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Sample records for project management competencies

  1. 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.

  2. Towards a Taxonomy for Project Management Competences

    NARCIS (Netherlands)

    Nijhuis, S.A.; Vrijhoef, R.; Kessels, Joseph

    2015-01-01

    Recent research on project management competences did not use a standard set of competences. Twenty-five publications, published in or after 2000, show little agreement on their competences: of the 353 only twelve percent is named more than once. Of the 353, 31 are linked to communication, but a

  3. Future development of project management competences.

    NARCIS (Netherlands)

    Silvius, A.J.G.; Batenburg, R.

    2009-01-01

    This paper describes a study into the expected development of the competences of 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

  4. IPMA Standard Competence Scope in Project Management Education

    Science.gov (United States)

    Bartoška, Jan; Flégl, Martin; Jarkovská, Martina

    2012-01-01

    The authors of the paper endeavoured to find out key competences in IPMA standard for educational approaches in project management. These key competences may be used as a basis for project management university courses. An incidence matrix was set up, containing relations between IPMA competences described in IPMA competence baseline. Further,…

  5. 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.'

  6. Job competencies for the malaysian consultant project managers

    Directory of Open Access Journals (Sweden)

    Dr. Ilias Said

    2009-12-01

    Full Text Available Architects, engineers and quantity surveyors are among the main players in construction.Coming from different background and professional background, these professionals bring in their own respective styles and methods of project management practices. There is now a body of opinion among industry people and academics alike that the industry needs to establish competency standard especially for project managers. Irrespective of their professional background, competent project managers should hypothetically deliver high quality services to the clients. A study was conducted at the School of Housing, Building and Planning, University of Science Malaysia (USM, to develop a job competence model for Consultant Project Managers (CPMs. It attempts to determine a set of minimum standards of skills and competencies for CPMs. This paper reports the findings of the study. It provides an insight into the type of competencies needed by CPMs based on the “Job Competence Model for Consultant Project Managers” developed from the study.

  7. An Analytical Method for Measuring Competence in Project Management

    Science.gov (United States)

    González-Marcos, Ana; Alba-Elías, Fernando; Ordieres-Meré, Joaquín

    2016-01-01

    The goal of this paper is to present a competence assessment method in project management that is based on participants' performance and value creation. It seeks to close an existing gap in competence assessment in higher education. The proposed method relies on information and communication technology (ICT) tools and combines Project Management…

  8. Project management competency factors in the built environment

    OpenAIRE

    2013-01-01

    M.Comm. (Business Management) Project failures worldwide are still significantly high, despite the availability of project management frameworks, standards, techniques and methodologies. A project’s success is, in part, contingent on effectively managing the constraints of time, costs and performance, and in order to achieve this, it is essential for the project manager to possess and display appropriate competencies. The problem addressed in this study is to gain understanding of the proj...

  9. Towards a taxonomy for project management competences

    NARCIS (Netherlands)

    Dr Ruben Vrijhoef; Steven Nijhuis; J. Kessels

    2016-01-01

    Presented at Conference: IPMA World Conference 2014, At Rotterdam, The Netherlands, Volume: 28 A taxonomy is used for classifying things in general. For the purpose of this paper it is a systematic classification of competences into hierarchical groups where each sublevel constitutes a breakdown of

  10. 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.

  11. Competence development organizations in project management on the basis of genomic model methodologies

    OpenAIRE

    Бушуев, Сергей Дмитриевич; Рогозина, Виктория Борисовна; Ярошенко, Юрий Федерович

    2013-01-01

    The matrix technology for identification of organisational competencies in project management is presented in the article. Matrix elements are the components of organizational competence in the field of project management and project management methodology represented in the structure of the genome. The matrix model of competence in the framework of the adopted methodologies and scanning method for identifying organizational competences formalised. Proposed methods for building effective proj...

  12. A study on the development of the “Taiwan project management competence scale”

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    Kao I-Chan

    2017-01-01

    Full Text Available On the basis of the 46 competence elements in the International Project Management Association (IPMA ICB Version 3.0 and the PMP competence guidelines in PMBOK® Guide -- Fifth Edition by the Project Management Institute, this study formulates a “Preliminary Draft of the Taiwan Project Management Competence Scale”. After expert review, a pretest was developed for the Taiwan Project Management Competence Scale. With adult students in adult education institutions as the respondents, a pretest was conducted in order to collect data. Confirmatory factor analysis, and reliability analysis were then conducted to construct the “Taiwan Project Management Competence Scale”, which covers the four dimensions of project management of cognitive and conceptual competences, behavioral and technical competences, contextual competences, and moral and ethical competences. It is intended that this scale could be used as reference in future investigations into and measurement of project management competence in Taiwan, thus, facilitating the diagnosis, improvement, and refinement of performance in terms of project management competence.

  13. Exploring organisational competences in Human Factors and UX project work: managing careers, project tactics and organisational strategy.

    Science.gov (United States)

    Furniss, Dominic; Curzon, Paul; Blandford, Ann

    2018-06-01

    Organisational competence in Human Factors and UX (user experience) has not been looked at before despite its relevance to project success. We define organisational competence as the collective competence of the individuals, bringing together their complementary abilities to deliver an outcome that is typically more than the sum of its parts. Twenty-two UX and Human Factors practitioners were interviewed about their project work in two contrasting domains: web design and safety-critical systems to explore organisational competences. Through doing a FRAM analysis, 29 functions and 6 main areas of competences were identified: the central project process; the process of learning about the problem; maintaining and developing client relations; staff development; evolving practices; and the management of documentation for audit and quality control. These dynamic and situated competences form a web of interactions. Managing competences is essential for project success. Implications for managing careers, project tactics and organisational strategy are discussed. Practitioner Summary: Organisational competences impact how routine and non-routine project work is performed, but these have received little attention in the literature. Six key areas of competences in Human Factors and UX project work were identified from practitioner interviews. Managing combinations of adaptive competences is important for developing careers, project tactics and organisational strategies.

  14. Reflexive project management in high-ambition projects : Exploring the competencies for managing innovative sustainable designs

    NARCIS (Netherlands)

    Loeber, A.; 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

  15. Group dynamics for the acquisition of competences in Project Management

    Science.gov (United States)

    Taguas, E. V.; Aguilar, M. C.; Castillo, C.; Polo, M. J.; Pérez, R.

    2012-04-01

    The Bologna Process promotes European citizens' employability from teaching fields in the University which implies the design of activities addressed to the development of skills for the labor market and engagement of employers. This work has been conceived for improving the formation of Engineering Project Management through group dynamics focused on: 1) the use of the creativity for solving problems; 2) promoting leadership capacities and social skills in multidisciplinary/multicultural work groups; 3) the ethical, social and environmental compromise; 4) the continuous learning. Different types of activities were designed: short activities of 15-30 minutes where fragments of books or songs are presented and discussed and long activities (2 h) where groups of students take different roles for solving common problems and situations within the Engineering Projects context. An electronic book with the content of the dynamics and the material for the students has been carried out. A sample of 20 students of Electronic Engineering degree which had participated at least in two dynamics, evaluated the utility for improving their formation in Engineering Project Management with a mark of 8.2 (scale 0-10, standard deviation equal to 0.9). On the other hand, the teachers observed how this type of work, promotes the interdisciplinary training and the acquisition of social skills, usually not-included in the objectives of the subjects.

  16. A Principal Component Analysis of Project Management Construction Industry Competencies for the Ghanaian

    Directory of Open Access Journals (Sweden)

    Rockson Dobgegah

    2011-03-01

    Full Text Available The study adopts a data reduction technique to examine the presence of any complex structure among a set of project management competency variables. A structured survey questionnaire was administered to 100 project managers to elicit relevant data, and this achieved a relatively high response rate of 54%. After satisfying all the necessary tests of reliability of the survey instrument, sample size adequacy and population matrix, the data was subjected to principal component analysis, resulting in the identification of six new thematic project management competency areas ; and were explained in terms of human resource management and project control; construction innovation and communication; project financial resources management; project risk and quality management; business ethics and; physical resources and procurement management. These knowledge areas now form the basis for lateral project management training requirements in the context of the Ghanaian construction industry. Key contribution of the paper is manifested in the use of the principal component analysis, which has rigorously provided understanding into the complex structure and the relationship between the various knowledge areas. The originality and value of the paper is embedded in the use of contextual-task conceptual knowledge to expound the six uncorrelated empirical utility of the project management competencies.

  17. FORMATION OF RESPONSIBILITY AS A BEHAVIORAL SPECIALIST COMPETENCE IN PROJECT MANAGEMENT

    Directory of Open Access Journals (Sweden)

    Олександр Семенович ПОНОМАРЬОВ

    2016-02-01

    Full Text Available The essence of the phenomenon of responsibility is considered. It plays an important role in the life of man and society. A sense of personal responsibility is essential for professional project management. However, with respect to the standard IPMA behavioral competencies of the specialist does not consider responsibility as a competence. This article explains the need to consider the responsibility of one of the most important behavioral competencies of project management specialists. The paper analyzes the problem of studying the phenomenon of responsibility. Examples of his studies in philosophy, psychology, and pedagogy. The approaches to the formation and development of students' responsibility. Emphasized the lack of an integrated system of education accountability in higher education. Illuminated by the author's practical experience in the formation and development of responsibility in the process of teaching of the discipline "managerial competence". In particular, the standard program is supplemented with important topics of the course on the philosophy of management, psychology, management and culture management. It is shown that the effective formation of responsibility of students is necessary to ensure the integrity of the system of educational process and consistently apply active learning methods. It was stressed that the responsibility is required professionally and socially important personal characteristics of a person. This primarily relates to the project and to the members of his project team. It is proposed to include responsibility in behavioral specialist competencies in project management as one of the most important components.

  18. Building Project Competence

    DEFF Research Database (Denmark)

    Pemsel, Sofia; Wiewiora, Anna

    This research investigates the development of project competence, and particularly, three related dynamic capabilities (shifting, adapting, leveraging) that contribute to project competence development. In doing so, we make use of the emerging literature on knowledge governance and theorize how...... of dynamic capability building promoting project competence development....

  19. Correlational Study of Project Managers' Competence Experience, Education, and Technology Experience on Project

    Science.gov (United States)

    Hosford, Bryan

    2017-01-01

    Organizations continue to rely on information technology (IT) as a foundational element, yet poor IT project success continues to impact growth and innovation. Research into IT project success is widespread yet has focused on high-level project management attributes, not specific IT solutions. A review of the research literature revealed that the…

  20. Evaluation of the Project Management Competences Based on the Semantic Networks

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    Constanta Nicoleta BODEA

    2008-01-01

    Full Text Available The paper presents the testing and evaluation facilities of the SinPers system. The SinPers is a web based learning environment in project management, capable of building and conducting a complete and personalized training cycle, from the definition of the learning objectives to the assessment of the learning results for each learner. The testing and evaluation facilities of SinPers system are based on the ontological approach. The educational ontology is mapped on a semantic network. Further, the semantic network is projected into a concept space graph. The semantic computability of the concept space graph is used to design the tests. The paper focuses on the applicability of the system in the certification, for the knowledge assessment, related to each element of competence. The semantic computability is used for differentiating between different certification levels.

  1. Leadership Competences Among Managers

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    Anna Baczynska

    2017-06-01

    Full Text Available Purpose: The aim of this paper is to present the results of a survey conducted among managers (N=38 in the framework of the project “Development of the Bounded Leadership Theory”. The research juxtaposes two types of variables: (1 leadership competencies outlined in Kozminski’s theory (i.e. anticipatory, visionary, value-creating, mobilizing, self-reflection with (2 three psychological predispositions of leaders, such as intelligence, personality and ability to influence others. The tested predispositions represented three groups: non-variable traits, or permanent characteristics (intelligence, partially variable characteristics (personality and variable characteristics (influence tactics. Methodology: A total of 38 middle and senior managers, students of the MBA programme at Kozminski University, took part in the survey. Participants flled out a preliminary version of the Leadership Competence Questionnaire, as well as tests pertaining to intelligence, personality and influence tactics. The hypotheses were tested using Spearman’s rho correlation. The research has brought interesting results relating to the correlation between the fve tested competencies and leadership predispositions. Findings: Permanent and partly stable characteristics do not correlate with leadership competencies, i.e. a high score in leadership competencies is not necessarily synonymous with high intelligence levels or positive personality traits. Correlations have been observed between mobilization skills and influence tactics in the surveyed sample, i.e. legitimacy and personal appeals that leaders have recourse to and, in the case of value-creating competencies, an interesting correlation with legitimacy. Originality: The study constitutes an important contribution to the extant literature, as – first and foremost – it represents a new approach to the understanding of leadership competencies. Secondly, it reveals correlations between complex skills, i

  2. Developing Process Competencies in Co-orperation, Learning and Project Management

    DEFF Research Database (Denmark)

    Kolmos, Anette; Kofoed, Lise Busk

    2002-01-01

    The paper presents an analysis of the course, " Co-operation, Learning, and Project Management" for first year students in the Department of Engineering and Science at Aalborg University, Denmark.......The paper presents an analysis of the course, " Co-operation, Learning, and Project Management" for first year students in the Department of Engineering and Science at Aalborg University, Denmark....

  3. Competency based career ladders for project managers in a large research & development organisation

    CSIR Research Space (South Africa)

    Fourie, W

    2011-06-01

    Full Text Available the same organisation employing multiple sources of evidence to determine an optimal way of recognising and rewarding the career growth of project managers. Employee loyalty and career decisions are influenced by motivational theory, the need for career...

  4. Methodologies of Project Management

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    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.

