background levels but which are essential nutrients and occur within nutritional ranges and/or have very low toxicity and high dietary intake rates compared to the levels detected in the ground water. The essential premise of natural flushing is that ground water movement and natural attenuation processes will reduce the detected contamination to background levels within 1 00 years. These two recommended compliance strategies were evaluated by applying Riverton site-specific data to the compliance framework developed in the UMTRA Ground Water programmatic environmental impact statement. There are three aquifers beneath the site: a surficial unconfined aquifer, a middle semiconfined aquifer, and a deeper confined aquifer. The milling-related contamination at the site has affected both the surficial and semiconfined aquifers, although the leaky shale aquifers separating these units limits the downward migration of contamination into the semiconfined aquifer. A shale aquitard separates the semiconfined aquifer from the underlying confined aquifer which has not been contaminated by milling-related constituents

  1. MULTIPLE PROJECT MANAGEMENT IN THE CONSTRUCTION INDSUTRY

    Directory of Open Access Journals (Sweden)

    Luciana Hazin Alencar

    2010-06-01

    Full Text Available The field of project management has historically focused on the administration of one project at a time, a focus that is insufficient given the growing need for organizations to manage multiple projects simultaneously. The requirements of Multiple Project Management (MPM involves demands and practices that are different from those of single projects. MPM poses a special need for coordination of shared resources across multiple projects in a way that can maintain the firm’s strategic focus and facilitate effective decision making. The construction industry is noteworthy for its frequent need for the management of multiple projects. This paper offers a review of the last five years of indexed literature related to multiple project management in the construction industry, identifies gaps and suggests promising new avenues of inquiry.

  2. A team leadership approach to managing the transition from construction to operations for an environmental project

    International Nuclear Information System (INIS)

    Kelly, J.W.

    1994-06-01

    This presentation describes a team approach, at the totalproject level that focused team members with common objectives, for the transition to start-up and operation of the project. The Integrated Management Team (IMT) approach has been successful for this US Department of Energy (DOE) environmental restoration project at the Hanford Site in Richland, Washington. The $53.8-million project will collect, treat, and dispose of low-level mixed waste water discharges from the Hanford Site. Construction is scheduled for completion in September 1994 and facility start-up in June 1995. The project challenge is for leadership that is committed to the transition from construction to operation of the environmental restoration project

  3. Hanford Site Waste Management Units Report

    Energy Technology Data Exchange (ETDEWEB)

    Shearer, Jeffrey P. [Hanford Site (HNF), Richland, WA (United States)

    2012-02-29

    The Hanford Site Waste Management Units Report (HSWMUR) has been created to meet the requirements of the Tri-Party Agreement (TPA) Action Plan, Section 3.5, which states: “The Hanford Site Waste Management Units Report shall be generated, in a format agreed upon by the Parties, as a calendar year report and issued annually by the DOE by the end of February of each year, and posted electronically for regulator and public access. This report shall reflect all changes made in waste management unit status during the previous year.” This February 2012 version of the HSWMUR contains a comprehensive inventory of the 3389 sites and 540 subsites in the Waste Information Data System (WIDS). The information for each site contains a description of each unit and the waste it contains, where applicable. The WIDS database provides additional information concerning the sites contained in this report and is maintained with daily changes to these sites.

  4. Hanford Site Waste Management Units Report

    Energy Technology Data Exchange (ETDEWEB)

    Shearer, Jeffrey P. [Hanford Site (HNF), Richland, WA (United States)

    2013-02-13

    The Hanford Site Waste Management Units Report (HSWMUR) has been created to meet the requirements of the Tri-Party Agreement (TPA) Action Plan, Section 3.5, which states: “The Hanford Site Waste Management Units Report shall be generated, in a format agreed upon by the Parties, as a calendar year report and issued annually by the DOE by the end of February of each year, and posted electronically for regulator and public access. This report shall reflect all changes made in waste management unit status during the previous year.” This February 2013 version of the HSWMUR contains a comprehensive inventory of the 3427 sites and 564 subsites in the Waste Information Data System (WIDS). The information for each site contains a description of each unit and the waste it contains, where applicable. The WIDS database provides additional information concerning the sites contained in this report and is maintained with daily changes to these sites.

  5. Hanford Site Waste Management Units Report

    Energy Technology Data Exchange (ETDEWEB)

    Shearer, Jeffrey P. [Hanford Site (HNF), Richland, WA (United States)

    2014-02-19

    The Hanford Site Waste Management Units Report (HSWMUR) has been created to meet the requirements of the Tri-Party Agreement (TPA) Action Plan, Section 3.5, which states: “The Hanford Site Waste Management Units Report shall be generated, in a format agreed upon by the Parties, as a calendar year report and issued annually by the DOE by the end of February of each year, and posted electronically for regulator and public access. This report shall reflect all changes made in waste management unit status during the previous year.” This February 2013 version of the HSWMUR contains a comprehensive inventory of the 3438 sites and 569 subsites in the Waste Information Data System (WIDS). The information for each site contains a description of each unit and the waste it contains, where applicable. The WIDS database provides additional information concerning the sites contained in this report and is maintained with daily changes to these sites.

  6. Apply Lean Thinking in Project Management

    OpenAIRE

    Pham Ngoc, Lan

    2015-01-01

    The purpose of this thesis was to study the effects of Lean Thinking in Project Management and how applying Lean Project Management could enhance the productivity of project work. The study was carried using theoretical research and collecting empirical data from three interviews and one case study at a local company. At the end of the study, the major project management problems at the company were identified and analyzed following Lean Principles. It was also pointed out where there...

  7. Project management and Enterprise systems

    DEFF Research Database (Denmark)

    Koch, Christian; Buhl, Henrik

    2006-01-01

    Implementing and Operating integrated Enterprise Systems are a multidimensional effort. It seriously challenges the IT supplier as well as the professional service provider client. The paper discuss these issues in a project management perspective. A framework for supporting project management...

  8. Sustainability of High Intensity Forest Management with Respect to Water QuaIity and Site Nutrient Reserves

    Science.gov (United States)

    Virginia R. Tolbert; Carl C. Trettin; Dale W. Johnson; John W. Parsons; Allan E. Houston; David A. Mays

    2001-01-01

    Ensuring sustainability of intensively managed woody crops requires determining soil and water quality effects using a combination of field data and modeling projections. Plot- and catchrnent-scale research, models, and meta-analyses are addressing nutrient availability, site quality, and measures to increase short-rotation woody crop (SRWC) productivity and site...

  9. 97 Things Every Project Manager Should Know

    CERN Document Server

    Davis, Barbee

    2009-01-01

    If the projects you manage don't go as smoothly as you'd like, 97 Things Every Project Manager Should Know offers knowledge that's priceless, gained through years of trial and error. This illuminating book contains 97 short and extremely practical tips -- whether you're dealing with software or non-IT projects -- from some of the world's most experienced project managers and software developers. You'll learn how these professionals have dealt with everything from managing teams to handling project stakeholders to runaway meetings and more. While this book highlights software projects, its w

  10. Project management as steppingstone of enterprises

    OpenAIRE

    Andreeva, T.; Petrovska, T.; Tytar, T.

    2011-01-01

    Actual problems of project management in enterprises in order to achieve their goals. The basic members of the organization and implementation of project and the methodology for their implementation. The basic principles of project management are included.

  11. Document Management Projects: implementation guide

    Directory of Open Access Journals (Sweden)

    Beatriz Bagoin Guimarães

    2016-12-01

    Full Text Available Records Management System implementation is a complex process that needs to be executed by a multidisciplinary team and involves components of apparently non-related areas such as archival science, computer engineering, law, project management and human resource management. All of them are crucial and complementary to guarantee a full and functional implementation of a system and a perfect fusion with the connected processes and procedures. The purpose of this work is to provide organizations with a basic guide to Records Management Project implementation beginning with the steps prior to acquiring the system, following with the main project activities and concluding with the post implementation procedures of continuous improvement and system maintenance.

  12. Project Management Life Cycle Models to Improve Management in High-rise Construction

    Science.gov (United States)

    Burmistrov, Andrey; Siniavina, Maria; Iliashenko, Oksana

    2018-03-01

    The paper describes a possibility to improve project management in high-rise buildings construction through the use of various Project Management Life Cycle Models (PMLC models) based on traditional and agile project management approaches. Moreover, the paper describes, how the split the whole large-scale project to the "project chain" will create the factor for better manageability of the large-scale buildings project and increase the efficiency of the activities of all participants in such projects.

  13. Project Management Life Cycle Models to Improve Management in High-rise Construction

    Directory of Open Access Journals (Sweden)

    Burmistrov Andrey

    2018-01-01

    Full Text Available The paper describes a possibility to improve project management in high-rise buildings construction through the use of various Project Management Life Cycle Models (PMLC models based on traditional and agile project management approaches. Moreover, the paper describes, how the split the whole large-scale project to the "project chain" will create the factor for better manageability of the large-scale buildings project and increase the efficiency of the activities of all participants in such projects.

  14. Enhancing Effectiveness of EMSP Projects Through Strong Connections to Site Problems

    International Nuclear Information System (INIS)

    Guillen, D. P.; Josephson, G. B.

    2002-01-01

    The Environmental Management Science Program (EMSP) funds basic science research that will lead to reduced remediation cost, schedule, technical uncertainties, and risk for DOE's environmental clean up. The Tanks Focus Area (TFA) has partnered with EMSP to accomplish those same objectives for DOE's largest and most expensive remediation effort--to retrieve and immobilize the highly radioactive wastes that are our nation's chief nuclear defense program legacy. TFA has been tasked to facilitate success of the EMSP investment. The key for EMSP projects to contribute to this remediation effort is communication. First, scientists need to understand much more about how their scientific results would be used than they could ever learn from the original EMSP solicitation or by reading the referenced DOE needs statements. Second, the scientists' results must be communicated to the site problem holders in a usable form and in a timely manner such that important information gaps can still be filled by the EMSP project. Research results can be used in a variety of ways besides deployment of new hardware or a new process. When results are USED the site problem holders become ''users''. The important aspect that research results are to be used is captured in the TFA lexicon for their clients, the DOE sites--''users''. This paper will show, through several examples, significant contributions EMSP scientists have made to solving DOE's high-level waste challenges through direct and enhanced communication with TFA and site users

  15. Reengineering and health physics within the project Hanford management contract

    International Nuclear Information System (INIS)

    Atencio, E.M.

    1997-01-01

    The impending transition of the Hartford Site management and operations (M ampersand O) contract to a management and integrating (M ampersand I) contract format, together with weak radiological performance assessments by external organizations and reduced financial budgets prompted the 're-engineering' of the previous Hanford prime contractor Radiological Control (Rad Con) organization. This paper presents the methodology, identified areas of improvements, and results of the re-engineering process. The conversion from the M ampersand O to the M ampersand I contract concept resulted in multiple independent Rad Con organizations reporting to separate major contractors who are managed by an integrating contractor. This brought significant challenges when establishing minimum site standards for sitewide consistency, developing roles and responsibilities, and maintaining site Rad Con goals. Championed by the previous contractor's Rad Con Director, Denny Newland, a five month planning effort was executed to address the challenges of the M ampersand I and to address identified weaknesses. Fluor Daniel Hanford assumed the responsibility as integrator of the Project Hanford Management Contract on October 1, 1996. The Fluor Daniel Hanford Radiation Protection Director Jeff Foster presents the results of the re-engineering effort, including the significant cost savings, process improvements, field support improvements, and clarification of roles and responsibilities that have been achieved

  16. The evolution of the project management

    Directory of Open Access Journals (Sweden)

    Catalin Drob

    2009-12-01

    Full Text Available Project management has appeared and developed based on scientific management theory during the '50s-'60s of the last century. After the 1990s of the last century, we can say that project management has truly become an independent discipline, which has a huge impact on the success or failure of companies which are engaged in major projects.