  5. The project management educational institution. A pedagogical model for the formation of competent technicians and technologists

    Directory of Open Access Journals (Sweden)

    Manuel Roberto Tolozano-Benites

    2016-09-01

    Full Text Available This paper presents some theoretical and methodological considerations that support a model of institutional educational management for the training of technicians and technologists in the Bolivarian technological Institute of technology (ITB, in the city of Guayaquil, Ecuador. It is considered that different versions of the educational project that have preceded the new proposal, lack of continuity and definition concrete categories that comprise it and the basic elements for practical operation during the management process. Of equal mode, not have favoured the concretion of a plan of development integral that exceed and transfer them borders of the positions academic individual of them managers institutional. The new model is comprised of different components in an organic integration and its application in practice takes place through an institutional educational project

  6. [Nursing Research Project on Management Training (IN.FOR.MA): evaluation of the competencies acquired during Phase 1].

    Science.gov (United States)

    Rega, Maria Luisa; Ghera, Patrizia; Dessy, Orietta; Di Lullo, Massimiliano; Galletti, Caterina

    2012-01-01

    The aim of the present study is to define the state of the art in nursing management training in Italy and to assess the effectiveness of training in a working context. The first phase of the IN.FOR.MA project consisted of creating a data collection tool, a questionnaire, based on paradigmatic pedagogic methodology. This was followed by a pilot study to test its effectiveness. Reliability was tested using the Cronbach's alpha test and the values obtained were between 0.79 and 0.82 for the overall scale and between 0.71 and 0.90 for the subscales. The maximum expression of the competencies perceived using the Likert scale was 4 (Fair), with a maximum value of 5 obtained in 53,06% of the total sample in the "Management" area and a minimum value between 3 (discreet) and 4 (fair) in 33.6% of the total in the area "Training and Research". Perception of the working value of the training experience reached 5 (very) , with an average value of 54,08% of the overall sample. The IN.FOR.MA questionnaire made it possible to assess the training course by focusing on the perception of the competencies acquired, with medium to high levels according to the Likert scale. The level of usefulness of these competencies in daily activities was highest in "Management" followed by "Programming and organization" and "Integration".

  7. Managing Regulatory Body Competence

    International Nuclear Information System (INIS)

    2013-01-01

    In 2001, the IAEA published TECDOC 1254, which examined the way in which the recognized functions of a regulatory body for nuclear facilities results in competence needs. Using the systematic approach to training (SAT), TECDOC 1254 provided a framework for regulatory bodies for managing training and developing and their maintaining their competence. It has been successfully used by many regulators. The IAEA has also introduced a methodology and an assessment tool - Guidelines for Systematic Assessment of Regulatory Competence Needs (SARCoN) - which provides practical guidance on analysing the training and development needs of a regulatory body and, through a gap analysis, guidance on establishing competence needs and how to meet them. In 2009, the IAEA established a steering committee (supported by a bureau) with the mission to advise the IAEA on how it could best assist Member States to develop suitable competence management systems for their regulatory bodies. The committee recommended the development of a safety report on managing staff competence as an integral part of a regulatory body's management system. This Safety Report was developed in response to this request. It supersedes TECDOC 1254, broadens its application to regulatory bodies for all facilities and activities, and builds upon the experience gained through the application of TECDOC 1254 and SARCoN and the feedback received from Member States. This Safety Report applies to the management of adequate competence as needs change, and as such is equally applicable to the needs of States 'embarking' on a nuclear power programme. It also deals with the special case of building up the competence of regulatory bodies as part of the overall process of establishing an 'embarking' State's regulatory system

  8. 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....

  9. 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...

  10. DEFORMATION FIELD OF COMPETENCE IN INNOVATIVE PROJECTS

    Directory of Open Access Journals (Sweden)

    Сергей Дмитриевич БУШУЕВ

    2017-03-01

    Full Text Available The use of a competence-based approach in the programs of innovative development organizations is considered. An analysis of the latest achievements in the world and Ukraine in the field of application of the competency approach in the programs of organizational development is done. The principles of Bloom's taxonomy to generate fields of competence and expertise are given. The principle of the curvature of field of competencies in innovative projects and programs is formulated. Application of the model taking into account the deformation of the competencies of the field allows to increase the accuracy of the model and to determine the trajectory of development of competence of project managers, teams, and organizations. An example of an organization competency assessment based on IPMA Delta model is given. The successful implementation of innovative projects and programs provided by the creative use of competency approach. This approach can be used as a common language of communication, which brings together the organization and employees, tasks and performers. Thus the development of the organization and development of personnel takes place at the same time.

  11. The Influence of Competency Level and Maturity in Project Management in the Corporate Income of an Company of the Transformation Sector

    Directory of Open Access Journals (Sweden)

    Gislaine Cristina dos Santos Teixeira

    2016-04-01

    Full Text Available The knowledge and project management practices contribute to the strategic execution and the maturity of these methodologies increases significantly the probability of success project. Even though, corporations, which instilled this methodology on their strategies, have tabled a number of projects showing less than satisfactory outcomes, due to set of factors linked to management and to corporate strategy implanted. This article aims to analyze the influence of competence and maturity in project management of matrix teams and managers in the results of projects and therefore on the corporate results. The research is qualitative, based on the method of single case study. The main results indicate the existence of a strong influence between skills and maturity in project management in operating performance and results of the organization.

  12. Management Competences, not Tools and Techniques

    DEFF Research Database (Denmark)

    Rose, Jeremy; Pedersen, Keld; Hosbond, Jens Henrik

    2007-01-01

    in practice. This study, in contrast, uses a qualitative grounded theory approach to develop the basis for an alternative theoretical perspective: that of competence. A competence approach to understanding software project management places the responsibility for success firmly on the shoulders of the people...... competences and desired project outcomes, we collected data through interviews, focus groups and one large plenary meeting with most of the company's project managers. Data analysis employed content analysis for concept (variable) development and causal mapping to trace relationships between variables....... In this way we were able to build up a picture of the competences project managers use in their daily work at WM-data, which we argue is also partly generaliseable to theory. The discrepancy between the two perspectives is discussed, particularly in regard to the current orientation of the software...

  13. THE PROJECTED RATE OF COMPETENCE FORMATION AS A TOOL OF EDUCATIONAL MANAGEMENT OF ADVANCED LEVEL OF EDUCATION

    Directory of Open Access Journals (Sweden)

    L. V. Lvov

    2017-01-01

    Full Text Available Introduction. Specially organized complex of the scientific research directed to obtaining the reliable advancing information about development of pedagogical members is necessary for the development of educational policy, the strategy of development for educational systems, and methods of management of quality of pedagogical activity at different stages of education. The result of the educational management of professional and educational process is caused by the quality of pedagogical design. In turn, the quality of pedagogical forecasting is a factor determining the overall effectiveness of management through the pedagogical design.The aim of this article is to describe the model that allows applying the rate of competence formation as a tool of educational management and providing the advanced level of education. Methodology and research methods are based on pre-competence and context approach, which supposes the content selection as a set of competencies and designing the educational and professional process with the use of the rate of formation of ability and readiness (competency as a tool of teaching management.Results. The author states socio-pedagogical contradiction, which is in acute shortage of predictive tools in the management of the educational process. The article describes terminology and empirical mathematical models that underpin pedagogical management of the educational and professional training of students that provides the advanced level of formation of organizational and managerial competence.Scientific novelty. The author clarifies the concept of the advanced level of education; introduces the term of the rate of formation of competency; proposes a new model to solve the problem of predicting learning outcomes and timely management influence by managers of education at all stages of the design and functioning of the educational system in the conditions of implementation of competence-based approach in the higher school

  14. Process competencies in a problem and project based learning environment

    DEFF Research Database (Denmark)

    Du, Xiangyun; Kolmos, Anette

    2006-01-01

    with the expected professional competencies. Based on the educational practice of PBL Aalborg Model, which is characterized by problem-orientation, project-organization and team work, this paper examines the process of developing process competencies through studying engineering in a PBL environment from...... process competencies through doing problem and project based work in teams? 2) How do students perceive their achievement of these process competencies?......Future engineers are not only required to master technological competencies concerning solving problems, producing and innovating technology, they are also expected to have capabilities of cooperation, communication, and project management in diverse social context, which are referred to as process...

  15. 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

  16. 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...

  17. 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...

  18. Industrial training approach using GPM P5 Standard for Sustainability in Project Management: a framework for sustainability competencies in the 21st century

    Science.gov (United States)

    Johan, Kartina; Mohd Turan, Faiz

    2016-11-01

    Malaysian Engineering Accreditation (Engineering Programme Accreditation Manual, 2007) requires all bachelor degree in engineering programmes to incorporate a minimum of two months industrial training in order for the programme to be accredited by the council. The industrial training has the objective to provide students on the insights of being an engineer at the workplace hence increasing their knowledge in employability skills prior to graduation. However the current structure of industrial training is not able to inculcate good leadership ability and prepare students with sustainability competencies needed in the era of Sustainable Development (SD). This paper aims to study project management methodology as a framework to create a training pathway in industrial training for students in engineering programs using Green Project Management (GPM) P5 standard for sustainability in project management. The framework involves students as interns, supervisors from both university and industry and also participation from NonProfit Organisation (NPO). The framework focus on the development of the student's competency in employability skills, lean leadership and sustainability competencies using experiential learning approach. Deliverables of the framework include internship report, professional sustainability report using GPM P5 standard and competency assessment. The post-industrial phase of the framework is constructed for students to be assessed collaboratively by the university, industry and the sustainability practitioner in the country. The ability for the interns to act as a change agent in sustainability practices is measured by the competency assessment and the quality of the sustainability report. The framework support the call for developing holistic students based on Malaysian Education Blueprint (Higher Education) 2015-2025 and address the gap between the statuses of engineering qualification to the sustainability competencies in the 21st century in

  19. PROJECT PORTFOLIO SELECTION COMPETENCES RESEARCH INUNIVERSITIES OF LITHUANIA

    OpenAIRE

    R #363;ta #268;iutien #279;; Evelina Meilien #279;; Bronius Neverauskas

    2011-01-01

    As a result of the theoretical findings, the paperdemonstrates that projectportfolio selection is crucial project management problem. Successful ProjectPortfolio management requires specific competences.Every project of projectportfolio must be evaluated according to the basedcriteria and parameters.Empirical study was based on framework matrix withfour parameters of projectportfolio selection and only two phases of projectportfolio formation. The r...

  20. The TENCompetence Personal Competence Manager

    NARCIS (Netherlands)

    Kew, Christopher

    2007-01-01

    The European Network for Lifelong Competence Development is an Integrated Project funded by the EU. Its goal is to establish an innovative technical and organizational infrastructure using open-source, standards-based technology to support lifelong competence development. In this paper

  1. Blueprint for Sustainable Change in Diversity Management and Cultural Competence: Lessons From the National Center for Healthcare Leadership Diversity Demonstration Project.

    Science.gov (United States)

    Dreachslin, Janice L; Weech-Maldonado, Robert; Gail, Judith; Epané, Josué Patien; Wainio, Joyce Anne

    How can healthcare leaders build a sustainable infrastructure to leverage workforce diversity and deliver culturally and linguistically appropriate care to patients? To answer that question, two health systems participated in the National Center for Healthcare Leadership's diversity leadership demonstration project, November 2008 to December 2013. Each system provided one intervention hospital and one control hospital.The control hospital in each system participated in pre- and postassessments but received no preassessment feedback and no intervention support. Each intervention hospital's C-suite leadership and demonstration project manager worked with a diversity coach provided by the National Center for Healthcare Leadership to design and implement an action plan to improve diversity and cultural competence practices and build a sustainable infrastructure. Plans explored areas of strength and areas for improvement that were identified through preintervention assessments. The assessments focused on five competencies of strategic diversity management and culturally and linguistically appropriate care: diversity leadership, strategic human resource management, organizational climate, diversity climate, and patient cultural competence.This article describes each intervention hospital's success in action plan implementation and reports results of postintervention interviews with leadership to provide a blueprint for sustainable change.

  2. Public health financial management competencies.

    Science.gov (United States)

    Honoré, Peggy A; Costich, Julia F

    2009-01-01

    The absence of appropriate financial management competencies has impeded progress in advancing the field of public health finance. It also inhibits the ability to professionalize this sector of the workforce. Financial managers should play a critical role by providing information relevant to decision making. The lack of fundamental financial management knowledge and skills is a barrier to fulfilling this role. A national expert committee was convened to examine this issue. The committee reviewed standards related to financial and business management practices within public health and closely related areas. Alignments were made with national standards such as those established for government chief financial officers. On the basis of this analysis, a comprehensive set of public health financial management competencies was identified and examined further by a review panel. At a minimum, the competencies can be used to define job descriptions, assess job performance, identify critical gaps in financial analysis, create career paths, and design educational programs.

  3. A organização da atividade de gerenciamento de projetos: os nexos com competências e estrutura Project management activity organization: links between competences and structure

    Directory of Open Access Journals (Sweden)

    Roque Rabechini Junior

    2011-01-01

    Full Text Available O objetivo deste trabalho é estudar os vínculos existentes entre as práticas de gerenciamento de projetos vis-à-vis a adequação da estrutura e das competências organizacionais. A metodologia de estudo de caso foi escolhida para auxiliar na apresentação deste trabalho na forma de resultados de uma investigação empírica. A pesquisa foi realizada em uma empresa da cadeia produtiva do setor automobilístico. Os resultados apontaram os fatores determinantes da estrutura, dos quais se destacam: a falta de memória técnica, o desenvolvimento gerencial e o custo da estrutura. Além disso, foi constatado um cenário de baixas competências nos âmbitos do indivíduo, das equipes e da organização.This study aims to understand the links between project management practices and organizational structure and competences. The case study methodology was chosen in order to present an empirical investigation. The research was conducted in a company in the automotive sector. The results show the structure determinants, among which are: lack of memory technology, management development, and cost structure. Furthermore, a scenario of low competences was found in the individual, team , and organizational dimensions.

  4. 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 ...

  5. [Flexibility competencies: emotional organization management].

    Science.gov (United States)

    Caballero Muñoz, Domingo; Blanco Prieto, Antonio

    2007-11-01

    The aim of this article is to analyse the transferral of flexibility from contemporary organizations to workers. Through the approach of management by competencies, organizations try to develop in their workers behaviours that are related to efficient job performance. In order to appraise the importance of this approach, we used a critical-rational perspective to discuss the productivity demands that are characteristic of advanced industrial societies. The article shows how the link between workers' flexibility management and their emotional competencies affects their lives, which, like the organizations, should be versatile and adaptable to change.

  6. Competing values in public management

    NARCIS (Netherlands)

    van der Wal, Z.; de Graaf, G.; Lawton, A.

    2011-01-01

    The main objective of the article is to review relevant literature on (competing) public values in public management and to present a number of perspectives on how to deal with value conflicts in different administrative settings and contexts. We start this symposium with the assumption that value

  7. Leadership Competencies for Managing Diversity

    OpenAIRE

    Jan Visagie; Herman Linde; Werner Havenga

    2011-01-01

    The new understanding of diversity involves more than increasing the number of different identity groups on the payroll. An important proposal is that the experience of diversity in an organisation results from pervasive styles of management. This article dealt with the specific paradigms of diversitymanagement and leadership style theory used to address the research problem in the empirical study, namely ‘Is diversity management experience related to leadership styles or competencies?’ The m...

  8. Competencies and (global) talent management

    CERN Document Server

    2017-01-01

    This book covers the main issues on the study of competencies and talent management in modern and competitive organizations. The chapters show how organizations around the world are facing (global) talent management challenges and give the reader information on the latest research activity related to that. Innovative theories and strategies are reported in this book, which provides an interdisciplinary exchange of information, ideas and opinions about the workplace challenges.

  9. HUBUNGAN KOMPETENSI PROJECT MANAGER TERHADAP KEBERHASILAN PROYEK KONSTRUKSI GEDUNG

    OpenAIRE

    Ida Ayu Ari Brahmantariguna; GAP. Candra Dharmayanti; I W. Yansen

    2016-01-01

    Abstract :One of the factor that influences the achievement of a project success is the role of a project manager. A reliable project manager, who knows his duties as a project leader and has the necessary competency requirements is needed to achieve the success of the project. The competence of a project manager can be measured by three aspects: knowledge, skill and attitude.This research  aims to analyze the relationship between project manager competencies (that measured by three independe...

  10. Managerial competencies in Operations Management

    Directory of Open Access Journals (Sweden)

    Carmen Gonzalez-Zapatero

    2017-06-01

    Full Text Available The main objective of this paper is to develop a method of self-assessment of managerial competencies in Operations Management. Specifically we work the following skills: Analytical Consideration, Planification and organization, Consciousness and teamwork, Adaptability, Assertiveness, Leadership. The empirical evidence shows how some of these abilities are related to the results of the course while no relation was found with the results obtained with the results the rest of the degree.

  11. Developing Export Management Competencies and Skills among Undergraduate Business Students.

    Science.gov (United States)

    Scharf, Fred; Bell, Jim

    2002-01-01

    Responses of 25 Northern Ireland business students who undertook client-sponsored projects in local businesses reported increased proficiency in conducting research, improved competence in export management, development of soft skills, and better ability to apply theory to practice. (SK)

  12. Competences and life management programmes

    International Nuclear Information System (INIS)

    Brunatti, S.; Bergara, A.; Ranalli, J.; Versaci, R.

    2007-01-01

    surveillance. In some cases, it may be impossible to rebuild information. As a consequence assumptions may have to be made that cannot be easily substantiated. It is therefore essential that the strategies for plant life management are developed with sufficient clarity to enable the associated human resource strategy or long term Human Resources plan to be developed. This strategy/plan should be reviewed and updated periodically to verify that it is consistent with and supports the nuclear power plant life cycle needs. In this work we analyze the competences of young peoples for working in the Life Management and Life Extension of Nuclear Power Plants Programmes. Competences and skills are understood as including knowing and understanding (theoretical knowledge of an academic field, the capacity to know and understand), knowing how to act (practical and operational application of knowledge to certain situations), knowing how to be (values as an integral element of the way of perceiving and living with others and in a social context). Competences represent a combination of attributes (with respect to knowledge and its application, attitudes, skills and responsibilities) that describe the level or degree to which a person is capable of performing them. In this context, a competence or a set of competences mean that a person puts into play a certain capacity or skill and performs a task, where he/she is able to demonstrate that he/she can do so in a way that allows evaluation of the level of achievement. Competences can be carried out and assessed. It also means that a normally person does not either possess or lack a competence in absolute terms, but commands it to a varying degree, so that competences can be placed on a continuum. The following was taken as a working classification: - Instrumental Competences: Those having an instrumental function. They include: Cognitive abilities, capacity to understand and manipulate ideas and thoughts; Methodological capacities to

  13. In Search of Competencies Needed in BPM Projects

    NARCIS (Netherlands)

    B.M.E. de Waal; J.P.P. Ravesteijn; Ronald Batenburg

    2008-01-01

    Business Process Management (BPM) and supporting BPM-systems are increasingly implemented within organizations and supply chains. However a common accepted definition of the BPM-concept is omitted and the same is true for the competencies (knowledge, skills and attitudes) that project members need

  14. Financing of Competing Projects with Venture Capital

    OpenAIRE

    Goldfain, Ekaterina; Kovac, Eugen

    2005-01-01

    We analyze innovation race in a moral hazard setting. We develop a model in which two competing entrepreneurs work independently on the same project. The entrepreneurs do not possess any wealth of their own and their research is financed by a venture capitalist. The project, if successful, generates a prize, which is to be shared between the winning entrepreneur and the venture capitalist. The venture capitalist cannot observe the allocation of funds he provides, which creates a moral hazard ...

  15. Linking Project-Based Interdisciplinary Learning and Recommended Professional Competencies with Business Management, Digital Media, Distance Learning, Engineering Technology, and English

    Science.gov (United States)

    Bender, Melinda; Fulwider, Miles; Stemkoski, Michael J.

    2008-01-01

    This paper encourages the investigation of real world problems by students and faculty and links recommended student competencies with project based learning. In addition to the traditional course objectives, project-based learning (PBL) uses real world problems for classroom instruction and fieldwork to connect students, instructors, and industry…

  16. Administrative Management Competencies for Safety Professionals.

    Science.gov (United States)

    Blair, Earl H.; Logan, Joyce P.

    1999-01-01

    In a 1997 study, 245 safety professionals and educators identified and prioritized management competencies that are important for safety professionals. Results show that the most important competencies are communication, listening, motivating others, creative thinking, and flexibility. (JOW)

  17. 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

  18. Managing globally distributed expertise with new competence management solutions a big-science collaboration as a pilot case.

    CERN Document Server

    Ferguson, J; Livan, M; Nordberg, M; Salmia, T; Vuola, O

    2003-01-01

    In today's global organisations and networks, a critical factor for effective innovation and project execution is appropriate competence and skills management. The challenges include selection of strategic competences, competence development, and leveraging the competences and skills to drive innovation and collaboration for shared goals. This paper presents a new industrial web-enabled competence management and networking solution and its implementation and piloting in a complex big-science environment of globally distributed competences.

  19. 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

  20. SIMULATION OF ORGANIZATIONAL ILLNESSES IN PROJECT MANAGEMENT

    Directory of Open Access Journals (Sweden)

    Денис Антонович ХАРИТОНОВ

    2015-05-01

    Full Text Available The article examined the fractal model of organizational diagnosis of pathologies in project management development. The proposed fractal model based on the competency approach to project management and allows evaluating the pathology of the project-oriented organizations.

  1. 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…

  2. 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.

  3. 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.

  4. 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

  5. A new vision of management competencies built in Business Simulations

    Directory of Open Access Journals (Sweden)

    Gabriel Vianna Schlatter

    2015-09-01

    Full Text Available This paper presents a survey conducted on users of an online business simulation for an undergraduate Business Administration course. Previous research on the use of business simulations described the validity of this resource as a method for developing managerial skills, as well as the perceptions of students about the experience. However, few studies sought to directly assess which management competencies are built through the use of simulators. In this study, students expressed their perception of the management competencies developed by participating in the simulation. The survey was structured according to the macro-competencies proposed by the Tuning Latin America Project and identified those with higher and lower perceived development.  It was found that the simulation was useful in building up competencies related to the use of information to support decision-making, management of company resources at the operational level and the identification and management of business risks. Moreover, it was possible to determine through factor analysis that the construction of various competencies occurred simultaneously, creating more elaborate assemblies. Five sets, composed of several competencies, have been identified and described as: carrying out undertakings based on data and facts; managing organization´s processes and projects; developing their own planning process; acting primarily with social responsibility; and, managing change risks through teamwork.

  6. Sustainability in Project Management Competences

    NARCIS (Netherlands)

    Ron Schipper; Gilbert Gilbert Silvius

    2012-01-01

    Sustainability is one of the most important challenges of our time. How can we develop prosperity, without compromising the life of future generations? Companies are integrating ideas of sustainability in their marketing, corporate communication, annual reports and in their actions. The concept of

  7. A proposed model for construction project management ...

    African Journals Online (AJOL)

    Log in or Register to get access to full text downloads. ... (decision-making, problem-solving, listening, verbal competency, motivation, persuasion, ... Keywords: Communication skills and leadership model, construction project management, ...

  8. Project Management: Essential Skill of Nurse Informaticists.

    Science.gov (United States)

    Sipes, Carolyn

    2016-01-01

    With the evolution of nursing informatics (NI), the list of skills has advanced from the original definition that included 21 competencies to 168 basic competencies identified in the TIGER-based Assessment of Nursing Informatics Competencies (TANIC) and 178 advanced skills in the Nursing Informatics Competency Assessment (NICA) L3/L4 developed by Chamberlain College of Nursing, Nursing Informatics Research Team (NIRT). Of these competencies, project management is one of the most important essentials identified since it impacts all areas of NI skills and provides an organizing framework for processes and projects including skills such as design, planning, implementation, follow-up and evaluation. Examples of job roles that specifically require project management skills as an essential part of the NI functions include management, administration, leadership, faculty, graduate level master's and doctorate practicum courses. But first, better understanding of the NI essential skills is vital before adequate education and training programs can be developed.

  9. Managing globally distributed expertise with new competence management solutions: a big-science collaboration as a pilot case.

    OpenAIRE

    Ferguson, J; Koivula, T; Livan, M; Nordberg, M; Salmia, T; Vuola, O

    2003-01-01

    In today's global organisations and networks, a critical factor for effective innovation and project execution is appropriate competence and skills management. The challenges include selection of strategic competences, competence development, and leveraging the competences and skills to drive innovation and collaboration for shared goals. This paper presents a new industrial web-enabled competence management and networking solution and its implementation and piloting in a complex big-science ...

  10. 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...

  11. 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

  12. Revisiting purchasing competence - In a project context

    DEFF Research Database (Denmark)

    Lutz, Salla

    2015-01-01

    purchasing and competences required undertaking these activities. Four overall purchasing competence areas were identified. Hence, four propositions related to the purchasing competence were developed by iteratively combining elements from the purchasing literature with an empirical inquiry in an offshore...

  13. 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

  14. 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

  15. Developing a Framework for Communication Management Competencies

    Science.gov (United States)

    Jeffrey, Lynn Maud; Brunton, Margaret Ann

    2011-01-01

    Using a hierarchical needs assessment model developed by Hunt we identified the essential competencies of communication management practitioners for the purpose of curriculum development and selection. We found that the underlying values of the profession were embodied in two superordinate goals. Six major competencies were identified, which were…

  16. 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...

  17. 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

  18. 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.

  19. Method ranks competing projects by priorities, risk

    International Nuclear Information System (INIS)

    Moeckel, D.R.

    1993-01-01

    A practical, objective guide for ranking projects based on risk-based priorities has been developed by Sun Pipe Line Co. The deliberately simple system guides decisions on how to allocate scarce company resources because all managers employ the same criteria in weighing potential risks to the company versus benefits. Managers at all levels are continuously having to comply with an ever growing amount of legislative and regulatory requirements while at the same time trying to run their businesses effectively. The system primarily is designed for use as a compliance oversight and tracking process to document, categorize, and follow-up on work concerning various issues or projects. That is, the system consists of an electronic database which is updated periodically, and is used by various levels of management to monitor progress of health, safety, environmental and compliance-related projects. Criteria used in determining a risk factor and assigning a priority also have been adapted and found useful for evaluating other types of projects. The process enables management to better define potential risks and/or loss of benefits that are being accepted when a project is rejected from an immediate work plan or budget. In times of financial austerity, it is extremely important that the right decisions are made at the right time

  20. Improving Technological Competency in Nursing Students: The Passport Project

    Directory of Open Access Journals (Sweden)

    Julie Edwards

    2011-07-01

    Full Text Available Integration of informatics competency into a nursing curriculum is important to ensure success throughout the education and career of contemporary nursing students. As enrollment in nursing programs increases, the diverse population of students from many different cultural and socioeconomic backgrounds presents a challenge for faculty in addressing unique learning needs. Competency in informatics will allow the beginning nursing student to navigate the on-line teaching software used by colleges. With rigorous expectations in nursing programs, students may feel overwhelmed with assignments, organization, and time management. Frustration may build when students struggle with basic informatics competency, often leaving them unable to navigate instructional websites or work with necessary on-line learning content. The purpose of this project, Passport Project for Nursing Success, was to assess the skills, knowledge, and informatics comfort level of students, while providing computer training and teaching for beginning nursing students in an undergraduate nursing program in Central Illinois. The community college encompassed students from a ten county area, with 20 percent of the student population enrolled in the Applied Science curriculum. Initial implementation occurred prior to the students' first nursing course and emphasized basic skills necessary to navigate on-line learning software, library search engines, and electronic communication. The greatest barrier to successful implementation was faculty resistance and academic support during completion of the initial implementation of the Passport Project. Post- project surveys indicated overwhelming student support for the education received and improved retention rates of first semester nursing students.