  17. Making sense of project management

    DEFF Research Database (Denmark)

    Kjærgaard, Annemette; Kautz, Karl; Nielsen, Peter Axel

    2007-01-01

    How can a software company make sense of project management when it becomes involved in software process improvement? In software development most research has an instrumental view of knowledge management thus neglecting what is probably the most important part of knowledge management namely making...... sense of practice by developers and project managers. Through an action case, we study the knowledge management processes in a Danish software company. We analyse the case through the lens of a theoretical framework. The theoretical framework focuses in particular on sensemaking, collective construed...... substantial insight which could not have been achieved through an instrumental perspective on knowledge management....

  18. Site observational work plan for the UMTRA project site at Grand Junction, Colorado

    International Nuclear Information System (INIS)

    1996-01-01

    This site observational work plan (SOWP) is one of the first Uranium Mill Tailings Remedial Action (UMTRA) Ground Water Project documents developed to select a compliance strategy that meets the UMTRA ground water standards for the Grand Junction site. This SOWP applies information about the Grand Junction site to the compliance strategy selection framework developed in the UMTRA Ground Water Project draft programmatic environmental impact statement. This risk-based, decision-making framework identifies the decision logic for selecting compliance strategies that could be used to meet the ground water standards. The US Department of Energy (DOE) goal is to implement a cost-effective site strategy that complies with the ground water standards and protects human health and the environment. Based on an evaluation of the site characterization and risk assessment data available for the preparation of this SOWP, DOE proposes that the most likely compliance strategy for the Grand Junction site is no remediation with the application of supplemental standards. This proposed strategy is based on a conceptual site model that indicates site-related contamination is confined to a limited-use aquifer as defined in the ground water standards. The conceptual model demonstrates that the uranium processing-related contamination at the site has affected the unconfined alluvial aquifer, but not the deeper confined aquifer

  19. WIPP Project Records Management Handbook

    International Nuclear Information System (INIS)

    1991-01-01

    The Waste Isolation Pilot Plant (WIPP) Records Management Handbook provides the WIPP Project Records Management personnel with a tool to use to fulfill the requirements of the WIPP Records Program and direct their actions in the important area of records management. The handbook describes the various project areas involved in records management, and how they function. The handbook provides the requirements for Record Coordinators and Master Record Center (MRC) personnel to follow in the normal course of file management, records scheduling, records turnover, records disposition, and records retrieval. More importantly, the handbook provides a single reference which encompasses the procedures set fourth in DOE Order 1324.2A, ''Records Disposition'' ASME NQA-1, ''Quality Assurance Program Requirements for Nuclear Facilities'' and DOE-AL 5700.6B, ''General Operations Quality Assurance.'' These documents dictate how an efficient system of records management will be achieved on the WIPP Project

  20. Scrum Project Management

    CERN Document Server

    Pries, Kim H

    2010-01-01

    Scrum, which was originally invented solely for software development, can now be applied to all types of projects. This book shows project managers how to implement Scrum by explaining the artifacts, rituals, and roles used. The text provides Scrum planning methods to control project scope and schedule as well as Scrum tracking methods to focus teams on improving throughput and streamlining communications. The authors show how to combine traditional project methods with Scrum and how to adapt the familiar work breakdown structure to create Scrum backlogs and sprints. They also demonstrate how

  1. Integrated Risk Management Within NASA Programs/Projects

    Science.gov (United States)

    Connley, Warren; Rad, Adrian; Botzum, Stephen

    2004-01-01

    As NASA Project Risk Management activities continue to evolve, the need to successfully integrate risk management processes across the life cycle, between functional disciplines, stakeholders, various management policies, and within cost, schedule and performance requirements/constraints become more evident and important. Today's programs and projects are complex undertakings that include a myriad of processes, tools, techniques, management arrangements and other variables all of which must function together in order to achieve mission success. The perception and impact of risk may vary significantly among stakeholders and may influence decisions that may have unintended consequences on the project during a future phase of the life cycle. In these cases, risks may be unintentionally and/or arbitrarily transferred to others without the benefit of a comprehensive systemic risk assessment. Integrating risk across people, processes, and project requirements/constraints serves to enhance decisions, strengthen communication pathways, and reinforce the ability of the project team to identify and manage risks across the broad spectrum of project management responsibilities. The ability to identify risks in all areas of project management increases the likelihood a project will identify significant issues before they become problems and allows projects to make effective and efficient use of shrinking resources. By getting a total team integrated risk effort, applying a disciplined and rigorous process, along with understanding project requirements/constraints provides the opportunity for more effective risk management. Applying an integrated approach to risk management makes it possible to do a better job at balancing safety, cost, schedule, operational performance and other elements of risk. This paper will examine how people, processes, and project requirements/constraints can be integrated across the project lifecycle for better risk management and ultimately improve the

  2. RISK MANAGEMENT APPROACHES AND PRACTICES IN IT PROJECTS

    Directory of Open Access Journals (Sweden)

    BRANDAS Claudiu

    2012-07-01

    Full Text Available Risk is identified in project management literature as an important factor influencing IT projects success, and it is relevant for both academic and practitionersn#8217; communities. The paper presents the past and current approaches to risk management in IT projects. The objective of this paper is to compare the different approaches and relate them to existing practices. Project management literature and practice have brought different approaches to risk management, and as a result, many projects ended in failure. We present how risk management is considered in the literature, and we compare the main two approaches: the evaluation approach and the management approach. The contingency approach does not consider risk management to be a specific process as it is an embedded process in the other project management processes. Then, we present the main practices in risk management. The methodology applied is based on documentary study review and analysis of the concepts used by the literature. We analyzed the literature published between 1978 and 2011 from the main journals for IT project management and found out that the essence of project management is risk management. The risk management practices have a considerable influence on stakeholdersn#8217; perception of project success. But, regardless of the chosen approach, a standard method for identifying, assessing, and responding to risks should be included in any project as this influences the outcome of the project.

  3. The SKI SITE-94 project approach to analyzing confidence in site-specific data

    International Nuclear Information System (INIS)

    Dverstorp, B.; Andersson, J.

    1995-01-01

    The ongoing SKI SITE-94 project is a fully integrated performance assessment based on a hypothetical repository at 500 m depth in crystalline rock. One main objective of the project is to develop a methodology for incorporating data from a site characterization into the performance assessment. The hypothetical repository is located at SKB's Hard Rock Laboratory at Aspo in south-eastern Sweden. The site evaluation in SITE-94 uses data from the pre-excavation phase that comprised measurements performed on the ground and in boreholes, including cross-hole hydraulic and tracer experiments. Uncertainties related to measurement technique, equipment and methods for interpretation were evaluated through a critical review of geohydraulic measurement methods and a complete re-evaluation of the hydraulic packer tests using the generalised radial flow (GRF) theory. Groundwater chemistry samples were analyzed for representativeness and sampling errors. A wide range of site models within geology, hydrogeology, geochemistry and rock mechanics has been developed and tested with the site characterization data. (authors). 10 refs., 3 figs., 2 tabs

  4. Towards canine rabies elimination: Economic comparisons of three project sites.

    Science.gov (United States)

    Elser, J L; Hatch, B G; Taylor, L H; Nel, L H; Shwiff, S A

    2018-02-01

    An appreciation of the costs of implementing canine rabies control in different settings is important for those planning new or expanded interventions. Here we compare the costs of three canine rabies control projects in South Africa, the Philippines and Tanzania to identify factors that influence the overall costs of rabies control efforts. There was considerable variation in the cost of vaccinating each dog, but across the sites these were lower where population density was higher, and later in the projects when dog vaccination coverage was increased. Transportation costs comprised a much higher proportion of total costs in rural areas and where house-to-house vaccination campaigns were necessary. The association between the cost of providing PEP and human population density was less clear. The presence of a pre-existing national rabies management programme had a marked effect on keeping infrastructure and equipment costs for the project low. Finally, the proportion of the total costs of the project provided by the external donor was found to be low for the projects in the Philippines and South Africa, but likely covered close to the complete costs of the project in Tanzania. The detailed economic evaluation of three recent large-scale rabies control pilot projects provides the opportunity to examine economic costs across these different settings and to identify factors influencing rabies control costs that could be applied to future projects. Published 2017. This article is a U.S. Government work and is in the public domain in the USA.

  5. Organizational structures of companies versus project management effectiveness

    Directory of Open Access Journals (Sweden)

    Joanna Haffer

    2012-12-01

    Full Text Available An organizational structure, indicated as one out of the four main organizational conditions supporting project management, has an essential meaning for project execution. This article, based on the research results, describes different organizational structures of project-orientated enterprises, enumerating their advantages and disadvantages, and reveals the influence of inter-organizational relations on project management effectiveness in enterprises operating in Poland. The results indicate that the more a character of inter-organizational relations is heading towards project structure, the higher project management effectiveness is. In the next sequence the project management processes are supported by strong matrix structures, whereas the worst outcomes are provided by functional structures. Simultaneously, it was concluded that project structures are conducive to high advancement of project management processes, and among them, especially project risk management processes as well as communication, time and cost management processes.

  6. Managing a sensitive project

    International Nuclear Information System (INIS)

    Etcheber, Pascal

    1998-01-01

    A 'sensitive' project needs to be managed differently from a 'normal' project. This statement might seem simple enough. However, it does not seem to be a simple task to prove it in twenty minutes. This paper is an attempt to share with the audience some of the experiences the company had dealing with sensitive projects. It describes what a sensitive project is, though of all people, the 'nuclear' should know. Then the common mistakes are described, that are made in the hoping that some personal experiences are recognised. Finally the company's strategy is shown, how we foster third party support and the main tools to be used. Ultimately, success is ensured by having a sufficient quantity of allies. A sensitive project does not die because it has too many opponents, but because it has too few allies. Finding and helping allies to act is the thrust of our activity. It enables sensitive projects which deserve to succeed to do so, where traditional management fails miserably

  7. Essentials of Project and Systems Engineering Management

    CERN Document Server

    Eisner, Howard S

    2008-01-01

    The Third Edition of Essentials of Project and Systems Engineering Management enables readers to manage the design, development, and engineering of systems effectively and efficiently. The book both defines and describes the essentials of project and systems engineering management and, moreover, shows the critical relationship and interconnection between project management and systems engineering. The author's comprehensive presentation has proven successful in enabling both engineers and project managers to understand their roles, collaborate, and quickly grasp and apply all the basic princip

  8. Agile & Distributed Project Management

    DEFF Research Database (Denmark)

    Pries-Heje, Jan; Pries-Heje, Lene

    2011-01-01

    Scrum has gained surprising momentum as an agile IS project management approach. An obvious question is why Scrum is so useful? To answer that question we carried out a longitudinal study of a distributed project using Scrum. We analyzed the data using coding and categorisation and three carefully...... selected theoretical frameworks. Our conclusion in this paper is that Scrum is so useful because it provides effective communication in the form of boundary objects and boundary spanners, it provides effective social integration by building up social team capital, and it provides much needed control...... and coordination mechanisms by allowing both local and global articulation of work in the project. That is why Scrum is especially useful for distributed IS project management and teamwork....

  9. Project network-oriented materials management policy for complex projects

    DEFF Research Database (Denmark)

    Dixit, Vijaya; Srivastava, Rajiv K; Chaudhuri, Atanu

    2015-01-01

    This work devises a materials management policy integrated with project network characteristics of complex projects. It proposes a relative quantitative measure, overall criticality (OC), for prioritisation of items based on penalty incurred due to their non-availability. In complex projects...... managerial tacit knowledge which provides them enough flexibility to provide information in real form. Computed OC values can be used for items prioritisation and as shortage cost coefficient in inventory models. The revised materials management policy was applied to a shipbuilding project. OC values were......, practicing managers find it difficult to measure OC of items because of the subjective factors and intractable nature of penalties involved. However, using their experience, they can linguistically identify the antecedents and relate them to consequent OC. This work adopts Fuzzy Set Theory to capture...

  10. Hanford Site Environmental Management Specification

    International Nuclear Information System (INIS)

    DAILY, J.L.