  1. 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

  2. Competency management: Balancing between commitment and control

    OpenAIRE

    Heinsman, Hanneke; de Hoogh, Annebel H. B.; Koopman, Paul L.; van Muijen, Jaap J.

    2006-01-01

    This study investigated the relationships between commitment and control approaches and the use of competency management by adopting the theory of planned behavior. Questionnaires were filled out by 43 human resource experts working in different organizations. We expected components of the theory of planned behavior to mediate the relationship between commitment and control approaches and the use of competency management (behavior). Regression analysis showed that perceived behavioral control...

  3. Managing Relationship-driven Competence Dynamics in Professional Service Organisations

    DEFF Research Database (Denmark)

    Skaates, Maria Anne; Seppänen, Veikko

    2002-01-01

    Client relations play a major role in the competence development of professional service providers. However mutuality and particularity are also key concerns in providers' client relationships. Therefore four inter-linked frameworks for classifying relationship-related competence dynamics...... at the levels of the organisation, relationship, and network of relationships are presented. The frameworks are illustrated in a case concerning fault diagnosis software projects undertaken by Finnish contractual R&D provider VTT Electronics. Finally, suggestions are made concerning the use of the frameworks...... by managers of professional service organisations to develop an increased understanding of their own client relationship-specific competence dynamics....

  4. 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.

  5. 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

  6. 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...

  7. 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...

  8. 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.

  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 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...

  11. 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...

  12. Plans for Competency-Based Human Resources Management in KINS

    International Nuclear Information System (INIS)

    Choi, Young-Joon

    2014-01-01

    Background: • Government’s Project for Strengthening Regulatory Competency: → Lessons learned from foreign accident and domestic safety issues: • Importance of the role of trusted and robust regulator; • Regulatory activities based on the technical competency and transparency. → Government’s project “Establishment of Nuclear Safety Management System”: • To further strengthen the efforts to improve nuclear safety; • To continue expanding the utilization of nuclear energy. → Emphasis on “strengthening regulatory competency” as a core strategy. • To accomplish KINS vision 2020, strategic goals and strategies: → Developing highly-trained and competent employees: • Through technical and professional training and development opportunities; → Recruiting and retaining qualified employees; → Increasing efficiency and knowledge & skill levels of the employees: • Through advanced management system; → Building a high-performance learning organization

  13. 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...

  14. 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...

  15. 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...

  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. Integrating Soft Skill Competencies through Project-Based Learning across the Information Systems Curriculum

    Science.gov (United States)

    Woodward, Belle S.; Sendall, Patricia; Ceccucci, Wendy

    2010-01-01

    Contemporary Information Systems graduates will be more marketable in the workplace upon graduation if they have combined competencies in both technical and soft skills: interpersonal communication, teamwork, time management, planning and organizational skills. Team and project-based learning can be used to incorporate soft skill competencies with…

  18. 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.

  19. [HUMAN RESOURCES MANAGEMENT BASED ON COMPETENCIES].

    Science.gov (United States)

    Larumbe Andueza, Ma Carmen; De Mendoza Cánton, Juana Hermoso

    2016-05-01

    We are living in a time with a lot of changes in which health organizations have more challenges to face. One of them is to recognize, strengthen, develop and retain the talent they have. Competency-based human resources management is emerging as a tool that contributes to achieve that aim. Competencies from the generic or characteristic perspective: personality traits, values and motivations, which are deeply rooted in the person. Through elaborating a competencies map for the organization, and identifying the job competencies profile, above all in key jobs, the employees know what it is going to expect from them. After, detect and cover the learning needs, it is possible to achieve better adjust between worker-job. The nursing unit manager is a key job because it is a link between management team and nursing team. The way that it is performed, it will have impact on the quality of care and its team motivation. So, the most adequate person who covers this job would have a part of knowledge, skills, attitudes and compatible interests with her job. Competency-based management helps identify both the potential and learning needs to performing this job.

  20. 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…

  1. Development and validation of health service management competencies.

    Science.gov (United States)

    Liang, Zhanming; Howard, Peter F; Leggat, Sandra; Bartram, Timothy

    2018-04-09

    Purpose The importance of managerial competencies in monitoring and improving the performance of organisational leaders and managers is well accepted. Different processes have been used to identify and develop competency frameworks or models for healthcare managers around the world to meet different contextual needs. The purpose of the paper is to introduce a validated process in management competency identification and development applied in Australia - a process leading to a management competency framework with associated behavioural items that can be used to measure core management competencies of health service managers. Design/methodology/approach The management competency framework development study incorporated both qualitative and quantitative methods, implemented in four stages, including job description analysis, focus group discussions and online surveys. Findings The study confirmed that the four-stage process could identify management competencies and the framework developed is considered reliable and valid for developing a management competency assessment tool that can measure management competence amongst managers in health organisations. In addition, supervisors of health service managers could use the framework to distinguish perceived superior and average performers among managers in health organisations. Practical implications Developing the core competencies of health service managers is important for management performance improvement and talent management. The six core management competencies identified can be used to guide the design professional development activities for health service managers. Originality/value The validated management competency identification and development process can be applied in other countries and different industrial contexts to identify core management competency requirements.

  2. Professional competence of social workers’: management methods

    Directory of Open Access Journals (Sweden)

    V. V. Dudaryov

    2015-02-01

    Full Text Available In the article the problem of social workers’ professional competence is actualized. It is proved that finding ways to optimize the specialists for social welfare system professional training is in line with common didactic problems of the high school pedagogies. The theoretical analysis of Ukrainian and foreign scientists’ works connected with the aspects of social workers’ professional competence is done. The definition of «competence» and «professional competence» is given. The main components of social workers’ professional competence are defined. These are: motivation (psychological readiness to professional activity; value and semantic (orientation, values, meanings; cognitive and professional (general culture, literacy, vocational education; action and professional (work with people at different social levels, work with information, achievement, etc.; auto­psychological (personal and professional reflection; regulatory (emotional and volitional self­regulation. The general structure and content criteria of social worker’s professional competence are under analysis. The characteristic of innovative forms and methods of social workers’ professional competence management (such as case­study, socio­psychological training is given. The causes for social workers’ successful training in high school are defined. The conclusions of the study are made and promising areas for future studies of the issues related to the subject under consideration are defined.

  3. 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.

  4. Competency development information system - Knowledge management based competency development management tool

    International Nuclear Information System (INIS)

    Aminuddin, R.; Zainuddin, Z.; Taib, Z.; Hamid, A.H.Ab.; Hamdan, S.N.

    2007-01-01

    information on business or division level mission, vision, objectives, strategies, projects and activities. From here the desired competencies are identified and broken down into knowledge and knowledge content. From this process the organization knowledge taxonomy is derived. The next process is the knowledge needs analysis conducted at group level and then at individual level. The level of all identified knowledge necessary to carryout planned projects and activities are assessed at group and individual level on a scale of 1-10. This process is conducted in a group lead by the group leader or manager. The knowledge profile that results is presented graphically and the knowledge gap that has to be filled through some learning initiatives is clearly portrayed Having identified the gap, the next task is to identify the knowledge sources in the form of books, journal articles, websites, laboratories, experts, vendors, electronic media and organised training and these are keyed into the system. At this stage individual staff would have enough information to plan his learning and knowledge acquisition. He would then plan his learning using the training plan module. He can learn through self directed learning or go for courses, seminars, attachments, scientific visit, or Masters and PhD. The time, place, budget and source of fund need to be determined. The staff biodata and development plan is also captured by the system. After implementing the training, the staff must submit a report and lessons learnt to the system. The system requires that the supervisor evaluates the training effectiveness, reviews recommendations and lessons learnt that was submitted and support and facilitate application of learning and implementation of any useful recommendations as a result of the training All the learning initiatives should increase the knowledge and competency level. This assessment is conducted on a regular basis to evaluate the effectiveness of learning initiatives and investment in

  5. 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...

  6. Competency management : Balancing between commitment and control

    NARCIS (Netherlands)

    Heinsman, H.; Hoogh, de A.H.B.; Muijen, van J.J.; Koopman, P.L.

    2006-01-01

    This study investigated the relationships between commitment and control approaches and the use of competency management by adopting the theory of planned behavior. Questionnaires were filled out by 43 human resource experts working in different organizations. We expected components of the theory of

  7. Competences of an engineer : projects and competences in education

    NARCIS (Netherlands)

    Ir. Peter van Kollenburg; Dr.Ir. Hay Geraedts; Ir. Dick van Schenk Brill; Ir. K. Kater

    2000-01-01

    The curriculum of the Electrical and Electronic Department has been changed enormously in the past decade. Fewer lessons and many more projects were introduced. Meanwhile it has become a topic at Dutch educational institutes to feel not only responsible for improvement of theoretical and practical

  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. 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...

  10. Competencies and Interactions in Design Management

    Directory of Open Access Journals (Sweden)

    Cláudia de Souza Libânio

    2016-01-01

    Full Text Available The inclusion of design in corporate strategies has been a recurring research theme, and organizations are using it as strategic element for gaining competitive advantage in the long term. Thus, it becomes evident the need to manage design activities, making use of concepts related to competencies, learning, dynamic capabilities and other aspects. Therefore, this paper aims at investigating what experts think about design management and competencies, joints and intervenient factors in Brazilian fashion industry. In addition, this ar ticle aimed at knowing how design teams are structured and the relationship of these with the organization. The methodology was exploratory, qualitative, through in - depth interviews with ten designers working in Brazilian firms in the fashion industry and four specialists in fashion design. We identify phases and activities of design professional, which are decisive for the design management occurrence in enterprises in apparel industry, identifying the coworkers at each stage of this process.

  11. Organization of project management

    International Nuclear Information System (INIS)

    Schmidt, R.

    1975-01-01

    When speaking about interfaces within a project and their management, one has to understand and define what an interface is. In general, each component facing another one and each person working on a project with another person represents an interface. Therefore a project will consist practically in its entirety of interfaces with components and people sandwiched between them. This paper is limited to the most important interfaces with a focus on the problems occuring at them and their resolution. (orig.) [de

  12. Carroll County Competency Based Teacher Certification Project. Librarian's Report.

    Science.gov (United States)

    Coker, Homer; Coker, Joan G.

    Reference materials, slides, cassettes, books, pamphlets, materials from other states, and articles used in the Carroll County, Georgia, Competency Based Teacher Certification Project, 1973-74, are listed. Brief annotations are included for both the reference materials and articles. (MJM)

  13. PROJECT CENTERED COMPETENCE RELATED EDUCATION OF ENGINEERS

    NARCIS (Netherlands)

    Ir. Peter van Kollenburg; Ing. Coert Bouten; Ir. Reinder Bakker

    2007-01-01

    ABSTRACT It has become a topic at Dutch educational institutes to feel not only responsible for improvement of theoretical and practical skills, but also of 'competences' in a wider sense. The curriculum of the Fontys University of Applied Sciences (32.000 students) and especially the Electrical and

  14. 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…

  15. HERMES project management I

    CERN Multimedia

    CERN. Geneva

    2013-01-01

    A two-hours course on the HERMES Project Management Methodology to the attention of Project Leaders and Project Participants. The methodology is quickly presented; the focus is put on the roles and responsibilities and on the project initiation phase. The course is given in French with slides in English. On April 22nd 2013, a new version of the HERMES methodology was made public. For practical reasons, this course is still given based on the 2009 version of HERMES (a.k.a. HERMES 4).

  16. 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

  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. Management of projects for energy efficiency

    Directory of Open Access Journals (Sweden)

    Vuković Miodrag M.

    2014-01-01

    Full Text Available In an effort to lower operating costs and improve competitiveness, many organizations today are preparing projects in the field of energy saving. On the other hand, companies that provide energy services and implement these projects, need to build competences in this area to well manage the projects which are subject to energy savings and by this to justify the confidence of investors. This paper presents research that shows the most important factors for the development of local capacity in project management in the field of energy efficiency.

  19. 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....

  20. 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.

  1. Productivity in public welfare services is changing: the standpoint of strategic competence-based management.

    Science.gov (United States)

    Ollila, Seija

    2013-01-01

    In Finland the municipal restructuring project was launched in 2005. Its goal is to create a system that ensures high-quality municipal welfare services for everyone, continuing into the future. The main focus of this research is to examine the tension between strategic competence-based management and productivity in public welfare services. The theoretical basis covers theories regarding strategic competence-based management and productivity. To guarantee services and quality it is important to strengthen the supply of employees, competence, development, leverage, and benefits in public organizations. Leadership has a significant role in strategic competence-based management.

  2. Project management tool

    Science.gov (United States)

    Maluf, David A. (Inventor); Bell, David G. (Inventor); Gurram, Mohana M. (Inventor); Gawdiak, Yuri O. (Inventor)

    2009-01-01

    A system for managing a project that includes multiple tasks and a plurality of workers. Input information includes characterizations based upon a human model, a team model and a product model. Periodic reports, such as a monthly report, a task plan report, a budget report and a risk management report, are generated and made available for display or further analysis. An extensible database allows searching for information based upon context and upon content.

  3. Model of development of manager`s leadership competences

    Directory of Open Access Journals (Sweden)

    Milena Kirilova Filipova

    2015-12-01

    Full Text Available Leadership is not what the leader does, but what is done by the leader and the team together. The leader’s competences are requisite not only to the political leaders but also to the managers of big corporations. The skills of active influence on the social reality underlie each successful business and each successful career. The main purpose of the article is to propose a model for development of the leader’s competences of the manager. The main result to be achieved is designed model of leader’s competences development by the means of which the areas in which the manager needs improvement shall be developed. The major research methods used in this work are method of comparison, intuitive and systematic approach, method of analysis and synthesis.

  4. Utilizing the Project Method for Teaching Culture and Intercultural Competence

    Science.gov (United States)

    Euler, Sasha S.

    2017-01-01

    This article presents a detailed methodological outline for teaching culture through project work. It is argued that because project work makes it possible to gain transferrable and applicable knowledge and insight, it is the ideal tool for teaching culture with the aim of achieving real intercultural communicative competence (ICC). Preceding the…

  5. Use of Multi-Disciplinary Projects To Develop Competence.

    Science.gov (United States)

    Trotman-Dickenson, Danusia

    1992-01-01

    Undergraduate technology and business students at the Polytechnic of Wales (United Kingdom) participated in multi-disciplinary team projects to experience real life business challenges and develop competences that employers expect in professionals. Lists characteristics of successful multi-disciplinary projects, discusses cost and industry…

  6. 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

  7. 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…

  8. 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

  9. Ensuring effective project management

    International Nuclear Information System (INIS)

    Ward, J.N.

    1980-01-01

    A brief description is given of the organisation methods employed by the Bechtel Power Corporation, in their contract with Mississippi Power and Light Company for the design, construction and procurement activities for the Grand Gulf Nuclear Station. The aim is to ensure effective management, and good communications at all stages of construction, between the project team and the client. (U.K.)

  10. Exploring Project Management Education

    NARCIS (Netherlands)

    Steven Nijhuis

    2017-01-01

    From the article: "The object of this paper is to explore the actual practice in project management education in the Netherlands and compare it to reference institutions and recent literature. A little over 40% of the Higher Education institutions in the Netherlands mentions PM education in

  11. Enhanced project management tool

    Science.gov (United States)

    Hsu, Chen-Jung (Inventor); Patel, Hemil N. (Inventor); Maluf, David A. (Inventor); Moh Hashim, Jairon C. (Inventor); Tran, Khai Peter B. (Inventor)

    2012-01-01

    A system for managing a project that includes multiple tasks and a plurality of workers. Input information includes characterizations based upon a human model, a team model and a product model. Periodic reports, such as one or more of a monthly report, a task plan report, a schedule report, a budget report and a risk management report, are generated and made available for display or further analysis or collection into a customized report template. An extensible database allows searching for information based upon context and upon content. Seven different types of project risks are addressed, including non-availability of required skill mix of workers. The system can be configured to exchange data and results with corresponding portions of similar project analyses, and to provide user-specific access to specified information.

  12. 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

  13. 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 ...

  14. Identifying management competencies of hotel owner-managers & general managers in the Republic of Ireland

    OpenAIRE

    O’Reilly, C

    2015-01-01

    The objective of this research was to investigate the concept of competencies, explore and identify the management competencies of hotel owner-managers and general managers in the hospitality industry in the Republic of Ireland. In other words, this research explored how hotel owner-managers and general managers identified, interpreted and made sense of their notion of managerial competencies in a complex work environment. The research was set within the context of the Irish hospitality and t...

  15. 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.

  16. Workshop : ACPSEM/ARPS competency based standards project

    International Nuclear Information System (INIS)

    Collins, L.

    1996-01-01

    The ACPSEM together with the Australian Radiation Protection Society has been working for nearly two years now on a competency based standards project for the professions of medical and health physicists. Competencies are being used increasingly in industry and the professions as a means of determining skill levels. For example, all the medical radiation technology streams have a CBS system in the final stages of development, and our engineering colleagues have completed theirs. Last year there was a draft document sent to all members asking for feedback. Following a vote of funding by both bodies, a project offect (Dr David Waggett) has been appointed, and has produced a very much improved set of competency standards covering all significant subspecialties in our profession. This workshop will detail the work done so far, and preview the draft document. A healthy discussion will be encouraged, as the project steering group will shortly be arranging the next steps in process. (author)

  17. Individual competencies for managers engaged in corporate sustainable management practices

    OpenAIRE

    Wesselink, R.; Blok, V.; Leur, van, S.; Lans, T.; Dentoni, D.

    2015-01-01

    Corporations increasingly acknowledge the importance of sustainable practices. Corporate social responsibility is therefore gaining significance in the business world. Since solving corporate social responsibility issues is not a routine job, every challenge in corporate social responsibility requires its own approach; and management competencies are crucial for designing appropriate approaches towards the realization of sustainable solutions. On the basis of seven corporate social responsibi...

  18. 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...

  19. 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...

  20. Entrepreneurial Competencies Needed by Managers in their Work

    OpenAIRE

    Penchev, Plamen; Salopaju, Antti

    2011-01-01

    Problem – Studying the relation of the two aspects of Managerial and Entrepreneurial competencies on the individual level. Combining theoretically the competencies of managers with the competencies of entrepreneurs into the concept of entrepreneurial competencies needed by managers in their work.   Purpose – We test which of the competencies of entrepreneurs are and can be utilized by professionally employed managers, by answering our three research questions:             1. How do the resear...

  1. 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.

  2. 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…

  3. Evaluation of the Relational Competence Project 2012-16

    DEFF Research Database (Denmark)

    Nielsen, Birgitte Lund

    2017-01-01

    The relational competence project was initiated by a broad group of stakeholders, referring to both research and to concrete experiences of a need for development in schools and teacher education. The evaluation of the project has been based on a retrospective survey with answers and reflections......, and the same was new insight into the importance of relations and the concrete tools and approaches tried with students in schools. Some of the challenges emphasised was about the so-called “inner exercises”. It seems that systematic enactments with these exercises was perceived as extremely beneficial...... the project aspects to frame their inquiries for the final bachelor-project. Those students have experienced the highest level of professional outcomes. Relational competence has in their bachelor-inquiries been used in a very wide range of pedagogical and subject matter contexts, emphasizing relational...

  4. Health. Nevada Competency-Based Adult High School Diploma Project.

    Science.gov (United States)

    Nevada Univ., Las Vegas. Coll. of Education.

    This document is one of ten curriculum guides developed by the Nevada Competency-Based Adult High School Diploma (CBAHSD) Project. This curriculum guide on health is divided into ten topics. The topics included are Nutrition, Reproduction, Menstruation, Contraception, Alcohol Abuse, Tobacco, Immunization, Disease, Accident Prevention, and…

  5. 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...

  6. Perceptions of Women Managers and Their Communicator Competencies.

    Science.gov (United States)

    Wheeless, Virginia Eman; Berryman-Fink, Cynthia

    1985-01-01

    Examined employee attitudes toward women in general and women as managers, and perceived communication competencies of women managers. Found that female employees demonstrated a more positive regard for women in general, a less traditional view of women as managers, and a more positive perception of their communication competencies. (PD)

  7. 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

  8. 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.

  9. Strategic leadership of portfolio and project management

    CERN Document Server

    Kloppenborg, Timothy J

    2014-01-01

    As an executive in today's economy, your organization may have limited resources and bench strength. How can you and other leaders make the most of your company's assets? This book will instruct you and your leadership teams on implementing strategy through identifying, selecting, prioritizing, resourcing, and governing an optimal combination of projects and other work. Inside, you'll learn how to sponsor every project stage, as well as instruct your project managers and direct reports to follow your lead. Detailed advice is given for project management competency on utilizing input from customers, employees, and processes. Much of your organization's work is probably dependent on information technology and understanding and using information technology as a strategic weapon, and with this book, you'll learn how your organization can become competitive and how to effectively implement smart business strategies. This book outlines how these portfolio and project decisions have to be made based on both qualitat...

  10. Selection, competency development and assessment of nuclear power plant managers

    International Nuclear Information System (INIS)

    1998-06-01

    This publication provides information on proven methods and good practices with respect to the selection, development and assessment of nuclear power plant (NPP) managers. The report is organized into four sections, a glossary, two appendices, and several annexes. The Introduction (Section 1) provides the framework for the report. Section 2 describes how appropriate management competencies can be used for the selection, development and assessment of NPP managers, including: -Selection which includes recruitment, promotion and succession management. -Management development programmes including formal training, job rotation, on the job training, mentoring, and outside assignments. -Assessment of individual performance. Section 3 describes a systematic process for identifying the competencies needed by NPP managers. This section culminates in a set of suggested core competencies for NPP managers which are further expanded in Appendix A. The annexes included provide specific examples of competency-based management selection, development, and assessment programmes in several Member States. -Annex A is one method to organize and display competencies. -Annex B is an example of using competencies for selection of first line managers. -Annex C is an example of using management competencies for succession management. -Annexes -H are examples of management development programmes. -Annexes I and J are examples of management assessment programmes. A glossary of terms is provided at the end of the report to explain the use of some key terms explain the use of some key terms

  11. 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

  12. 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.

  13. Sustainable Transformation & Effective Competency Management Practices in Nuclear Organizations

    International Nuclear Information System (INIS)

    Gardelliano, S.

    2016-01-01

    Full text: Managing essential knowledge as a strategic organizational asset is a factor of upmost relevance in today’s nuclear organizations. The author considers evident that competencies are critical carriers of knowledge. As such the use of an appropriate competency model could be the most effective way to capture the present reservoir of explicit and tacit Knowledge of specific functions or organizational areas. Besides, we could use them for new or other redesigned functions or determine the needs of specific competencies for future positions. Therefore, appropriate competency models or systems have to be developed or updated in each nuclear organization since these are fundamental for managing more effectively and efficiently the present nuclear human capital and to forecast the evolving competence required in management, technical, scientific and safety areas to continuously ensure a highly competent nuclear workforce. On the other hand, competency based management models or systems would not achieve the expected results if they are not fully designed and integrated within the strategic organizational infrastructure of the related nuclear organization. This paper is expected to provide a wider view and practical reflections on organizational transformation issues and the benefits of using an integrative competency model in the nuclear industry. Particularly, the paper give an insight of an empiric model for strategic organizational transformation processes and integrative management practices, and on how to realign strategic issues with top management processes and build organizational capacity through effective competency based management for the sustainable transformation of nuclear organizations. (author

  14. TRAINING OF E-LEARNING MANAGERS: COMPETENCY APPROACH

    Directory of Open Access Journals (Sweden)

    Nataliia V. Morze

    2017-09-01

    Full Text Available The article analyzes the competencies necessary for the successful professional activity of e-learning managers. The content of the professional qualification "e-learning manager" is revealed. The model of competency system of the e-learning manager is offered. The model, which defines the content, forms, methods and means of training, tools and indicators for assessing the results of training e-learning managers by levels, is substantiated. Examples of competency tasks for forming of professional competencies in innovative teaching methods and technologies, Web 2.0 services, e-learning expertise, e-environment design, IT infrastructure management, and the development of Soft skills are presented. It is proposed to solve the problem of training specialists who will be able not only to use ICT in educational activities, but also to master the competencies of e-learning management.

  15. DIPLOMA PROJECT TEAM WORK MANAGEMENT

    Directory of Open Access Journals (Sweden)

    V. S. Kruglyk

    2014-04-01

    Full Text Available During the work performance students should get the maximal approach to the process of real project execution, so the project should include the need to use the latest technology, integration of data or services with different developments, architecture design, interaction of the team members and others. Implementation of graduation projects is the useful activity for the acquisition and consolidation of key IT competencies. Since the task of educational projects is maximal close to real one, students participate almost in all typical stages of commercial product’s development, and do so successfully. This is also confirmed practically: students, who were actively engaged in some projects at the university, have key positions in IT companies of the city and country after that. The main objective of the paper is to describe the organization of a common group students’ work on a degree project, implementation peculiarity of such projects, recommendations for improving the quality of projects. Thus, the paper is devoted to the peculiarities of the joint students’ work on a project during diploma execution in IT specialties, as the final part of the acquisition and consolidation process of key IT competencies of future programmers. The problem of choosing work topic, project concept, work organization in a group, implementation process organization has been considered. Also the specific stages of software development have been considered: development of interface, choice of technology, product quality, project disposal to the next developers, project completion.

  16. The supervisor in the project-organized group work should participate in developing the students' project competencies

    DEFF Research Database (Denmark)

    Hansen, Søren

    2004-01-01

    The article demonstrates how the supervisor can facilitate development of competencies as an implicit part of supervising study projects.......The article demonstrates how the supervisor can facilitate development of competencies as an implicit part of supervising study projects....

  17. 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...