    2001-01-01

    The US Department of Energy, Richland Operations Office (RL) has established a document hierarchy as part of its integrated management system. The Strategic Plan defines the vision, values, missions, strategic goals, high-level outcomes, and the basic strategies in achieving those outcomes. As shown in Figure 1-1, the Site Specification derives requirements from the Strategic Plan and documents the top-level mission technical requirements for the work involved in the RL Hanford Site cleanup and infrastructure activities under the responsibility of the U.S. Department of Energy, Office of Environmental Management (EM). It also provides the basis for all contract technical requirements. Since this is limited to the EM work, neither the Fast Flux Test Facility (FFTF) nor the Pacific Northwest National Laboratory (PNNL) non-EM science activities are included. Figure 1-1 also shows the relationship between this Site Specification and the other Site management and planning documents. Similarly, the documents, orders, and laws referenced in this document represent only the most salient sources of requirements. Current and contractual reference data contain a complete set of source documents

  11. An Approach for Implementation of Project Management Information Systems

    Science.gov (United States)

    Běrziša, Solvita; Grabis, Jānis

    Project management is governed by project management methodologies, standards, and other regulatory requirements. This chapter proposes an approach for implementing and configuring project management information systems according to requirements defined by these methodologies. The approach uses a project management specification framework to describe project management methodologies in a standardized manner. This specification is used to automatically configure the project management information system by applying appropriate transformation mechanisms. Development of the standardized framework is based on analysis of typical project management concepts and process and existing XML-based representations of project management. A demonstration example of project management information system's configuration is provided.

  12. Risk Management and Uncertainty in Infrastructure Projects

    DEFF Research Database (Denmark)

    Harty, Chris; Neerup Themsen, Tim; Tryggestad, Kjell

    2014-01-01

    The assumption that large complex projects should be managed in order to reduce uncertainty and increase predictability is not new. What is relatively new, however, is that uncertainty reduction can and should be obtained through formal risk management approaches. We question both assumptions...... by addressing a more fundamental question about the role of knowledge in current risk management practices. Inquiries into the predominant approaches to risk management in large infrastructure and construction projects reveal their assumptions about knowledge and we discuss the ramifications these have...... for project and construction management. Our argument and claim is that predominant risk management approaches tends to reinforce conventional ideas of project control whilst undermining other notions of value and relevance of built assets and project management process. These approaches fail to consider...

  13. Managing visitor sites in Svalbard: from a precautionary approach towards knowledge-based management

    Directory of Open Access Journals (Sweden)

    Kirstin Fangel

    2012-05-01

    Full Text Available Increased tourism in the Arctic calls for more knowledge to meet management challenges. This paper reviews existing knowledge of the effects of human use on vegetation, fauna and cultural heritage in Svalbard, and it addresses the need for site-specific knowledge for improved management. This paper draws upon scientific studies, knowledge held by management authorities and local people, the Governor's database on visitors and visited sites and our own data from landing sites we visited. There is a certain level of basic knowledge available, allowing us to roughly grade the vulnerability of sites. However, there is a thorough lack of site-specific data related to the management of single locations or groups of similar locations. Future research needs to address specific on-site challenges in the management of visitor sites. Relevant management models and measures are discussed. We contend that a shift away from a blanket application of the precautionary principle and towards a more integrated, site-specific and evidence-based management plan will contribute to more trusted and reliable, and thereby acceptable among stakeholders, decisions in the management of growing tourism activity in Svalbard.

  14. Software project management in a changing world

    CERN Document Server

    Ruhe, Günther

    2014-01-01

    By bringing together various current direc­tions, Software Project Management in a Changing World focuses on how people and organizations can make their processes more change-adaptive. The selected chapters closely correspond to the project management knowledge areas introduced by the Project Management Body of Knowledge, including its extension for managing software projects. The contributions are grouped into four parts, preceded by a general introduction. Part I "Fundamentals" provides in-depth insights into fundamental topics including resource allocation, cost estimation and risk manage

  15. Cornell University remote sensing program. [application to waste disposal site selection, study of drainage patterns, and water quality management.

    Science.gov (United States)

    Liang, T.; Mcnair, A. J.; Philipson, W. R.

    1977-01-01

    Aircraft and satellite remote sensing technology were applied in the following areas: (1) evaluation of proposed fly ash disposal sites; (2) development of priorities for drainage improvements; (3) state park analysis for rehabilitation and development; (4) watershed study for water quality planning; and (5) assistance project-landfill site selection. Results are briefly summarized. Other projects conducted include: (1) assessment of vineyard-related problems; (2) LANDSAT analysis for pheasant range management; (3) photo-historic evaluation of Revolutionary War sites; and (4) thermal analysis of building insulation. The objectives, expected benefits and actions, and status of these projects are described.

  16. Application of the Integrated Site and Environment Data Management System for LILW Disposal Site

    International Nuclear Information System (INIS)

    Lee, Ji Hoon; Lee, Eun Yong; Kim, Chang Lak

    2007-01-01

    During the last five years, Site Information and Total Environmental data management System(SITES) has been developed. SITES is an integrated program for overall data acquisition, environmental monitoring, and safety analysis. SITES is composed of three main modules, such as site database system (SECURE), safety assessment system (SAINT) and environmental monitoring system (SUDAL). In general, for the safe management of radioactive waste repository, the information of site environment should be collected and managed systematically from the initial site survey. For this, SECURE module manages its data for the site characterization, environmental information, and radioactive environmental information etc. The purpose of SAINT module is to apply and analyze the data from SECURE. SUDAL is developed for environmental monitoring of the radioactive waste repository. Separately, it is ready to open to the public for offering partial information

  17. Project Management 2027; The Future of Project Management

    NARCIS (Netherlands)

    Drs. A.J.G. Silvius

    2008-01-01

    This paper describes a study into the expected development of the competences op the project manager in the year 2027. The study was performed amongst the members of IPMA-Netherlands during the summer of 2007. In the study the 46 competences of the International Competence Baseline 3 (ICB 3) were

  18. Operations Management on The Construction Site

    DEFF Research Database (Denmark)

    Koch, Christian

    2004-01-01

    this as a refreshing renewal and improvement of practical operations management at the site. However this paper will present a first step of development of a new approach to operations management at the building site, which at the same time builds on, and criticize lean construction for missing the point...... of the knowledge economy. This endeavour is carried out in two ways. First by a reading of the operations management literature. Juxtaposing this with lean construction extentions and the critique developed by other scholars. And also drawing on human resource management approaches. Second through a series......” scheme. In both directions it is revealed that the human resource and knowledge element of building processes is largely left untouched by lean construction methods. It is suggested to introduce at least two more dimensions of operations management at the site than the ones offered in lean construction...

  19. Site Observational Work Plan for the UMTRA project site at Ambrosia Lake, New Mexico

    International Nuclear Information System (INIS)

    1995-02-01

    Ground water compliance for the Uranium Mill Tailings Remedial Action (UMTRA) Project sites, including the Ambrosia Lake, New Mexico, site, is governed by the Uranium Mills Tailings Radiation Control Act (42 USC section 7901 et seq.) and the U.S. Environmental Protection Agency's Health and Environmental Protection Standards for Uranium and Thorium Mill Tailings (40 CFR Part 192; 60 FR 2854). The EPA standards describe specific conditions for which the U.S. Department of Energy (DOE) may apply for supplemental standards for contaminated ground water rather than meeting background levels or numerical standards. To achieve compliance with Subpart A of the EPA standards the residual radioactive materials are currently being consolidated on the site by the DOE in a disposal cell, isolating them from direct human or ecological contact and further dispersion into the environment. Completion of the disposal cell is scheduled for early 1995. An environmental assessment and a Finding of No Significant Impact (FONSI) were completed in 1987. Concurrence with the UMTRA Surface Project Ambrosia Lake remedial action plan (RAP) was granted by the U.S. Nuclear Regulatory Commission (NRC) and state of New Mexico in 1990. The DOE deferred compliance with Subpart B of the EPA standards in the Surface Project RAP. This site observational work plan (SOWP) is the first document to address ground water compliance under Subpart B at the Ambrosia Lake site. The Ambrosia Lake UMTRA Project site is within the Grants Mineral Belt and was one of numerous uranium mills supplied by many local mines. Ground water contamination at the site occurred as a result of uranium mill operations. Contamination of ground water resulted from discharge of waste water, infiltration of water through the tailings pile, hydraulic placement of mill tailings in nearby mines, and water pumped from mine shafts

  20. Waste Management Process Improvement Project

    International Nuclear Information System (INIS)

    Atwood, J.; Borden, G.; Rangel, G. R.

    2002-01-01

    The Bechtel Hanford-led Environmental Restoration Contractor team's Waste Management Process Improvement Project is working diligently with the U.S. Department of Energy's (DOE) Richland Operations Office to improve the waste management process to meet DOE's need for an efficient, cost-effective program for the management of dangerous, low-level and mixed-low-level waste. Additionally the program must meet all applicable regulatory requirements. The need for improvement was highlighted when a change in the Groundwater/Vadose Zone Integration Project's waste management practices resulted in a larger amount of waste being generated than the waste management organization had been set up to handle

  1. Project Management in Real Time: A Service-Learning Project

    Science.gov (United States)

    Larson, Erik; Drexler, John A., Jr.

    2010-01-01

    This article describes a service-learning assignment for a project management course. It is designed to facilitate hands-on student learning of both the technical and the interpersonal aspects of project management, and it involves student engagement with real customers and real stakeholders in the creation of real events with real outcomes. As…

  2. Project Management Personnel Competencies Evaluation

    Directory of Open Access Journals (Sweden)

    Paul POCATILU

    2006-01-01

    Full Text Available An important factor for the success management of IT projects is the human resource. People involved in the project management process have to be evaluated. In order to do that, same criteria has to be specified. This paper describes some aspects regarding the personnel evaluation.

  3. Reflexive project management in high-abition projects

    NARCIS (Netherlands)

    Loeber, Anne; Vermeulen, T.

    2016-01-01

    Purpose
    The Aristotelian notion of phronèsis inspired innovative work in the realm of project management as well as in literature on sustainability and societal transformations. We argue that both literatures may benefit from a dialogue between the two, especially in view of outlining project

  4. Application of project management methodology in design management of nuclear safety related structure

    International Nuclear Information System (INIS)

    Chen Mao

    2004-01-01

    This paper focuses on the application of project management methodology in the design management of Nuclear Safety Related Structure (NSRS), considering the design management features of its civil construction. Based on the experiences from the management of several projects, the project management triangle is proposed to be used in the management, to well treat the position of design interface in the project management. Some other management methods are also proposed

  5. Agile project management managing for success

    CERN Document Server

    Crowder, James A

    2015-01-01

    Management and enables them to deal with the demands and complexities of modern, agile systems/software/hardware development teams. The book examines the project/program manager beyond the concepts of leadership and aims to connect to employees' sense of identity. The text examines human psychological concepts such as "locus of control," which will help the manager understand their team members' view and how best to manage their "world" contributions. The authors cover new management tools and philosophies for agile systems/software/hardware development teams, with a specific focus on how this

  6. Site observational work plan for the UMTRA project site at Shiprock, New Mexico

    International Nuclear Information System (INIS)

    1994-09-01

    The site observational work plan (SOWP) for the Shiprock, New Mexico, Uranium Mill Tailings Remedial Action (UMTRA) Project Site is the initial document for developing site-specific activities to achieve regulatory compliance in the UMTRA Ground Water Project. The regulatory framework used to select the proposed ground water compliance strategies is presented along with a discussion of the relationship of this SOWP to other UMTRA Ground Water Project programmatic documents. The Shiprock site consists of two, interconnected hydrogeologic systems: the terrace system and the floodplain system. Separate compliance strategies are proposed for these two systems. The compliance strategy for the terrace aquifer is no remediation with the application of supplemental standards based on classification of the terrace aquifer as having Class III (limited-use) ground water. The compliance strategy for the floodplain aquifer is active remediation using a subsurface biological barrier. These strategies were selected by applying site-specific data to the compliance framework developed in the UMTRA Ground Water programmatic environmental impact statement (PEIS) (DOE, 1994a). The site conceptual model indicates that milling-related contamination has impacted the ground water in the terrace and floodplain aquifers. Ground water occurs in both aquifers in alluvium and in fractures in the underlying Cretaceous age Mancos Shale. A mound of ground water related to fluids from the milling operations is thought to exist in the terrace aquifer below the area where settling ponds were in use during the mill operations. Most of the water occurring in the floodplain aquifer is from recharge from the San Juan River

  7. Project manager attributes influencing project success in the South ...

    African Journals Online (AJOL)

    success criteria for building projects in Ghana and concluded that the “current and ... qualifications, profession, leadership style and project team ... and expectations of project management competence between ... 1.d. Sense of teamwork ...