  18. 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

  19. 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

  20. Management and leadership competence in hospitals: a systematic literature review.

    Science.gov (United States)

    Pihlainen, Vuokko; Kivinen, Tuula; Lammintakanen, Johanna

    2016-01-01

    Purpose - The purpose of this study is to describe the characteristics of management and leadership competence of health-care leaders and managers, especially in the hospital environment. Health-care leaders and managers in this study were both nursing and physician managers. Competence was assessed by evaluating the knowledge, skills, attitudes and abilities that enable management and leadership tasks. Design/methodology/approach - A systematic literature review was performed to find articles that identify and describe the characteristics of management and leadership competence. Searches of electronic databases were conducted using set criteria for article selection. Altogether, 13 papers underwent an inductive content analysis. Findings - The characteristics of management and leadership competence were categorized into the following groups: health-care-context-related, operational and general. Research limitations/implications - One limitation of the study is that only 13 articles were found in the literature regarding the characteristics of management and leadership competence. However, the search terms were relevant, and the search process was endorsed by an information specialist. The study findings imply the need to shift away from the individual approach to leadership and management competence. Management and leadership need to be assessed more frequently from a holistic perspective, and not merely on the basis of position in the organizational hierarchy or of profession in health care. Originality/value - The authors' evaluation of the characteristics of management and leadership competence without a concentrated profession-based approach is original.

  1. Assessment of highway infrastructure projects in Latin America and Perú from the competences point of view

    Directory of Open Access Journals (Sweden)

    Zevallos Germán Gallardo

    2017-01-01

    Full Text Available It is stressed that Latin America and Peru should become more competitive. Under the actual development scenarios, attention to competences of programme managers and project managers related to public transportation infrastructure projects has risen substantially. An inefficient bureaucratic system is related with deficiencies of people skills and competences. On the other hand, an excellent system demands quality of the system and quality of people working in it. Thus, it is important to have excellence in administration and excellent administrators in the public sector. Three main lacking elements have been identified: i lack of good education; ii absence of fair salaries in the public sector; and iii lack of incentives. Many misconceptions and disputed consequences have been observed and analyzed. It is clear that there is lack of competence among infrastructure transport project managers and teams, which causes trouble with the main goal of Peru getting benefits from these investments and achieving sustainable development. Furthermore, the right way to achieve these benefits is through a new model of education for project managers and programme managers in Peru. This education should be based more on competences than on qualifications. Thus, the International Project Management Association (IPMA competence baseline, which is the standard that best fits to these needs, needs to be implemented to achieve the real contribution and benefits of these projects to society.

  2. Forming Professional Competency of Education Managers in Central European Countries

    Science.gov (United States)

    Tovkanets, Oksana

    2017-01-01

    The article deals with the problem of forming education managers' professional competency in the context of European integration educational processes. The peculiarities of education managers' competences as well as directions of their professional training in motivational, cognitive and metacognitive spheres have been theoretically justified. The…

  3. 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...

  4. 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.

  5. 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,…

  6. 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.

  7. 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)

  8. 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.

  9. Global Project Management: Graduate Course

    National Research Council Canada - National Science Library

    Beranek, Thomas R

    2006-01-01

    ..., A. James Clark School of Engineering - Project Management Program. The course slides and suggested readings provide a general exploration of the nuances of doing projects globally as compared to domestically...

  10. 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.

  11. DIRECTION OF DEVELOPMENT OF INFORMATION COMPETENCIES MANAGERS AIRLINES

    Directory of Open Access Journals (Sweden)

    N. D. Koryagin

    2015-01-01

    Full Text Available This article presents a systematic analysis of the information needs of management and the direction of formation of information competence of students of civil aviation, studying under the direction of "Management", based on the implementation in the teaching process management disciplines workshops on various classes of modern applied software used in business management.

  12. Relative importance of professional practice and engineering management competencies

    Science.gov (United States)

    Pons, Dirk

    2016-09-01

    Problem: The professional practice of engineering always involves engineering management, but it is difficult to know what specifically to include in the undergraduate curriculum. Approach: The population of New Zealand practising engineers was surveyed to determine the importance they placed on specific professional practice and engineering management competencies. Findings: Results show that communication and project planning were the two most important topics, followed by others as identified. The context in which practitioners use communication skills was found to be primarily with project management, with secondary contexts identified. The necessity for engineers to develop the ability to use multiple soft skills in an integrative manner is strongly supported by the data. Originality: This paper is one of only a few large-scale surveys of practising engineers to have explored the soft skill attributes. It makes a didactic contribution of providing a ranked list of topics which can be used for designing the curriculum and prioritising teaching effort, which has not previously been achieved. It yields the new insight that combinations of topics are sometimes more important than individual topics.

  13. 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.

  14. 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

  15. Nurse Educator Pathway Project: a competency-based intersectoral curriculum.

    Science.gov (United States)

    Young, Lynne; Frost, Linda J; Bigl, Julie; Clauson, Marion; McRae, Cora; Scarborough, Kathy S; Murphy, Sue; Jillings, Carol; Gillespie, Frank

    2010-01-01

    In this paper, we begin by providing an overview of the Educator Pathway Project (EPP), an education infrastructure that was developed in response to emerging critical nursing workplace issues, and the related demand for enhanced workplace education. We then describe the EPP competency-based curriculum designed to prepare nurses as preceptors, mentors, and educators to lead learning with diverse learner groups. This competency-based curriculum was developed through a collaboration of nurse leaders across practice, academic, and union sectors and drew from a widely embraced curriculum development model (Iwasiw, Goldenberg, & Andrusyzyn, 2005). The goal of the curriculum was to prepare nurses through a four-level career pathway model that contextualized practice and education theory to various education-related roles and levels of experience within the practice setting. Over 1,100 nurses participated in this innovative intersectoral nursing initiative.

  16. 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

  17. Action Competence Obstacles to Managing Childhood Overweight

    DEFF Research Database (Denmark)

    Brødsgaard, Anne; Wagner, Lis; Peitersen, Birgit

    2013-01-01

    for their children's habits, including those leading to overweight. They also felt that competent and had the opportunity to take preventive measures against child overweight but they did not always have the energy to do so. Even resourceful mothers required support from nurses and health professionals. Our results...... contribute to better understanding how to approach, motivate and support mothers to draw on their own competencies to benefit their children's weight and health....

  18. Development of Entrepreneurship Competences from Project Based Learning Approaches

    Directory of Open Access Journals (Sweden)

    Lidia SÁNCHEZ GONZÁLEZ

    2017-02-01

    Full Text Available A key issue for any educational institution is to train individuals in such a way that they participate efficiently in their context. The current context where learning is carried out is digital era. With this landscape, and taking into account the current socioeconomic situation, it is necessary to increase students’ employability. This requires that what is taught in educational institutions fits with companies’ requirements. In this sense one of most common companies’ requirement is that students have knowledge about how to develop a project from scratch. In order to address this issue, the present paper poses the application of a project based learning methodology. This methodology is applied in an experiment that comprises two academic years. During each year, the students should develop complete projects working as teams and obtain final products. In this way, it was possible to develop competences that can be interesting for companies and also to increment students’ motivation.

  19. Mobile Project Management

    Directory of Open Access Journals (Sweden)

    Catalin BOJA

    2006-01-01

    Full Text Available Based on the development of new communication and data transfer technologies, the mobile solutions for the management process have been able to provide new ways to conduct management actions. This environment describes methods and tools available only here, which will bring information, speed and efficiency to any stage and component of the management process. The paper takes into discussion the impact of the technological development on the management process paradigm. The paper presents the main aspects regarding the business and management models used in mobile management. The role of mobile multimedia informatics applications in mobile management is highlighted.

  20. Employment Competence based Management to enhance Training Effectiveness

    NARCIS (Netherlands)

    Le Goff, Solenn; Ristol, Santi; Estévez, José Antonio

    2006-01-01

    Please, cite this publication as: Le Goff, S., Ristol, S., & Estévez, J.A. (2006). Employing Competence based Management to enhance Training Effectiveness. Proceedings of International Workshop in Learning Networks for Lifelong Competence Development, TENCompetence Conference. March 30th-31st,

  1. 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....

  2. Impact of International Collaborative Project on Cultural Competence among Occupational Therapy Students

    Directory of Open Access Journals (Sweden)

    Divya Sood OTD, OTR/L

    2014-07-01

    Full Text Available Occupational therapy (OT educators recognize a need to ensure that OT students are culturally competent. The researchers developed the International Collaborative Project on Cultural Competence (ICPCC to help students understand the impact of cultural context on client care. Entry-level MOT students from a university in the US (N = 18 collaborated with BOT students (N = 4 and advanced MOT students (N = 9 from two universities in India using an online course management system WebCT. The study explored the impact of the ICPCC on OT students’ cultural competence and discusses students’ perceptions of culture on the OT process. The Inventory for Assessing the Process of Cultural Competence Among Health Care Professionals Revised© measured students’ cultural competence at baseline and immediately after participation in the ICPCC. Qualitative data was collected using a Self-Reflection Form. There was an increase in the cultural competence scores among all three groups of students after participating in the ICPCC at p value < .05. Three themes emerged from the qualitative data analysis: meaning of the term culture, impact of cultural on client- centered practice, and impact of cultural on OT outcomes. OT students recognized the role that cultural differences play in OT evaluation and intervention.

  3. 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.

  4. Core competencies for pain management: results of an interprofessional consensus summit.

    Science.gov (United States)

    Fishman, Scott M; Young, Heather M; Lucas Arwood, Ellyn; Chou, Roger; Herr, Keela; Murinson, Beth B; Watt-Watson, Judy; Carr, Daniel B; Gordon, Debra B; Stevens, Bonnie J; Bakerjian, Debra; Ballantyne, Jane C; Courtenay, Molly; Djukic, Maja; Koebner, Ian J; Mongoven, Jennifer M; Paice, Judith A; Prasad, Ravi; Singh, Naileshni; Sluka, Kathleen A; St Marie, Barbara; Strassels, Scott A

    2013-07-01

    The objective of this project was to develop core competencies in pain assessment and management for prelicensure health professional education. Such core pain competencies common to all prelicensure health professionals have not been previously reported. An interprofessional executive committee led a consensus-building process to develop the core competencies. An in-depth literature review was conducted followed by engagement of an interprofessional Competency Advisory Committee to critique competencies through an iterative process. A 2-day summit was held so that consensus could be reached. The consensus-derived competencies were categorized within four domains: multidimensional nature of pain, pain assessment and measurement, management of pain, and context of pain management. These domains address the fundamental concepts and complexity of pain; how pain is observed and assessed; collaborative approaches to treatment options; and application of competencies across the life span in the context of various settings, populations, and care team models. A set of values and guiding principles are embedded within each domain. These competencies can serve as a foundation for developing, defining, and revising curricula and as a resource for the creation of learning activities across health professions designed to advance care that effectively responds to pain. Wiley Periodicals, Inc.

  5. Core Competencies for Pain Management: Results of an Interprofessional Consensus Summit

    Science.gov (United States)

    Fishman, Scott M; Young, Heather M; Lucas Arwood, Ellyn; Chou, Roger; Herr, Keela; Murinson, Beth B; Watt-Watson, Judy; Carr, Daniel B; Gordon, Debra B; Stevens, Bonnie J; Bakerjian, Debra; Ballantyne, Jane C; Courtenay, Molly; Djukic, Maja; Koebner, Ian J; Mongoven, Jennifer M; Paice, Judith A; Prasad, Ravi; Singh, Naileshni; Sluka, Kathleen A; St Marie, Barbara; Strassels, Scott A

    2013-01-01

    Objective The objective of this project was to develop core competencies in pain assessment and management for prelicensure health professional education. Such core pain competencies common to all prelicensure health professionals have not been previously reported. Methods An interprofessional executive committee led a consensus-building process to develop the core competencies. An in-depth literature review was conducted followed by engagement of an interprofessional Competency Advisory Committee to critique competencies through an iterative process. A 2-day summit was held so that consensus could be reached. Results The consensus-derived competencies were categorized within four domains: multidimensional nature of pain, pain assessment and measurement, management of pain, and context of pain management. These domains address the fundamental concepts and complexity of pain; how pain is observed and assessed; collaborative approaches to treatment options; and application of competencies across the life span in the context of various settings, populations, and care team models. A set of values and guiding principles are embedded within each domain. Conclusions These competencies can serve as a foundation for developing, defining, and revising curricula and as a resource for the creation of learning activities across health professions designed to advance care that effectively responds to pain. PMID:23577878

  6. 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…

  7. Analytical, Practical and Emotional Intelligence and Line Manager Competencies

    Directory of Open Access Journals (Sweden)

    Anna Baczyńska

    2015-12-01

    Full Text Available Purpose: The research objective was to examine to what extent line manager competencies are linked to intelligence, and more specifically, three types of intelligence: analytical (fluid, practical and emotional. Methodology: The research was carried out with line managers (N=98 who took part in 12 Assessment Centre sessions and completed tests measuring analytical, practical and emotional intelligence. The adopted hypotheses were tested using a multiple regression. In the regression model, the dependent variable was a managerial competency (management and striving for results, social skills, openness to change, problem solving, employee development and the explanatory variables were the three types of intelligence. Five models, each for a separate management competency, were tested in this way. Findings: In the study, it was hypothesized that practical intelligence relates to procedural tacit knowledge and is the strongest indicator of managerial competency. Analysis of the study results testing this hypothesis indicated that practical intelligence largely accounts for the level of competency used in managerial work (from 21% to 38%. The study findings suggest that practical intelligence is a better indicator of managerial competencies among line managers than traditionally measured IQ or emotional intelligence. Originality: This research fills an important gap in the literature on the subject, indicating the links between major contemporary selection indicators (i.e., analytical, practical and emotional intelligence and managerial competencies presented in realistic work simulations measured using the Assessment Centre process.

  8. Remedial Action and Waste Disposal Project Manager's Implementing Instructions

    International Nuclear Information System (INIS)

    Dronen, V.R.

    1998-01-01

    These Project Manager's Implementing Instructions provide the performance standards required of all Environmental Restoration Contractor personnel in their work during operation and administration of the Remedial Action and Waste Disposal Project. The instructions emphasize technical competency, workplace discipline, and personal accountability to ensure a high level of safety and performance during operations activities

  9. Organising Sustainability Competencies through Quality Management: Integration or Specialisation

    Directory of Open Access Journals (Sweden)

    Vanajah Siva

    2018-04-01

    Full Text Available A significant step in integrating environmental sustainability into daily operations is through product development. One way to achieve such integration of environmental considerations into product development is by relating sustainability competencies to practices of Quality Management. However, practices seem to vary for how competencies within environmental sustainability are organised in order to make sustainability more actionable. This study explores two ways of organising sustainability competencies in product development: integration and specialisation. The organisation of sustainability competency is illustrated through two cases; one case in which sustainability is integrated with the quality management competency, and the other in which a new competency focusing on sustainability has been added as a separate function in product development. It is suggested that the organisation of sustainability competency influences the extent of environmental impact. Further, trade-offs, such as material source versus weight may not be exploited when sustainability is integrated as one area of responsibility for another specialty competency, suggesting a lack of sufficient competency within environmental sustainability to recognise potential trade-offs between—for example—quality and environmental impact.

  10. 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...

  11. 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...

  12. EDUCATIONAL PROJECTS STAKEHOLDER MANAGEMENT

    Directory of Open Access Journals (Sweden)

    Юлія Юріївна ГУСЄВА

    2016-02-01

    Full Text Available An approach based on an integration of requirements breakdown structure and work breakdown structure of the project is proposed. It can complement existing methods of project stakeholders classification with the indicator of resource input, which can be defined in monetary terms. A method of requirements monitoring is proposed, which allows you to track the requirements of project stakeholders over time according to the actual amount of resources spent by analogy with the earned value method. Proposed indexes are the basis not only for monitoring but for the forecast of the project. The need of creating of a mechanism for getting baseline data taking into account the existence of different types of requirements of project stakeholders is grounded.

  13. Time for Competent Decisions on Radioactive Waste Management in Croatia

    International Nuclear Information System (INIS)

    Knapp, A.; Levanat, I.; Saponja-Milutinovic, D.; Lokner, V.

    2013-01-01

    After a couple of decades of hesitant and indecisive consultations between Slovenia and Croatia on the management options for the Krsko nuclear power plant (KNPP) waste, time for decision making has approached. Council Directive 2011/70/Euratom requires that both countries adopt specific national programs for radioactive waste and spent fuel management before August 23, 2015. In the nineties, Croatia undertook a campaign aimed at constructing a low and intermediate level waste (LILW) repository. The region of Trgovska gora was designated as the potential repository site, and a preliminary safety assessment indicated that it was suitable for a near surface vault-type disposal facility - but then the campaign was stopped. Soon after, Slovenia intensified preparations for a LILW repository on its territory, and Krsko (near the NPP) was selected for disposal site. An exotic and expensive silo-type disposal concept was adopted, disposal units immersed into the groundwater flowing towards the nearby Sava river. The project continues. Presently, however, Croatia does not know whether it will be allowed to dispose of its share of LILW from the KNPP into the Slovenian repository, nor under what conditions. Croatia does not know whether it will have to build its own repository, nor whether such solution would be financially preferable - although Croatia may have to begin transferring its half of the KNPP waste to its territory in less than ten years. It is therefore high time for Croatia to resume intensive preparations for the establishment of a LILW repository on Trgovska gora - regardless of whether or not it would actually be constructed. Without such preparations, and the insights gained, Croatia will not be capable of making competent decisions about its national interests regarding the KNPP waste management, nor will it be prepared for competent and convincing negotiations with Slovenia about the options for sharing the Krsko facility.(author)

  14. Towards an International Framework for Recommendations of Core Competencies in Nursing and Inter-Professional Informatics: The TIGER Competency Synthesis Project.

    Science.gov (United States)

    Hübner, Ursula; Shaw, Toria; Thye, Johannes; Egbert, Nicole; Marin, Heimar; Ball, Marion

    2016-01-01

    Informatics competencies of the health care workforce must meet the requirements of inter-professional process and outcome oriented provision of care. In order to help nursing education transform accordingly, the TIGER Initiative deployed an international survey, with participation from 21 countries, to evaluate and prioritise a broad list of core competencies for nurses in five domains: 1) nursing management, 2) information technology (IT) management in nursing, 3) interprofessional coordination of care, 4) quality management, and 5) clinical nursing. Informatics core competencies were found highly important for all domains. In addition, this project compiled eight national cases studies from Austria, Finland, Germany, Ireland, New Zealand, the Philippines, Portugal, and Switzerland that reflected the country specific perspective. These findings will lead us to an international framework of informatics recommendations.

  15. Competencies for Graduate Culinary Management Degree Programs: Stakeholders' Perspectives

    Science.gov (United States)

    George, Annette A.

    2009-01-01

    Available literature on graduate hospitality education was highly focused on required competencies for hospitality management degree programs but not on culinary management. One possible explanation is that the culinary sector still lags behind in the formation of graduate culinary management programs in the United States. This causal comparative…

  16. 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

  17. IPMA STANDARD ELEMENTS AND FEEDBACK IN PROJECT MANAGEMENT TEACHING

    Directory of Open Access Journals (Sweden)

    BARTOŠKA, Jan

    2011-09-01

    Full Text Available The paper proposes the concept of project management teaching including the International Project Management Association (IPMA standard. The concept of teaching is theoretical and derives from the notion of competence, which the IPMA standard is based on. The paper presents a brief description of the IPMA standard and endeavours to define the notion of competence. The competence is worked with in respect to hierarchical recognition. The proposed teaching concept works with the concepts of information, knowledge and skills. The teaching proposal stems from the structure and contents of the IPMA standard elements. Furthermore, the paper elaborates the issue of embedding the elements of the IPMA standard competences into training courses. In the article, the eye of the IPMA competences is further enhanced with possible training courses and specialist areas in which the standard elements can thematically be included. The paper states that the competence elements and training courses cross one another and overlap in a manifold way. The authors also propose a way which could verify into what extent the students have actually acquired taught IPMA competence elements. The paper contains the proposal of feedback quantification for the IPMA standard and project management teaching. The results of the paper can be used as a starting premise for future research. Both the verification proposal and the embedding of the elements into teaching are derived from on-going academic experience of the authors of the article.

  18. 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

  19. 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)

  20. Development and Testing of the Nurse Manager EBP Competency Scale.

    Science.gov (United States)

    Shuman, Clayton J; Ploutz-Snyder, Robert J; Titler, Marita G

    2018-02-01

    The purpose of this study was to develop and evaluate the validity and reliability of an instrument to measure nurse manager competencies regarding evidence-based practice (EBP). The Nurse Manager EBP Competency Scale consists of 16 items for respondents to indicate their perceived level of competency on a 0 to 3 Likert-type scale. Content validity was demonstrated through expert panel review and pilot testing. Principal axis factoring and Cronbach's alpha evaluated construct validity and internal consistency reliability, respectively. Eighty-three nurse managers completed the scale. Exploratory factor analysis resulted in a 16-item scale with two subscales, EBP Knowledge ( n = 6 items, α = .90) and EBP Activity ( n = 10 items, α = .94). Cronbach's alpha for the entire scale was .95. The Nurse Manager EBP Competency Scale is a brief measure of nurse manager EBP competency with evidence of validity and reliability. The scale can enhance our understanding in future studies regarding how nurse manager EBP competency affects implementation.

  1. 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.

  2. 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

  3. The gap between what is needed and offered in project management education

    NARCIS (Netherlands)

    Steven Nijhuis

    2017-01-01

    From the article: A process focus for project management education is suggested based on a small qualitative sample as an alternative to competence focus. Commercial offerings of project management education are more focused on processes than competences. Review of the courses reveals that there is

  4. HUBUNGAN KOMPETENSI PROJECT MANAGER TERHADAP KEBERHASILAN PROYEK KONSTRUKSI GEDUNG

    Directory of Open Access Journals (Sweden)

    Ida Ayu Ari Brahmantariguna

    2016-07-01

    Full Text Available Abstract :One of the factor that influences the achievement of a project success is the role of a project manager. A reliable project manager, who knows his duties as a project leader and has the necessary competency requirements is needed to achieve the success of the project. The competence of a project manager can be measured by three aspects: knowledge, skill and attitude.This research  aims to analyze the relationship between project manager competencies (that measured by three independent variables, i.e. Knowledge, skills and attitude and the success of the building construction project. Data was collected through a questionnaire survey. The sample/ respondents were the expertise in the field of building construction services those acts as a project manager. Data was analyzed  in three stages:first, factor analysis to reduce the variables into several groups of factors, that called as independent variables; second, correlation test with Pearson Correlation method to determine the correlation between independent variables  and dependent variable; lastly, perform multivariate regression analysis The results of factor analysis showed that the variables are formed into eleven groups, and the result of Pearson Correlation test showed only six groups correlated to project success, those are: Communication and Scope Management, Human Resource Management, which is part of knowledge; Leadership and Project Management, Professionalism and Issues Management as part of skill; and attitude concerning Responsibility, Vision and Priorities. The sixth group of these factors will be the independent variables in multivariate regression analysis. Based on multiple correlation test results, six independent variables simultaneously have a significant influence to the project success, proved by the result of probability value is 0,032.

  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. 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.

  7. Disentangling Supply Chain Management Competencies and their Impact on Performance

    DEFF Research Database (Denmark)

    Flöthmann, Christoph; Hoberg, Kai; Gammelgaard, Britta

    2018-01-01

    Purpose: The purpose of this paper is to extend the understanding of supply chain management (SCM) competencies by splitting them into individual and organizational components and measuring their impact on SCM performance. Design/methodology/approach: Hypothesized relationships are tested using...... structural equation modeling and bootstrapping mediation analysis based on a multi-national survey with 273 managers while drawing on the theory of knowledge management and literature streams of individual competencies in the fields of SCM and human resource management (HRM), respectively. Findings...

  8. 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

  9. 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.

  10. 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

  11. Competencies for Teachers Who Instruct Children with Learning Disabilities. Project I.O.U.

    Science.gov (United States)

    Keegan, William

    The report lists competencies for teachers in every day interactions with learning disabled students. Developed by a task force, the competencies are intended to serve as general guidelines. Information is presented on the goal, assessment competencies, and instructional competencies for the following areas: classroom management, spoken language,…

  12. 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)

  13. 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

  14. Knowledge Model: Project Knowledge Management

    DEFF Research Database (Denmark)

    Durao, Frederico; Dolog, Peter; Grolin, Daniel

    2009-01-01

    The Knowledge model for project management serves several goals:Introducing relevant concepts of project management area for software development (Section 1). Reviewing and understanding the real case requirements from the industrial perspective. (Section 2). Giving some preliminary suggestions...... for usage in KIWI system (Sections 3). This document is intended for technological partners to understand how for example the software development concepts can be applied to a semantic wiki framework....

  15. Towards rethinking Project portfolio management

    DEFF Research Database (Denmark)

    Hansen, Lars Kristian; Svejvig, Per

    the last five years. Utilizing the theoretical lens proposed by Svejvig and Andersen (2015), we apply two complementary analytical perspectives to classify and analyze the stocks. One perspective, denoted as classical project management (CPM), highlights key characteristics of conventional research....... A second perspective, denoted as rethinking project management (RPM), highlights characteristics of progressive research. Not surprisingly, characteristics from CPM are very dominant in the stock of most cited publications of all years — instrumentality and controllability in particular. In the newest...

  16. RISK MANAGEMENT USING PROJECT RECON

    Science.gov (United States)

    2016-11-28

    centralized database . • Project Recon (formerly Risk Recon) is designed to be used by all Program Management Offices, Integrated Project Teams and any...Create growth plans to proactively capture benefits • Customize reports to group opportunities by programmatic, technical, business, contracting, and

  17. Management Of Building Projects

    OpenAIRE

    Niko Majdandzic; Tadija Lovric; Vido Peric

    2006-01-01

    In this work we have shown the concept of logistic support in management in building production and in building of objects, which is realised in Enterprise resource Planning – ERP system ERPINSG, developed in Informatic firm Informatic engineering – ININ in Slavonski Brod, and in cooperation with scientists of catedra for informatics of Faculty of Mechanical Engineering and users from building firms.

  18. Information management competencies for practicing nurses and new graduates

    Directory of Open Access Journals (Sweden)

    Corina Saratan

    2015-09-01

    Full Text Available Nursing informatics skills are required at all levels of nursing practice. Of those basic skills, management of information through the electronic health record (EHR is paramount. Previous research has explored computer literacy of nurses but has not investigated the competencies that relate specifically to information management. The purpose of this research study was to gather practicing nurses’ views of current information management competencies published by the Technology Informatics Guiding Education Reform (TIGER initiative, as they pertain to new graduates. A convenience sample of members from the InspireNet online user group was surveyed. The results suggest that overall, nurses tend to agree with the information management competencies; however, informatics education is most needed for those who have been practicing nursing for longer, rather than for novice nurses.

  19. Perceived Competence of Women Managers in Public Human Service Organizations: A Comparative View.

    Science.gov (United States)

    Ezell, Hazel F.; And Others

    1980-01-01

    Responses of male and female managers were analyzed for differences existing in perceptions of self-competence and differences in their evaluations of the competence of women managers generally. Findings suggest female managers see themselves as competent but see female managers in general as being less competent. (Author/RC)

  20. Emotional Competence and Leadership Styles of Managers in ...

    African Journals Online (AJOL)

    This short paper, a part of a wider study on the effectiveness of university managers in Uganda, reports on the emotional competence and leadership styles of managers in private universities in the country. Using data elicited from 240 respondents drawn from eight (8) private universities in the country, the paper reports a ...