  8. The ComSoc guide to managing telecommunications projects

    CERN Document Server

    Desmond, Celia

    2010-01-01

    "This pocket guide provides an overview of the telecommunications environment as it has evolved over the past few years, illustrating the need for project management, the significance of project success to the companies, and the application of key project management processes within the telecom environment. Topics covered include: scope management, time management, cost management, procurement management, risk management, communications, quality, human resources, and Integration. It offers professionals a brief and accessible guide to managing telecommunication projects in the 21st century"--

  9. Project Management Plan for Material Stabilization

    International Nuclear Information System (INIS)

    SPEER, D.R.

    1999-01-01

    This plan presents the overall objectives, description, justification and planning for the plutonium Finishing Plant (PFP) Materials Stabilization project. The intent of this plan is to describe how this project will be managed and integrated with other facility stabilization and deactivation activities. This plan supplements the overall integrated plan presented in the Plutonium Finishing Plant Integrated Project Management Plan (IPMP), HNF-3617/Rev. 0. This is the top-level definitive project management document that specifies the technical (work scope), schedule, and cost baselines to manager the execution of this project. It describes the organizational approach and roles/responsibilities to be implemented to execute the project. This plan is under configuration management and any deviations must be authorized by appropriate change control action. Materials stabilization is designated the responsibility to open and stabilize containers of plutonium metal, oxides, alloys, compounds, and sources. Each of these items is at least 30 weight percent plutonium/uranium. The output of this project will be containers of materials in a safe and stable form suitable for storage pending final packaging and/or transportation offsite. The corrosion products along with oxides and compounds will be stabilized via muffle furnaces to reduce the materials to high fired oxides

  10. Project management for economical nuclear energy

    International Nuclear Information System (INIS)

    Majerle, P.P.

    2005-01-01

    The price of electricity is significantly influenced by the cost of the initial generation asset. The cost of the initial nuclear generation asset is significantly influenced by the design and construction duration. Negative variations in the cost and duration of actual design and construction have historically impacted the early relative economics of nuclear power generation. Successful management of plant design information will mitigate the risks of the design and construction of future nuclear plants. Information management tools that can model the integrated delivery of large complex projects enable the project owners to accurately evaluate project progress, as well as the economic impact of regulatory, political, or market activities not anticipated in the project execution plan. Significant differences exist in the electrical energy markets, project delivery models, and fuel availability between continents and countries. However, each market and project delivery model is challenged by the need to produce economical electrical energy. The information management system presented in this paper provides a means to capture in a single integrated computerized database the design information developed during plant design, procurement, and construction and to allow this information to be updated and retrieved in real time by all project participants. Utilization of the information management system described herein will enable diverse project teams to rapidly and reliably input, share, and retrieve power plant information, thereby supporting project management's goal to make good on its commitment to the economic promise of tomorrow's nuclear electrical power generation by achieving cost-effective construction. (authors)

  11. The Challenges and Enhancing Opportunities of Global Project Management: Evidence from Chinese and Dutch Cross-Cultural Project Management

    OpenAIRE

    Zhang, Ying; Marquis, Christopher G; Filippov, Sergey; Haasnoot, Henk-Jan; van der Steen, Martijn

    2015-01-01

    This study investigates the role of national and organisational culture in day-to-day activities of multinational project teams, specifically focusing on differences between Chinese and Dutch project managers. We rely on fieldwork observation and interviews with representatives from a diverse set of organizations in China and the Netherlands. Analyses focus on the impact of cultural differences on five project management processes – (1) project planning, (2) cost and quality management, (3) r...

  12. Project management at a university

    Science.gov (United States)

    Eaton, Joel A.

    2006-06-01

    Managing instrumentation projects, large or small, involves a number of common challenges-defining what is needed, desiging a system to provide it, producing it in an economical way, and putting it into service expeditiously. Doing these things in a university environoment provides unique challenges and opportunities not obtaining in the environment of large projects at NASA or national labs. I address this topic from the viewpoint of knowledge of two such projects, the development of OAO-2 at the University of Wisconsin and the relocation of Fairborn Observatory to the Patagonia Mountains in Arizona, as well as my own developemnt of the Tennessee State 2-m Automatic Spectroscopic Telescope. For the university environment, I argue for a more traditional management style that relies on more informal techniques than those used in large-scale projects conducted by big bureaucratic institutions. This style identifies what tasks are really necessary and eliminates as much wasteful overhead as possible. I discuss many of the formalities used in project management, such as formal reviews (PDR, CDR, etc.) and Gantt charts, and propose other ways of acheving the same results more effectively. The university environment acutely requires getting the right people to do the project, both in terms of their individual personalities, motivation, and technical skills but also in terms of their ability to get on with one another. Two critical challenges confronting those doing such projects in universities are 1) keeping the contractors on task (the major challenge to anyone doing project management) and 2) dealing with the purchasing systems in such institutions.

  13. The IT project manager competencies that impact project success – A qualitative research

    Directory of Open Access Journals (Sweden)

    Cíntia Cristina Silva de Araújo

    2015-07-01

    Full Text Available Since there is a lack of studies about the relationship of IT project manager competencies and project success, this paper will address the following research question: Which competencies should IT project managers develop in order to achieve success in IT projects? To answer this question, we conducted a qualitative research with an exploratory approach. To collect data, twelve (12 in-depth interviews were done with Brazilian project managers from different companies from several business sectors. The analysis results pointed out that for our respondents the most needed category of competencies are team management, business domain knowledge,  communication, project management and people skills. As other authors have affirmed, technical skills were considered to be less relevant to project success than interpersonal and intrapersonal competencies.

  14. Construction project management handbook.

    Science.gov (United States)

    2012-03-01

    The purpose of the FTA Construction Project Management Handbook is to provide guidelines for use by public transit agencies (Agen-cies) undertaking substantial construction projects, either for the first time or with little prior experience with cons...

  15. Projects management in organization on the selected example

    OpenAIRE

    A. Kania; M. Spilka; S. Griner

    2013-01-01

    Purpose: In this paper stages of project management taking into consideration many useful tools and methods were presented. The quality management in the project, the risk estimation, costs of the project realization and many others were discussed. The analysis of project management of an element using in an automotive industry was carried out.Design/methodology/approach: In this article classification of the projects was presented. The stages of project management and relations among them we...

  16. Environmental Restoration Project - Systems Engineering Management Plan

    International Nuclear Information System (INIS)

    Anderson, T.D.

    1998-06-01

    This Environmental Restoration (ER) Project Systems Engineering Management Plan (SEMP) describes relevant Environmental Restoration Contractor (ERC) management processes and shows how they implement systems engineering. The objective of this SEMP is to explain and demonstrate how systems engineering is being approached and implemented in the ER Project. The application of systems engineering appropriate to the general nature and scope of the project is summarized in Section 2.0. The basic ER Project management approach is described in Section 3.0. The interrelation and integration of project practices and systems engineering are outlined in Section 4.0. Integration with sitewide systems engineering under the Project Hanford Management Contract is described in Section 5.0

  17. Project Management – Multi-perspective Leadership

    DEFF Research Database (Denmark)

    Riis, Eva

    2014-01-01

    Project Management – Multi-perspective Leadership” af Hans Mikkelsen og Jens Ove Riis - anmeldelse......”Project Management – Multi-perspective Leadership” af Hans Mikkelsen og Jens Ove Riis - anmeldelse...

  18. Improvement of Construction Project Management Processes

    Directory of Open Access Journals (Sweden)

    Nazarko, J.

    2017-07-01

    Full Text Available The common denominator of the five papers published in the current edition of the Journal of Engineering, Project, and Production Management is the improvement of construction project management processes for effective use of resources. Execution of proper project management processes is widely recognized as a key success factor influencing likelihood of project success (Alleman, 2014. It is noticeable that four out of five papers in this issue of the Journal are authored or co-authored by Iranian researchers from the same Institute but their conclusions bear importance that cannot be limited to the authors’ region.

  19. Open Source and Proprietary Project Management Tools for SMEs.

    Directory of Open Access Journals (Sweden)

    Veronika Abramova

    2017-05-01

    Full Text Available The dimensional growth and increasing difficulty in project management promoted the development of different tools that serve to facilitate project management and track project schedule, resources and overall progress. These tools offer a variety of features, from task and time management, up to integrated CRM (Customer Relationship Management and ERP (Enterprise Resource Planning modules. Currently, a large number of project management software is available, to assist project team during the entire project lifecycle. We present the main differences between open source and proprietary project management tools and how those could be important for SMEs, describing the key features and how those can assist the project manager and the development team. In this paper, we analyse four open-source project management tools: OpenProject, ProjectLibre, Redmine, LibrePlan and four proprietary tools: Bitrix24, JIRA, Microsoft Project and Asana.

  20. The One-Page Project Manager Comunicate and Manage Any Project With a Single Sheet of Paper

    CERN Document Server

    Campbell, Clark A

    2007-01-01

    The One-Page Project Manager shows you how to boil down any project into a simple, one-page document that can be used to communicate all essential details to upper management, other departments, suppliers, and audiences. This practical guide will save time and effort, helping you identify the vital parts of a project and communicate those parts and duties to other team members.

  1. Researchers' experience with project management in health and medical research: Results from a post-project review

    Science.gov (United States)

    2011-01-01

    Background Project management is widely used to deliver projects on time, within budget and of defined quality. However, there is little published information describing its use in managing health and medical research projects. We used project management in the Alcohol and Pregnancy Project (2006-2008) http://www.ichr.uwa.edu.au/alcoholandpregnancy and in this paper report researchers' opinions on project management and whether it made a difference to the project. Methods A national interdisciplinary group of 20 researchers, one of whom was the project manager, formed the Steering Committee for the project. We used project management to ensure project outputs and outcomes were achieved and all aspects of the project were planned, implemented, monitored and controlled. Sixteen of the researchers were asked to complete a self administered questionnaire for a post-project review. Results The project was delivered according to the project protocol within the allocated budget and time frame. Fifteen researchers (93.8%) completed a questionnaire. They reported that project management increased the effectiveness of the project, communication, teamwork, and application of the interdisciplinary group of researchers' expertise. They would recommend this type of project management for future projects. Conclusions Our post-project review showed that researchers comprehensively endorsed project management in the Alcohol and Pregnancy Project and agreed that project management had contributed substantially to the research. In future, we will project manage new projects and conduct post-project reviews. The results will be used to encourage continuous learning and continuous improvement of project management, and provide greater transparency and accountability of health and medical research. The use of project management can benefit both management and scientific outcomes of health and medical research projects. PMID:21635721

  2. Environmental Management Integration Project/Mixed Waste Focus Area Partnership

    International Nuclear Information System (INIS)

    Gombert, D.; Kristofferson, K.; Cole, L.

    1999-01-01

    On January 16, 1998, the Assistant Secretary for the Environmental Management (EM) Program at the Department of Energy, issued DOE-Idaho the Program Integration and Systems Engineering Guidance for Fiscal Year 1998, herein called Guidance, which directed that program integration tasks be performed for all EM program areas. This guidance directed the EM Integration team, as part of the Task 1, to develop baseline waste and material disposition maps which are owned by the site Project Baseline Summary (PBS) manager. With these baselines in place Task 2 gave direction to link Science and Technology activities to the waste and material stream supported by that technology. This linkage of EM Program needs with the OST activities supports the DOE goal of maximizing cleanup at DOE sites by 2006 and provides a defensible science and technology program. Additionally, this linkage is a valuable tool in the integration of the waste and material disposition efforts for the DOE complex

  3. Information management for decommissioning projects

    International Nuclear Information System (INIS)

    LeClair, A.N.; Lemire, D.S.

    2011-01-01

    This paper explores the importance of records and information management for decommissioning projects. Key decommissioning information and elements of a sound information management strategy are identified. Various knowledge management strategies and tools are discussed as opportunities for leveraging decommissioning information. The paper also examines the implementation of Atomic Energy of Canada Limited's (AECL) strategy for the long term preservation of decommissioning information, and its initiatives in leveraging of information with the application of several knowledge management strategies and tools. The implementation of AECL's strategy illustrates common as well as unique information and knowledge management challenges and opportunities for decommissioning projects. (author)

  4. The Management of Projects and Product Experimentation

    DEFF Research Database (Denmark)

    Lorenzen, Mark; Frederiksen, Lars

    2005-01-01

    The paper analyses management of product innovation in project-based industries, offering a view on management not only of firms, but also of markets. It first argues that projects are prominent in industries where the nature of consumer demand means that product innovation takes place...... as experimentation. Then, the paper argues that if skills needed for projects are very diverse and projects are complex, there are few internal managerial economies of projects, and the scope for management then transcends the boundaries of firms. In these cases, markets become organized in combinations of people......, contracts, and other institutions, in order to facilitate the coordination of market-based projects. While contracts play a role, a continuous, active role of knowledgeable managers (leaders and boundary spanners) is also often necessary. Such managers --- and thus (core parts of) whole industries...

  5. 7 CFR 3560.102 - Housing project management.

    Science.gov (United States)

    2010-01-01

    ... 7 Agriculture 15 2010-01-01 2010-01-01 false Housing project management. 3560.102 Section 3560.102... § 3560.102 Housing project management. (a) General. Borrowers hold final responsibility for housing project management and must ensure that operations comply with the terms of all loan or grant documents...

  6. Managing regional innovation strategy projects

    OpenAIRE

    Wolf, Patricia; Hanisch, Christoph

    2014-01-01

    This paper presents a qualitative interview study with 28 RIS project managers that aimed at understanding whether or not this is true in the context of regional innovation and what the specifics of managing regional innovation projects are. In taking up a recent claim for policy intervention studies which allow to “derive precise suggestions for their design and management”.  The study investigated the interrelation between the agility of the management approach and the achievements of RIS p...

  7. Outdoor radon monitoring plan for the UMTRA Project sites

    International Nuclear Information System (INIS)

    1986-02-01

    This document describes the monitoring schedules and methods used to measure ambient radon concentrations around Uranium Mill Tailings Remedial Action (UMTRA) Project sites. Radon monitoring at both processing sites and disposal sites is performed primarily for two reasons. The first, and foremost, of these is to provide a means to keep the off-site radon concentrations during the construction activities As Low As Reasonably Achievable (ALARA). The second purpose is to provide a basis for comparison with the EPA standards developed for the UMTRA Project. Radon monitoring data are also used to demonstrate compliance with ambient concentration standards and for public information due to concern about potential radiation releases during construction. 1 fig., 1 tab

  8. Site Observational Work Plan for the UMTRA Project Site at Shiprock, New Mexico. Revision

    International Nuclear Information System (INIS)

    1995-07-01

    The site observational work plan (SOWP) for the Shiprock, New Mexico, Uranium Mill Tailings Remedial Action (UMTRA) Project Site is one of the first documents for developing an approach for achieving ground water compliance at the site. This SOWP applies Shiprock site information to a regulatory compliance framework, which identifies strategies for meeting ground water compliance at the site. The compliance framework was developed in the UMTRA ground water programmatic environmental impact statement

  9. Fast Flux Test Facility, Sodium Storage Facility project-specific project management plan

    International Nuclear Information System (INIS)

    Shank, D.R.

    1994-01-01

    This Project-Specific Project Management Plan describes the project management methods and controls used by the WHC Projects Department to manage Project 03-F-031. The Sodium Storage Facility provides for storage of the 260,000 gallons of sodium presently in the FFTF Plant. The facility will accept the molten sodium transferred from the FFTF sodium systems, and store the sodium in a solid state under an inert cover gas until such time as a Sodium Reaction Facility is available for final disposal of the sodium

  10. Fast Flux Test Facility, Sodium Storage Facility project-specific project management plan

    Energy Technology Data Exchange (ETDEWEB)

    Shank, D.R.

    1994-12-29

    This Project-Specific Project Management Plan describes the project management methods and controls used by the WHC Projects Department to manage Project 03-F-031. The Sodium Storage Facility provides for storage of the 260,000 gallons of sodium presently in the FFTF Plant. The facility will accept the molten sodium transferred from the FFTF sodium systems, and store the sodium in a solid state under an inert cover gas until such time as a Sodium Reaction Facility is available for final disposal of the sodium.

  11. 43 CFR 418.29 - Project management.

    Science.gov (United States)

    2010-10-01

    ... 43 Public Lands: Interior 1 2010-10-01 2010-10-01 false Project management. 418.29 Section 418.29... INTERIOR OPERATING CRITERIA AND PROCEDURES FOR THE NEWLANDS RECLAMATION PROJECT, NEVADA Enforcement § 418.29 Project management. In addition to the provisions of § 418.28, if the District is found to be...

  12. On Best Practices for Risk Management in Complex Projects

    Directory of Open Access Journals (Sweden)

    Dan BENTA

    2011-01-01

    Full Text Available Risk management shall be proactive. This is one of the key preliminaries to cope with the challenges of complex projects. An overarching and consistent view on project risks and uncertainties is necessary to follow a holistic approach in project risk management. Uncertainty is inevitable since projects are unique and temporary undertakings based on assumptions and constraints, delivering project results to multiple stakeholders with different requirements. Project management can be seen as an attempt to control this uncertain environment, through the use of structured and disciplined techniques such as estimating, planning, cost control, task allocation, earned value analysis, monitoring, and review meetings. Each of these elements of project management has a role in defining or controlling inherent variability in projects. Project risk management provides approaches by which uncertainty can be understood, assessed, and managed within projects. A number of associations (e.g., Project Management Institute – PMI®, International Project Management Association – IPMA,or Network of Nordic Project Management Associations - NORDNET work constantly in acquiring, improving, and standardizing best practices in project management.Based on the industrial practice, this paper outlines strategies to identify, prioritize, and mitigate risks for achievement of project’ or organizational objectives.

  13. Selection of adequate site location during early stages of construction project management: A multi-criteria decision analysis approach

    Science.gov (United States)

    Marović, Ivan; Hanak, Tomaš

    2017-10-01

    In the management of construction projects special attention should be given to the planning as the most important phase of decision-making process. Quality decision-making based on adequate and comprehensive collaboration of all involved stakeholders is crucial in project’s early stages. Fundamental reasons for existence of this problem arise from: specific conditions of construction industry (final products are inseparable from the location i.e. location has a strong influence of building design and its structural characteristics as well as technology which will be used during construction), investors’ desires and attitudes, and influence of socioeconomic and environment aspects. Considering all mentioned reasons one can conclude that selection of adequate construction site location for future investment is complex, low structured and multi-criteria problem. To take into account all the dimensions, the proposed model for selection of adequate site location is devised. The model is based on AHP (for designing the decision-making hierarchy) and PROMETHEE (for pairwise comparison of investment locations) methods. As a result of mixing basis feature of both methods, operational synergies can be achieved in multi-criteria decision analysis. Such gives the decision-maker a sense of assurance, knowing that if the procedure proposed by the presented model has been followed, it will lead to a rational decision, carefully and systematically thought out.

  14. Changing Pedagogical Means in Project Management

    DEFF Research Database (Denmark)

    Thorsteinsson, Uffe

    1998-01-01

    Presentation of two parts in a new concept for changing education in a university course in project management. First part concern running the couse as a project. Second part concern integrated use of Internet.......Presentation of two parts in a new concept for changing education in a university course in project management. First part concern running the couse as a project. Second part concern integrated use of Internet....

  15. Effective Safety Management in Construction Project

    Science.gov (United States)

    Othman, I.; Shafiq, Nasir; Nuruddin, M. F.

    2017-12-01

    Effective safety management is one of the serious problems in the construction industry worldwide, especially in large-scale construction projects. There have been significant reductions in the number and the rate of injury over the last 20 years. Nevertheless, construction remains as one of the high risk industry. The purpose of this study is to examine safety management in the Malaysian construction industry, as well as to highlight the importance of construction safety management. The industry has contributed significantly to the economic growth of the country. However, when construction safety management is not implemented systematically, accidents will happen and this can affect the economic growth of the country. This study put the safety management in construction project as one of the important elements to project performance and success. The study emphasize on awareness and the factors that lead to the safety cases in construction project.

  16. Principles of project management

    Science.gov (United States)

    1982-01-01

    The basic principles of project management as practiced by NASA management personnel are presented. These principles are given as ground rules and guidelines to be used in the performance of research, development, construction or operational assignments.

  17. Implementation of a change management solution based on a product lifecycle management system for a large international project; Einfuehrung eines Product-Lifecycle-Management-gestuetzten Aenderungsprozesses in einem internationalen Grossprojekt

    Energy Technology Data Exchange (ETDEWEB)

    Luehr, Anneke

    2011-10-15

    This Thesis describes the implementation of a Change Management solution based on a Product Lifecycle Management System (PLM System) for a large international project. The objective of Change Management is to ensure a systematic line of action for approving and implementing changes in the project. The Deutsches Elektronen-Synchrotron DESY is one of the world's leading accelerator centres with locations in Hamburg and Zeuthen. Currently, DESY participates in the realization of the international research facility European X-Ray Free-Electron Laser (XFEL) at the Hamburg site. DESY was responsible for the planning of the XFEL. When the project entered the construction phase it was internationalized and now comprises project groups in 12 countries. Thus the requirements on Change Management have changed, as participants from several labs at many different locations are now involved. First the project scope is described and then a target process for the Change Management solution is developed by a requirement analysis. Afterwards the technical implementation of this process in DESY's PLM System is described and the Change Management solution is tested. The process is visualized using the Unified Modeling Language (UML). Finally a description is given of how to transfer the solution to the project environment. (orig.)

  18. Strategic plan for Hanford site information management

    International Nuclear Information System (INIS)

    1994-09-01

    The Hanford Site missions are to clean up the Site, to provide scientific knowledge and technology to meet global needs, and to partner in the economic diversification of the region. To achieve these long-term missions and increase confidence in the quality of the Site's decision making process, a dramatically different information management culture is required, consistent with US Department of Energy (DOE) mandates on increased safety, productivity, and openness at its sites. This plan presents a vision and six strategies that will move the Site toward an information management culture that will support the Site missions and address the mandates of DOE

  19. An integrated study of spatial multicriteria analysis and mathematical modelling for managed aquifer recharge site suitability mapping and site ranking at Northern Gaza coastal aquifer.

    Science.gov (United States)

    Rahman, Mohammad Azizur; Rusteberg, Bernd; Uddin, Mohammad Salah; Lutz, Annegret; Saada, Muath Abu; Sauter, Martin

    2013-07-30

    This paper describes an integrated approach of site suitability mapping and ranking of the most suitable sites, for the implementation of Managed Aquifer Recharge (MAR) projects, using spatial multicriteria decision analysis (SMCDA) techniques and mathematical modelling. The SMCDA procedure contains constraint mapping, site suitability analysis with criteria standardization and weighting, criteria overlay by analytical hierarchy process (AHP) combined with weighted linear combination (WLC) and ordered weighted averaging (OWA), and sensitivity analysis. The hydrogeological impacts of the selected most suitable sites were quantified by using groundwater flow and transport modelling techniques. Finally, ranking of the selected sites was done with the WLC method. The integrated approach is demonstrated by a case study in the coastal aquifer of North Gaza. Constraint mapping shows that 50% of the total study area is suitable for MAR implementation. About 25% of the total area is "very good" and 25% percent is "good" for MAR, according to the site suitability analysis. Six locations were selected and ranked against six representative decision criteria. Long term (year 2003 to year 2040) groundwater flow and transport simulations were performed to quantify the selected criteria under MAR project operation conditions at the selected sites. Finally, the suitability mapping and hydrogeological investigation recommends that the location of the existing infiltration ponds, constructed near the planned North Gaza Wastewater Treatment Plant (NGWWTP) is most suitable for MAR project implementation. This paper concludes that mathematical modelling should be combined with the SMCDA technique in order to select the best location for MAR project implementation. Besides MAR project implementation, the generalised approach can be applicable for any other water resources development project that deals with site selection and implementation. Copyright © 2013 Elsevier Ltd. All rights

  20. Managing Siting Activities for Nuclear Power Plants

    International Nuclear Information System (INIS)

    2012-01-01

    One of the IAEA's statutory objectives is to ''seek to accelerate and enlarge the contribution of atomic energy to peace, health and prosperity throughout the world''. One way this objective is achieved is through the publication of a range of technical series. Two of these are the IAEA Nuclear Energy Series and the IAEA Safety Standards Series. According to Article III.A.6 of the IAEA Statute, the safety standards establish 'standards of safety for protection of health and minimization of danger to life and property.' The safety standards include the Safety Fundamentals, Safety Requirements and Safety Guides. These standards are written primarily in a regulatory style, and are binding on the IAEA for its own programmes. The principal users are the regulatory bodies in Member States and other national authorities. The IAEA Nuclear Energy Series comprises reports designed to encourage and assist R and D on, and application of, nuclear energy for peaceful uses. This includes practical examples to be used by owners and operators of utilities in Member States, implementing organizations, academia, and government officials, among others. This information is presented in guides, reports on technology status and advances, and best practices for peaceful uses of nuclear energy based on inputs from international experts. The IAEA Nuclear Energy Series complements the IAEA Safety Standards Series. The introduction of nuclear power brings new challenges to States - one of them being the selection of appropriates sites. It is a project that needs to begin early, be well managed, and deploy good communications with all stakeholders; including regulators. This is important, not just for those States introducing nuclear power for the first time, but for any State looking to build a new nuclear power plant. The purpose of the siting activities goes beyond choosing a suitable site and acquiring a licence. A large part of the project is about producing and maintaining a validated

  1. Managing Siting Activities for Nuclear Power Plants

    Energy Technology Data Exchange (ETDEWEB)

    NONE

    2012-06-15

    One of the IAEA's statutory objectives is to ''seek to accelerate and enlarge the contribution of atomic energy to peace, health and prosperity throughout the world''. One way this objective is achieved is through the publication of a range of technical series. Two of these are the IAEA Nuclear Energy Series and the IAEA Safety Standards Series. According to Article III.A.6 of the IAEA Statute, the safety standards establish 'standards of safety for protection of health and minimization of danger to life and property.' The safety standards include the Safety Fundamentals, Safety Requirements and Safety Guides. These standards are written primarily in a regulatory style, and are binding on the IAEA for its own programmes. The principal users are the regulatory bodies in Member States and other national authorities. The IAEA Nuclear Energy Series comprises reports designed to encourage and assist R and D on, and application of, nuclear energy for peaceful uses. This includes practical examples to be used by owners and operators of utilities in Member States, implementing organizations, academia, and government officials, among others. This information is presented in guides, reports on technology status and advances, and best practices for peaceful uses of nuclear energy based on inputs from international experts. The IAEA Nuclear Energy Series complements the IAEA Safety Standards Series. The introduction of nuclear power brings new challenges to States - one of them being the selection of appropriates sites. It is a project that needs to begin early, be well managed, and deploy good communications with all stakeholders; including regulators. This is important, not just for those States introducing nuclear power for the first time, but for any State looking to build a new nuclear power plant. The purpose of the siting activities goes beyond choosing a suitable site and acquiring a licence. A large part of the project is about producing and maintaining a validated

  2. Traditional Project Management and the Visual Workplace Environment to Improve Project Success

    Science.gov (United States)

    Fichera, Christopher E.

    2016-01-01

    A majority of large IT projects fail to meet scheduled deadlines, are over budget and do not satisfy the end user. Many projects fail in spite of utilizing traditional project management techniques. Research of project management has not identified the use of a visual workspace as a feature affecting or influencing the success of a project during…

  3. Work site stress management: national survey results.

    Science.gov (United States)

    Fielding, J E

    1989-12-01

    The National Survey of Work Site Health Promotion Activities established baseline data on the frequency of nine types of health promotion activity at private work sites with more than 50 employees in the United States. Stress management activities were provided at 26.6% of work sites. Types of activities at those work sites with some stress management activity included group counseling (58.5%), individual counseling (39.3%), follow-up counseling (25.9%), special events (11.5%), providing information about stress (80.7%), providing a place to relax (64.8%), and making organizational changes to reduce employee stress (81.2%). Frequency of activities varied by industry type and by region of the country. Incidence of most types of activities did not increase as work site size increased, although the likelihood of having any of these activities did increase with work site size. Stress management activities were more likely to be present at work sites with a medical staff or health educator. An increase in output, productivity, or quality was the most frequently cited benefit (46.5%). Negative effects were reported at 2.6% of the work sites. Other health promotion activities found at the work sites surveyed included smoking cessation (61.8%), treatment and control of high blood pressure (36.7%), and weight control (34.7%). Employee Assistance Programs were responsible for stress management at 62% of the work sites with an Employee Assistance Program.

  4. Final environmental assessment for the U.S. Department of Energy, Oak Ridge Operations receipt and storage of uranium materials from the Fernald Environmental Management Project site

    Energy Technology Data Exchange (ETDEWEB)

    NONE

    1999-06-01

    Through a series of material transfers and sales agreements over the past 6 to 8 years, the Fernald Environmental Management Project (FEMP) has reduced its nuclear material inventory from 14,500 to approximately 6,800 metric tons of uranium (MTU). This effort is part of the US Department of energy`s (DOE`s) decision to change the mission of the FEMP site; it is currently shut down and the site is being remediated. This EA focuses on the receipt and storage of uranium materials at various DOE-ORO sites. The packaging and transportation of FEMP uranium material has been evaluated in previous NEPA and other environmental evaluations. A summary of these evaluation efforts is included as Appendix A. The material would be packaged in US Department of Transportation-approved shipping containers and removed from the FEMP site and transported to another site for storage. The Ohio Field Office will assume responsibility for environmental analyses and documentation for packaging and transport of the material as part of the remediation of the site, and ORO is preparing this EA for receipt and storage at one or more sites.

  5. Final environmental assessment for the U.S. Department of Energy, Oak Ridge Operations receipt and storage of uranium materials from the Fernald Environmental Management Project site

    International Nuclear Information System (INIS)

    1999-01-01

    Through a series of material transfers and sales agreements over the past 6 to 8 years, the Fernald Environmental Management Project (FEMP) has reduced its nuclear material inventory from 14,500 to approximately 6,800 metric tons of uranium (MTU). This effort is part of the US Department of energy's (DOE's) decision to change the mission of the FEMP site; it is currently shut down and the site is being remediated. This EA focuses on the receipt and storage of uranium materials at various DOE-ORO sites. The packaging and transportation of FEMP uranium material has been evaluated in previous NEPA and other environmental evaluations. A summary of these evaluation efforts is included as Appendix A. The material would be packaged in US Department of Transportation-approved shipping containers and removed from the FEMP site and transported to another site for storage. The Ohio Field Office will assume responsibility for environmental analyses and documentation for packaging and transport of the material as part of the remediation of the site, and ORO is preparing this EA for receipt and storage at one or more sites

  6. Project management: a case of fixed price IS/IT projects. Analysis of projects by project scopes

    Directory of Open Access Journals (Sweden)

    Miroslav Kral

    2012-10-01

    Full Text Available The paper provides an overview of major issues of IS / IT projects. Attention will be focused on projects that are implemented under a contract for a specified amount of work and fixed price. The main purpose of the paper is to analyse the project parameters in terms of the types of projects, and to confirm, or refuse, a hypothesis related to this. There is some evidence from the portfolio of projects that have been implemented by the international companies providing IT services. Regarding the localisation, CEE region was selected for our research. The outputs of the paper should be a contribution to managing IS/IT projects in IT service delivery organizations and for the support of innovative thinking about project management generally.

  7. The Future of Project Management in Technical Communication

    DEFF Research Database (Denmark)

    Kampf, Constance

    2006-01-01

    Project Management increasing shapes workplace communication, especially when technical commuicators participate in cross-disciplinary development teams. This paper looks at the future of project management in technical communication and argues for a communicative approach to project management...... for technical communication students. The Project Management course in the International Bachelor Program of Marketing and Management Communication at the Aarhus School of Business is described, and the implications fortechnical communication curricula are discussed....

  8. NNC - managing major projects and the lessons learned

    International Nuclear Information System (INIS)

    Clements, J.M.

    1989-01-01

    The formation and development of NNC Ltd (formerly National Nuclear Corporation Ltd) is explained. Its role in the building of 16 nuclear power stations in the UK is outlined. For the last two of these, Heysham-B and Torness, NNC's role as station designer and manager of the nuclear island construction and at Torness as whole site overseers is described. The NNC negotiated and placed all the major contracts for the two stations and developed a budgetary control program through which the Central and South of Scotland Electricity Generating Boards were able to participate in the allotment of budget cover for each contract and for any anticipated variations and claims. Each project had a manager and about 20 responsible engineers plus contract engineers. The government decisions to change to PWR type reactors and to privatise the electricity industry have resulted in changes and structural management in NNC Ltd. (UK)

  9. Methodologies used in Project Management

    OpenAIRE

    UNGUREANU, Adrian; UNGUREANU, Anca

    2014-01-01

    Undoubtedly, a methodology properly defined and strictly followed for project management provides a firm guarantee that the work will be done on time, in budget and according to specifications. A project management methodology in simple terms is a “must-have” to avoid failure and reduce risks, because is one of the critical success factors, such basic skills of the management team. This is the simple way to guide the team through the design and execution phases, processes and tasks throughout...

  10. Statement of J.O. Neff, Manager, Salt Repository Project Office, Department of Energy

    International Nuclear Information System (INIS)

    Anon.

    1987-01-01

    My name is Jeff Neff and I am the Manager of the US Department of Energy's Salt Repository Project Office, now located in Hereford, Texas. The responsibilities of my office are to manage the day-to-day activities of the site suitability investigations of the designated nine-square-mile site located in Deaf Smith County, near Hereford in the Texas Panhandle. The location is indicated on several of the attachments. My remarks will be divided into five categories: (1) a brief history of how the Deaf Smith County site was designated; (2) a review of major issues for the Texas site and how these are expected to be resolved during site characterization; (3) a summary of major institutional issues; (4) a summary of consultation and cooperation activities with the State of Texas, through its Nuclear Waste Programs Office; and (5) highlights of current and past interactions with local governmental officials and the public in the Panhandle

  11. 6 Project-Management Tips

    Science.gov (United States)

    Demski, Jennifer

    2012-01-01

    When it comes to project management, the IT department is typically its own worst enemy. When project requests are pushed through the budgeting process by different departments, it's up to IT to make them all work. The staff is required to be "heroic" to get the project load done. People get to work over weekends and postpone their vacations. The…

  12. Witwatersrand Water Ingress Project - Information Management System (WWIPIMS), South Africa

    Energy Technology Data Exchange (ETDEWEB)

    Hild, S.; Sieste, M.; Barth, A.; Rudinskaya, J. [Beak Consultants GmbH, Freiberg (Germany); Croukamp, L.; Roos, M. [Council for Geoscience (CGS), Pretoria (South Africa)

    2006-07-01

    The Witwatersrand Water Ingress Project at the Council for Geoscience, South Africa (CGS) deals with an inventory, a risk assessment and the development of rehabilitation strategies for abandoned mining sites in the Witwatersrand Mining Basin. The main focus is the prevention of water ingress and to understand the future decanting scenario. An Information Management System consisting of both a relational database and an application for the Witwatersrand Water Ingress Project is established for accessing and managing all project-related data. This easy to use application makes the data available to all staff at the CGS via several modules as well as a GIS-component for accessing and querying spatial data. This will enable the scientists to derive further knowledge of the water flowing processes by directly using all of the existing up-to-date data. Many additional functions, such as the support for map printing on demand, extensive possibilities for inquiries, data import and export, diagrams and a GIS-viewer for spatial inquiries do complete the system. (orig.)

  13. Project management in crisis situations

    Directory of Open Access Journals (Sweden)

    Agnieszka Goździewska-Nowicka

    2017-05-01

    Full Text Available In today’s methodologies of project management attention is increasingly paid to the crises-related issues. Modern economy and the turbulent environment cause that an emergingcrisis can pose a serious threat to the implementation of any undertaking. This article focuses on the presentation of the conditions and causes of crisis situations, the essence of projects, and their effective management. The major objective of the paper, however, is to demonstrate how companies implementing projects cope with the occurrence of a crisis situation.

  14. Managing complex industrial change through projects

    OpenAIRE

    Perotti , Clément; Minel , Stéphanie; Benoit , Roussel; Jean , Renaud

    2010-01-01

    International audience; This paper proposes some elements showing that project is an appropriate way to manage organizational change, and that an individual change occurs during these phases. We suggest that project team should manage individual change in the framework of project for three main reasons. First, being at the crossroad of strategic and operational levels, project team is in the right position in organisation to "translate" organizational change to individuals, and vice-versa. Se...

  15. A New Tool for Effective and Efficient Project Management

    Energy Technology Data Exchange (ETDEWEB)

    Willett, Jesse A [Washington State Univ., Pullman, WA (United States)

    2011-12-01

    Organizations routinely handle thousands of projects per year, and it is difficult to manage all these projects concurrently. Too often, projects do not get the attention they need when they need it. Management inattention can lead to late projects or projects with less than desirable content and/or deliverables. This paper discusses the application of Visual Project Management (VPM) as a method to track and manage projects. The VPM approach proved to be a powerful management tool without the overhead and restrictions of traditional management methods.

  16. Integrated Project Teams - An Essential Element of Project Management during Project Planning and Execution - 12155

    Energy Technology Data Exchange (ETDEWEB)

    Burritt, James G.; Berkey, Edgar [Longenecker and Associates, Las Vegas, NV 89135 (United States)

    2012-07-01

    Managing complex projects requires a capable, effective project manager to be in place, who is assisted by a team of competent assistants in various relevant disciplines. This team of assistants is known as the Integrated Project Team (IPT). he IPT is composed of a multidisciplinary group of people who are collectively responsible for delivering a defined project outcome and who plan, execute, and implement over the entire life-cycle of a project, which can be a facility being constructed or a system being acquired. An ideal IPT includes empowered representatives from all functional areas involved with a project-such as engineering design, technology, manufacturing, test and evaluation, contracts, legal, logistics, and especially, the customer. Effective IPTs are an essential element of scope, cost, and schedule control for any complex, large construction project, whether funded by DOE or another organization. By recently assessing a number of major, on-going DOE waste management projects, the characteristics of high performing IPTs have been defined as well as the reasons for potential IPT failure. Project managers should use IPTs to plan and execute projects, but the IPTs must be properly constituted and the members capable and empowered. For them to be effective, the project manager must select the right team, and provide them with the training and guidance for them to be effective. IPT members must treat their IPT assignment as a primary duty, not some ancillary function. All team members must have an understanding of the factors associated with successful IPTs, and the reasons that some IPTs fail. Integrated Project Teams should be used by both government and industry. (authors)

  17. Systems approach to project risk management

    Energy Technology Data Exchange (ETDEWEB)

    Kindinger, J. P. (John P.)

    2002-01-01

    This paper describes the need for better performance in the planning and execution of projects and examines the capabilities of two different project risk analysis methods for improving project performance. A quantitative approach based on concepts and tools adopted from the disciplines of systems analysis, probabilistic risk analysis, and other fields is advocated for managing risk in large and complex research & development projects. This paper also provides an overview of how this system analysis approach for project risk management is being used at Los Alamos National Laboratory along with examples of quantitative risk analysis results and their application to improve project performance.

  18. Examination of the relationship between project management critical success factors and project success of oil and gas drilling projects

    Science.gov (United States)

    Alagba, Tonye J.

    Oil and gas drilling projects are the primary means by which oil companies recover large volumes of commercially available hydrocarbons from deep reservoirs. These types of projects are complex in nature, involving management of multiple stakeholder interfaces, multidisciplinary personnel, complex contractor relationships, and turbulent environmental and market conditions, necessitating the application of proven project management best practices and critical success factors (CSFs) to achieve success. Although there is some practitioner oriented literature on project management CSFs for drilling projects, none of these is based on empirical evidence, from research. In addition, the literature has reported alarming rates of oil and gas drilling project failure, which is attributable not to technical factors, but to failure of project management. The aim of this quantitative correlational study therefore, was to discover an empirically verified list of project management CSFs, which consistent application leads to successful implementation of oil and gas drilling projects. The study collected survey data online, from a random sample of 127 oil and gas drilling personnel who were members of LinkedIn's online community "Drilling Supervisors, Managers, and Engineers". The results of the study indicated that 10 project management factors are individually related to project success of oil and gas drilling projects. These 10 CSFs are namely; Project mission, Top management support, Project schedule/plan, Client consultation, Personnel, Technical tasks, Client acceptance, Monitoring and feedback, Communication, and Troubleshooting. In addition, the study found that the relationships between the 10 CSFs and drilling project success is unaffected by participant and project demographics---role of project personnel, and project location. The significance of these findings are both practical, and theoretical. Practically, application of an empirically verified CSFs list to oil

  19. Successful healthcare programs and projects: organization portfolio management essentials.

    Science.gov (United States)

    Pickens, Scott; Solak, Jamie

    2005-01-01

    Many healthcare organization projects take more time and resources than planned and fail to deliver desired business outcomes. Healthcare IT is a major component of many projects and often undeservedly receives the blame for failure. Poor results are often not a result of faulty healthcare IT or poor project management or poor project execution alone. Many projects fail because of poor portfolio management--poor planning and management of the portfolio of initiatives designed to meet an organization's strategic goals. Because resources are limited, portfolio management enables organizations to more strategically allocate and manage their resources so care delivery, service delivery, and initiatives that advance organizations toward their strategic goals, including healthcare IT initiatives, can be accomplished at the levels of quality and service desired by an organization. Proper portfolio management is the essential foundation for program and project success and supports overall organization success. Without portfolio management, even programs and projects that execute flawlessly may not meet desired objectives. This article discusses the essential requirements for porfolio management. These include opportunity identification, return on investment (ROI) forecast, project prioritization, capacity planning (inclusive of human, financial, capital, and facilities resources), work scheduling, program and project management and execution, and project performance and value assessment. Portfolio management is essential to successful healthcare project execution. Theories are drawn from the Organizational Project Management Maturity Model (OPM3) work of the Project Management Institute and other leading strategy, planning, and organization change management research institutes.

  20. Project Management Performance Drivers

    OpenAIRE

    Ra’ad, Mohammed A.; Najdawi, Mohammad K.

    2010-01-01

    The practice of project management has gained enormous importance over the past several years in various business industries. “In industries as diverse as pharmaceuticals, software, and aerospace, projects drive business” (Wheatley). This gain of importance can be attributed to the magnitude of the impact project performance results in terms of time, cost, and scope have over the project performing entity. “On the basis of data released by the Bureau of Economic Analysis, part of the US De...

  1. ORGANIZATION OF FUTURE ENGINEERS' PROJECT-BASED LEARNING WHEN STUDYING THE PROJECT MANAGEMENT METHODOLOGY

    Directory of Open Access Journals (Sweden)

    Halyna V. Lutsenko

    2015-02-01

    Full Text Available The peculiarities of modern world experience of implementation of project-based learning in engineering education have been considered. The potential role and place of projects in learning activity have been analyzed. The methodology of organization of project-based activity of engineering students when studying the project management methodology and computer systems of project management has been proposed. The requirements to documentation and actual results of students' projects have been described in detail. The requirements to computer-aided systems of project management developed by using Microsoft Project in the scope of diary scheduling and resources planning have been formulated.

  2. Finance and supply management project execution plan

    Energy Technology Data Exchange (ETDEWEB)

    BENNION, S.I.

    1999-02-10

    As a subproject of the HANDI 2000 project, the Finance and Supply Management system is intended to serve FDH and Project Hanford major subcontractor with financial processes including general ledger, project costing, budgeting, and accounts payable, and supply management process including purchasing, inventory and contracts management. Currently these functions are performed with numerous legacy information systems and suboptimized processes.

  3. Information management fiscal year 1996 site support program plan, WBS 6.4. Revision 1

    Energy Technology Data Exchange (ETDEWEB)

    NONE

    1995-09-01

    In the recent past, information resource management (IRM) was a neatly separable component of the overall DOE mission, concerned primarily with procuring and implementing automatic data processing (ADP) systems. As the DOE missions have shifted from producing product to managing processes, those clear lines have blurred. Today, IRM is firmly embedded in all aspects of the DOE mission. BCS Richland, Inc., (BCSR) provides IRM for the Hanford Site. The main focus in executing this mission is to meet customer goals by providing high-quality, timely, and cost-effective electronic communication, computing, and information services. Information resources provide the US Department of Energy, Richland Operations Office (RL) and the Hanford Site contractors the ability to generate, store, access, and communicate information quickly, reliably, and cost effectively. BCSR plans, implements, and operates electronic communication, computing and information management systems that enable effective operation of the Hanford Site. Five strategic initiatives to encompass the vision provide guidance and focus to the information technology (IT) direction for developing the BCSR program plan. These strategic initiatives are the program vision and are as follows: primary focus; fast response; accessible information; world class information management infrastructure; powerful desktop. The business directions that guide the development of the BCSR Program Plan are: (1) emphasize providing cost-effective and value-added communication, computing, and information systems products and services to the Site missions; (2) strengthen the alignment of products and services with Site projects and programs and eliminate duplications Sitewide; (3) focus on the effective resolution of critical Site information management (IM) issues.

  4. Pointing the Way to the Future of Project Management: How the Past and Present Point Towards Project Management's Future

    National Research Council Canada - National Science Library

    Ballister, Robert

    2003-01-01

    .... The lessons learned from those projects, coupled with a look at project management history in general, will be checked against a current project management theory to determine if the focus of today's...

  5. Records Management in the Formerly Used Sites Remedial Action Program (FUSRAP)

    International Nuclear Information System (INIS)

    Morekas, G.N.; Pape, M.B.

    2006-01-01

    The U.S. Army Corps of Engineers' (USACE's) performance of site investigation and remediation under the Formerly Used Sites Remedial Action Program (FUSRAP) requires the use of a records management system in order to effectively capture and manage data, document the decision making process, and allow communication of project information to regulators, congress, and the public. The USACE faces many challenges in managing the vast amount of data, correspondence, and reports generated under this program, including: management of data and reports in a variety of paper, electronic, and microfilm formats; incorporation of records generated by the Department of Energy (DOE) prior to 1997; ensuring smooth flow of information among numerous internal Project Managers and regulators; and facilitating public access to information through the development of CERCLA Administrative Records and response to Freedom of Information Act (FOIA) requests. In 2004-2005, the USACE Buffalo District contracted with Dynamac Corporation to adapt the records management system developed for the Formerly Used Defense Sites (FUDS) Program to the records for the Luckey and Painesville FUSRAP sites. The system, known as the FUDS Information Improvement Plan (FIIP), was jointly developed by the USACE Hazardous, Toxic, and Radioactive Waste Center of Expertise (HTRW-CX), USACE Rock Island District, and several FUDS contractors (including Dynamac Corporation) in 2003. The primary components of the FIIP which address the challenges faced by the FUSRAP Program include: the development of a standardized document organization system; the standardization of electronic conversion processes; the standardization of file naming conventions; and the development of an automated data capture system to speed the process and reduce errors in indexing. The document organization system allows for the assignment of each individual document to one of approximately 150 categories. The categories are based upon a

  6. Competitiveness in organizational integrated computer system project management

    Directory of Open Access Journals (Sweden)

    Zenovic GHERASIM

    2010-06-01

    Full Text Available The organizational integrated computer system project management aims at achieving competitiveness by unitary, connected and personalised treatment of the requirements for this type of projects, along with the adequate application of all the basic management, administration and project planning principles, as well as of the basic concepts of the organisational information management development. The paper presents some aspects of organizational computer systems project management competitiveness with the specific reference to some Romanian companies’ projects.

  7. Project managing your simulator DCS upgrade

    International Nuclear Information System (INIS)

    Carr, S.

    2006-01-01

    The intention of this paper is to provide helpful information and tips for the purchaser with regard to the project management of a DCS upgrade for an existing nuclear power station operator-training simulator. This paper was written shortly after STS Powergen completed two nuclear power station simulator DCS projects in the USA. Areas covered by this paper are: - Contractual documents and arrangements; - Licence and Escrow agreements; - Liquidated damages; - Project management; - Project schedules and resources; - Monitoring progress; - Defect reporting; - DCS automation code; - Access to proprietary information; - Tips for project meetings; - Testing; - Cultural issues; - Training

  8. Agile Project Portfolio Management

    DEFF Research Database (Denmark)

    Andersen, Jesper Rank; Riis, Jens Ove; Mikkelsen, Hans

    2005-01-01

    This paper will provide a preliminary introduction to the application of Agile Thinking in management of project portfolio and company development. At any point in time, companies have a crowd of development initiatives spread around the organisation and managed at different levels...... in the managerial hierarchy. They compete for resources and managerial attention, and they often take too long time - and some do not survive in the rapid changing context. Top man¬agers ask for speed, flexibility and effectiveness in the portfolio of development activities (projects). But which competencies...

  9. Online Project Management for Dynamic e-Collaboration

    Directory of Open Access Journals (Sweden)

    Lucia RUSU

    2010-01-01

    Full Text Available Today's collaborative projects demand efficient and productive software application tools for the workplace that will bring remote teams together to get the work done. Dynamic e-collaboration is a necessity for virtual relations and business agreements. It depends on two distinct factors: trust and need. This paper presents a way to manage remote teams using a web application developed with ColMap model of project management in an IT company. The information exposed and shared applications with partners in collaborative projects are based on RBAC. Group collaboration and management software has been proven to successfully manage and coordinate projects.

  10. Project management in the library workplace

    CERN Document Server

    Daugherty, Alice

    2018-01-01

    This volume of Advances in Library Administration and Organization attempts to put project management into the toolboxes of library administrators through overviews of concepts, analyses of experiences, and forecasts for the use of project management within the profession.

  11. Siting Study Framework and Survey Methodology for Marine and Hydrokinetic Energy Project in Offshore Southeast Florida

    Energy Technology Data Exchange (ETDEWEB)

    Vinick, Charles; Riccobono, Antonino, MS; Messing, Charles G., Ph.D.; Walker, Brian K., Ph.D.; Reed, John K., Ph.D.

    2012-02-28

    Dehlsen Associates, LLC was awarded a grant by the United States Department of Energy (DOE) Golden Field Office for a project titled 'Siting Study Framework and Survey Methodology for Marine and Hydrokinetic Energy Project in Offshore Southeast Florida,' corresponding to DOE Grant Award Number DE-EE0002655 resulting from DOE funding Opportunity Announcement Number DE-FOA-0000069 for Topic Area 2, and it is referred to herein as 'the project.' The purpose of the project was to enhance the certainty of the survey requirements and regulatory review processes for the purpose of reducing the time, efforts, and costs associated with initial siting efforts of marine and hydrokinetic energy conversion facilities that may be proposed in the Atlantic Ocean offshore Southeast Florida. To secure early input from agencies, protocols were developed for collecting baseline geophysical information and benthic habitat data that can be used by project developers and regulators to make decisions early in the process of determining project location (i.e., the siting process) that avoid or minimize adverse impacts to sensitive marine benthic habitat. It is presumed that such an approach will help facilitate the licensing process for hydrokinetic and other ocean renewable energy projects within the study area and will assist in clarifying the baseline environmental data requirements described in the U.S. Department of the Interior Bureau of Ocean Energy Management, Regulation and Enforcement (formerly Minerals Management Service) final regulations on offshore renewable energy (30 Code of Federal Regulations 285, published April 29, 2009). Because projects generally seek to avoid or minimize impacts to sensitive marine habitats, it was not the intent of this project to investigate areas that did not appear suitable for the siting of ocean renewable energy projects. Rather, a two-tiered approach was designed with the first step consisting of gaining overall insight

  12. CEO Sites Mission Management System (SMMS)

    Science.gov (United States)

    Trenchard, Mike

    2014-01-01

    Late in fiscal year 2011, the Crew Earth Observations (CEO) team was tasked to upgrade its science site database management tool, which at the time was integrated with the Automated Mission Planning System (AMPS) originally developed for Earth Observations mission planning in the 1980s. Although AMPS had been adapted and was reliably used by CEO for International Space Station (ISS) payload operations support, the database structure was dated, and the compiler required for modifications would not be supported in the Windows 7 64-bit operating system scheduled for implementation the following year. The Sites Mission Management System (SMMS) is now the tool used by CEO to manage a heritage Structured Query Language (SQL) database of more than 2,000 records for Earth science sites. SMMS is a carefully designed and crafted in-house software package with complete and detailed help files available for the user and meticulous internal documentation for future modifications. It was delivered in February 2012 for test and evaluation. Following acceptance, it was implemented for CEO mission operations support in April 2012. The database spans the period from the earliest systematic requests for astronaut photography during the shuttle era to current ISS mission support of the CEO science payload. Besides logging basic image information (site names, locations, broad application categories, and mission requests), the upgraded database management tool now tracks dates of creation, modification, and activation; imagery acquired in response to requests; the status and location of ancillary site information; and affiliations with studies, their sponsors, and collaborators. SMMS was designed to facilitate overall mission planning in terms of site selection and activation and provide the necessary site parameters for the Satellite Tool Kit (STK) Integrated Message Production List Editor (SIMPLE), which is used by CEO operations to perform daily ISS mission planning. The CEO team

  13. Measures to improve nuclear power project management

    International Nuclear Information System (INIS)

    Ma Xinchao

    2012-01-01

    Focusing on correct application of ability level principle in setting organizational structure, the effective management system has been established, and 8 practical management regimes have been developed. Personnel training and management work shall be well done and enhanced. Experience feedback in construction management shall be well done for all systems. Exchange of construction and management techniques shall be actively carried out. All staff shall participate in safety management. KPI system is adopted for assessing stakeholders' project management method, and PDCA cycle is adopted for continued improved. Management level upgrading measures are proposed to ensure the smooth construction of nuclear power project. Setting forth and popularizing management theory can provide reference for and promote the smooth progress of various nuclear power projects. (author)

  14. How Agile Methods Conquers General Project Management - The Project Half Double Initiative

    DEFF Research Database (Denmark)

    Tordrup Heeager, Lise; Svejvig, Per; Schlichter, Bjarne Rerup

    2016-01-01

    Increased complexity in projects has forced new project management initiatives. In software development several agile methods have emerged and methods such as Scrum are today highly implemented in practice. General project management practice has been inspired by agile software development...

  15. Site characterization quality assurance for the California LLRW Disposal Site Project

    International Nuclear Information System (INIS)

    Hanrahan, T.P.; Ench, J.E.; Serlin, C.L.; Bennett, C.B.

    1988-01-01

    In December of 1985 US Ecology was chosen as the license designee for the State of California's low-level radioactive waste disposal facility. In early 1987, three candidate sites were selected for characterization studies in preparation for identifying the preferred site. The geotechnical characterization activities along with studies of the ecological and archaeological attributes, as well as assessments of the socio-economic impacts and cultural resources all provide input towards selection of the proposed site. These technical studies in conjunction with comments from local citizen committees and other interested parties are used as a basis for determining the proposed site for which full site characterization as required by California licensing requirements are undertaken. The purpose of this paper is to present an overview of the program for Quality Assurance and Quality Control for the site characterization activities on the California LLRW Disposal Site Project. The focus is on three major perspectives: The composite QA Program and two of the primary characterization activities, the geotechnical and the meteorological investigations

  16. Nuclear project management experience in Korea

    International Nuclear Information System (INIS)

    Jae-Pung Jeon

    1987-01-01

    Korea Electric Power Corporation (KEPCO) has been dereloping nuclear power steadily over last 30 years to support effective economic growth of the nation with cheap electric power. In the course of development, KEPCO has experienced various project management patterns diverging from turn-key contracts with foreign vendors to non-turnkey with local affiliates. To culative own project management capabilities, one has to pay continuous efforts for better management systems development and manpower training. KEPCO is ready to share its priceless experiences gained over last three decades of nuclear project operation with any developing nation. (Liu)

  17. Risk management in product innovation projects

    NARCIS (Netherlands)

    Halman, J.I.M.; Keizer, J.A.

    1993-01-01

    In product innovation projects risk management has become increasingly important. Technological and commercial developments ask for effective and efficient product innovation. Systematic diagnosing and management of risks can help to make product innovation projects successful. In this paper a

  18. Hanford Site Composite Analysis Technical Approach Description: Radionuclide Inventory and Waste Site Selection Process.

    Energy Technology Data Exchange (ETDEWEB)

    Nichols, Will E.; Mehta, Sunil

    2017-09-13

    The updated Hanford Site Composite Analysis will provide an all-pathways dose projection to a hypothetical future member of the public from all planned low-level radioactive waste disposal facilities and potential contributions from all other projected end-state sources of radioactive material left at Hanford following site closure. Its primary purpose is to support the decision-making process of the U.S. Department of Energy (DOE) under DOE O 435.1-1, Radioactive Waste Management (DOE, 2001), related to managing low-level waste disposal facilities at the Hanford Site.

  19. Northeast Oregon Hatchery Project final siting report. Final report

    International Nuclear Information System (INIS)

    1995-03-01

    This report presents the results of site analysis for the Bonneville Power Administration Northeast Oregon Hatchery Project. The purpose of this project is to provide engineering services for the siting and conceptual design of hatchery facilities for the Bonneville Power Administration. The hatchery project consists of artificial production facilities for salmon and steelhead to enhance production in three adjacent tributaries to the Columbia River in northeast Oregon: the Grande Ronde, Walla Walla, and Imnaha River drainage basins. Facilities identified in the master plan include adult capture and holding facilities; spawning incubation, and early rearing facilities; full-term rearing facilities; and direct release or acclimation facilities. The evaluation includes consideration of a main production facility for one or more of the basins or several smaller satellite production facilities to be located within major subbasins. The historic and current distribution of spring and fall chinook salmon and steelhead was summarized for the Columbia River tributaries. Current and future production and release objectives were reviewed. Among the three tributaries, forty seven sites were evaluated and compared to facility requirements for water and space. Site screening was conducted to identify the sites with the most potential for facility development. Alternative sites were selected for conceptual design of each facility type. A proposed program for adult holding facilities, final rearing/acclimation, and direct release facilities was developed

  20. SRP [Salt Repository Project] configuration management plan

    International Nuclear Information System (INIS)

    1987-01-01

    This configuration management plan describes the organization, policies, and procedures that will be used on the Salt Repository Project (SRP) to implement the configuration management disciplines and controls. Configuration management is a part of baseline management. Baseline management is defined in the SRP Baseline Procedures Notebook and also includes cost and schedule baselines. Configuration management is a discipline applying technical and administrative direction and surveillance to identify and document the functional and physical characteristics of an item, to control changes to those characteristics, to record and report change processing and implementation status, and to audit the results. Configuration management is designed as a project management tool to determine and control baselines, and ensure and document all components of a project interface both physically and functionally. The purpose is to ensure that the product acquired satisfies the project's technical and operational requirements, and that the technical requirements are clearly defined and controlled throughout the development and acquisition process. 5 figs