  1. Strategic Management of Large Projects

    Institute of Scientific and Technical Information of China (English)

    WangYingluo; LiuYi; LiYuan

    2004-01-01

    The strategic management of large projects is both theoretically and practically important. Some scholars have advanced flexible strategy theory in China. The difference of strategic flexibility and flexible strategy is pointed out. The supporting system and characteristics of flexible strategy are analyzed. The changes of flexible strategy and integration of strategic management are discussed.

  2. 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.

  3. Competencies that managers should possess - a case study at IPEN

    International Nuclear Information System (INIS)

    Gimenes, Celso Huerta; Barroso, Antonio Carlos de Oliveira; Imakuma, Kengo

    2009-01-01

    To guide human resources selection and development, organizations usually have a list of the competencies they consider crucial for the various segments of their endeavor. At IPEN, a R and D institute with graduate teaching (within USP framework) and some production facilities, the elaboration of a list of the highly appraised competencies for IPEN's managers become a research theme in itself. This work has produced: a methodology to generate, validate and recycle periodically the list and descriptions of managers' competencies; and the first version of the list. Delphi questionnaires were applied via web using 'Lime Survey', a freeware that enables import and export the data as csv files and has a simple and workable language for database access. The consistency of the numerical results, as well as the consensus preferences manifested by the sample is discussed in the paper. Also a segmentation and multivariate statistical analysis to reveal differences and similarities among the various subgroups of the sample is presented providing a lot of insightful information. The merit of structuring the pertinence of the competencies according to seven BNQA's criteria is discussed. Combining the manifested preference of the sample with a factor analysis to check the most significant loads in each construct a reduced set of competencies is proposed. This reduced set can be the base for IPEN's directors to select the crucial set of managers' competence. The methodology here explained can be used each two years to co-validate and update this reduced set. (author)

  4. Document Management Projects: implementation guide

    OpenAIRE

    Beatriz Bagoin Guimarães

    2016-01-01

    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...

  5. Task Listings Resulting from the Vocational Competency Measures Project. Memorandum Report.

    Science.gov (United States)

    American Institutes for Research in the Behavioral Sciences, Palo Alto, CA.

    This memorandum report consists of 14 task listings resulting from the Vocational Competency Measures Project. (The Vocational Competency Measures Project was a test development project that involved the writing and verification of task listings for 14 vocational occupational areas through over 225 interviews conducted in 27 states.) Provided in…

  6. Waste Management Project Contingency Analysis

    International Nuclear Information System (INIS)

    Edward L. Parsons, Jr.

    1999-01-01

    The purpose of this report is to provide the office of Waste Management (WM) with recommended contingency calculation procedures for typical WM projects. Typical projects were defined as conventional construction-type activities that use innovative elements when necessary to meet the project objectives. Projects involve treatment, storage, and disposal of low level, mixed low level, hazardous, transuranic, and high level waste. Cost contingencies are an essential part of Total Cost Management. A contingency is an amount added to a cost estimate to compensate for unexpected expenses resulting from incomplete design, unforeseen and unpredictable conditions, or uncertainties in the project scope (DOE 1994, AACE 1998). Contingency allowances are expressed as percentages of estimated cost and improve cost estimates by accounting for uncertainties. The contingency allowance is large at the beginning of a project because there are more uncertainties, but as a project develops, the allowance shrinks to adjust for costs already incurred. Ideally, the total estimated cost remains the same throughout a project. Project contingency reflects the degree of uncertainty caused by lack of project definition, and process contingency reflects the degree of uncertainty caused by use of new technology. Different cost estimation methods were reviewed and compared with respect to terminology, accuracy, and Cost Guide standards. The Association for the Advancement of Cost Engineering (AACE) methods for cost estimation were selected to represent best industry practice. AACE methodology for contingency analysis can be readily applied to WM Projects, accounts for uncertainties associated with different stages of a project, and considers both project and process contingencies and the stage of technical readiness. As recommended, AACE contingency allowances taper off linearly as a project nears completion

  7. 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.

  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. 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

  10. How to maintain nuclear competence and knowledge management in Europe

    International Nuclear Information System (INIS)

    Comsa, Olivia; Meglea, Claudia; Paraschiva, M. V.; Banutoiu, Maria; Popescu, C.

    2002-01-01

    In the next decades, the tasks in nuclear activities will remain important in Europe irrespective of the different energy options decided by the Member State Governments. Radiation protection, safe nuclear plant operation and nuclear waste management where existing, rely on highly skilled people. There are serious concerns about their replacement from the coming generation. Reasons for concern occur now in several reports. Knowledge Management has evolved from an information technology buzzword, into a domain with a wide spectrum of practical applications in a rapidly growing number of organizations. In the information society, knowledge management techniques are seen as the decisive means in concentrating and preserving a company's knowledge, offering easy and fast access to this knowledge (particularly the experts 'implicit' knowledge as opposed to 'explicit' documents), ensuring its efficient use, thus keeping up the company's competitiveness. The variety of techniques employed by a knowledge management such as knowledge portals for easy access and navigation of the knowledge, document management systems for administration of arbitrary documents formats, content managers with extended classification, search and retrieval capabilities, yellow pages connecting the knowledge domain with the knowledgeable persons in the field, and inclusion of existing databases might help overcome the difficulties which are foreseen for the near future. As a consequence, the chances and benefits offered by knowledge management in the nuclear field should not be neglected. First projects use are under way in several countries to investigate these aspects. An efficient knowledge management should have those coming from other domains to enter easily into the nuclear sector. In the end, however, successful recruitment of skilled nuclear personnel will depend mostly on the attractiveness of the sector. In view of enlargement of the European Union, a major additional aspect is that all

  11. 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....

  12. Managing project risks and uncertainties

    Directory of Open Access Journals (Sweden)

    Mike Mentis

    2015-01-01

    Full Text Available This article considers threats to a project slipping on budget, schedule and fit-for-purpose. Threat is used here as the collective for risks (quantifiable bad things that can happen and uncertainties (poorly or not quantifiable bad possible events. Based on experience with projects in developing countries this review considers that (a project slippage is due to uncertainties rather than risks, (b while eventuation of some bad things is beyond control, managed execution and oversight are still the primary means to keeping within budget, on time and fit-for-purpose, (c improving project delivery is less about bigger and more complex and more about coordinated focus, effectiveness and developing thought-out heuristics, and (d projects take longer and cost more partly because threat identification is inaccurate, the scope of identified threats is too narrow, and the threat assessment product is not integrated into overall project decision-making and execution. Almost by definition, what is poorly known is likely to cause problems. Yet it is not just the unquantifiability and intangibility of uncertainties causing project slippage, but that they are insufficiently taken into account in project planning and execution that cause budget and time overruns. Improving project performance requires purpose-driven and managed deployment of scarce seasoned professionals. This can be aided with independent oversight by deeply experienced panelists who contribute technical insights and can potentially show that diligence is seen to be done.

  13. 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.

  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. 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. Processes of Strategic Renewal, Competencies, and the Management of Speed

    OpenAIRE

    Volker Mahnke; John Harald Aadne

    1998-01-01

    We discuss strategic renewal from a competence perspective. We argue that the management of speed and timing in this process is viewed distinctively when perceived through a cognitive lens. Managers need more firmly grounded process-understanding. The key idea of this paper is to dynamically conceptualize key activities of strategic renewal, and possible sources of break-down as they relate to the managment of speed and timing. Based on a case from the media industry, we identify managerial t...

  17. 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.

  18. Internationalizing business education for globally competent managers

    NARCIS (Netherlands)

    Kedia, Ben L.; Englis-Danskin, Paula

    2011-01-01

    The world is shrinking as developments in technology and transportation rapidly increase global opportunities and challenges for businesses. Furthermore, developing markets are becoming increasingly important, creating new challenges for managers. Business education must step in and prepare

  19. Hospital cultural competency as a systematic organizational intervention: Key findings from the national center for healthcare leadership diversity demonstration project.

    Science.gov (United States)

    Weech-Maldonado, Robert; Dreachslin, Janice L; Epané, Josué Patien; Gail, Judith; Gupta, Shivani; Wainio, Joyce Anne

    Cultural competency or the ongoing capacity of health care systems to provide for high-quality care to diverse patient populations (National Quality Forum, 2008) has been proposed as an organizational strategy to address disparities in quality of care, patient experience, and workforce representation. But far too many health care organizations still do not treat cultural competency as a business imperative and driver of strategy. The aim of the study was to examine the impact of a systematic, multifaceted, and organizational level cultural competency initiative on hospital performance metrics at the organizational and individual levels. This demonstration project employs a pre-post control group design. Two hospital systems participated in the study. Within each system, two hospitals were selected to serve as the intervention and control hospitals. Executive leadership (C-suite) and all staff at one general medical/surgical nursing unit at the intervention hospitals experienced a systematic, planned cultural competency intervention. Assessments and interventions focused on three organizational level competencies of cultural competency (diversity leadership, strategic human resource management, and patient cultural competency) and three individual level competencies (diversity attitudes, implicit bias, and racial/ethnic identity status). In addition, we evaluated the impact of the intervention on diversity climate and workforce diversity. Overall performance improvement was greater in each of the two intervention hospitals than in the control hospital within the same health care system. Both intervention hospitals experienced improvements in the organizational level competencies of diversity leadership and strategic human resource management. Similarly, improvements were observed in the individual level competencies for diversity attitudes and implicit bias for Blacks among the intervention hospitals. Furthermore, intervention hospitals outperformed their respective

  20. 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.

  1. Management of Software Development Projects

    Directory of Open Access Journals (Sweden)

    Felician ALECU

    2011-04-01

    Full Text Available Any major software development starts with the Initiating process group. Once the charter document is approved, the Planning and then to the Executing stages will follow. Monitoring and Controlling is measuring the potential performance deviation of the project in terms of schedule and costs and performs the related Integrated Change Control activities. At the end, during the Closing, the program/project manager will check the entire work is completed and the objectives are met.

  2. Project management plan : Dallas Integrated Corridor Management (ICM) demonstration project.

    Science.gov (United States)

    2010-12-01

    The Dallas Integrated Corridor Management System Demonstration Project is a multi-agency, de-centralized operation which will utilize a set of regional systems to integrate the operations of the corridor. The purpose of the Dallas ICM System is to im...

  3. Safety Culture for Regulator Competence Management in Embarking States

    International Nuclear Information System (INIS)

    Kandil, M.

    2016-01-01

    Full text: Safety is based on preventive actions where the ability of a regulatory body to fulfill its responsibilities depends largely on the competence of its staff. Building employees’ skills and knowledge is an investment for each employee and in the future of the organization. This building must be the competence of its staff integration with their safety culture, the essential to ensure competent human resources as required in the IAEA safety standards and other documents, in which the need and importance of ensuring regulatory competence is emphasized. As it involves both operational and management issues, safety culture is a sensitive topic for regulators whose role is to ensure compliance with safety requirements and not to intervene in management decisions. A number of embarking States are aspiring to develop nuclear power generation and this means that, among other things, regulatory bodies have to be established and rapidly expanded. This paper reports major considerations on the integration of safety culture with an adequate competence management system for regulators in embarking states. (author

  4. Strategic management competencies in Scandinavian contractors

    DEFF Research Database (Denmark)

    Koch, Christian; Buhl, Henrik

    2013-01-01

    Over the past ten years, a series of contractors operating in Denmark, Norway and Sweden have slowly but surely expanded their markets beyond their previous single-country base towards operating in Scandinavia as a whole, and beyond. This expansion has been accompanied by a restructuring of company...... management and HR concepts and approaches. Methodologically, a sample of the top level leaders of the hundred largest business units at some thirty Scandinavian contractors has been analysed. The focus is on the 400 top level managers in these organisations. On the basis of a desk study, an analysis of 124...

  5. Integrated Project Management System description

    International Nuclear Information System (INIS)

    1994-09-01

    The Integrated Program Management System (IPMS) Description is a ''working'' document that describes the work processes of the Uranium Mill Tailings Remedial Action Project Office (UMTRA) and IPMS Group. This document has undergone many revisions since the UMTRA Project began; this revision not only updates the work processes but more clearly explains the relationships between the Project Office, contractors, and other participants. The work process flow style has been revised to better describe Project work and the relationships of participants. For each work process, more background and guidance on ''why'' and ''what is expected'' is given. For example, a description of activity data sheets has been added in the work organization and the Project performance and reporting processes, as well as additional detail about the federal budget process and funding management and improved flow charts and explanations of cost and schedule management. A chapter has been added describing the Cost Reduction/Productivity Improvement Program. The Change Control Board (CCB) procedures (Appendix A) have been updated. Project critical issues meeting (PCIM) procedures have been added as Appendix B. Budget risk assessment meeting procedures have been added as Appendix C. These appendices are written to act as stand-alone documentation for each process. As the procedures are improved and updated, the documentation can be updated separately

  6. 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 ...

  7. 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....

  8. 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.

  9. Contextualizing Individual Competencies for Managing the Corporate Social Responsibility Adaptation Process

    NARCIS (Netherlands)

    Osagie, E.R.; Wesselink, R.; Blok, V.; Mulder, M.

    2016-01-01

    Companies committed to corporate social responsibility (CSR) should ensure that their managers possess the appropriate competencies to effectively manage the CSR adaptation process. The literature provides insights into the individual competencies these managers need but fails to prioritize them and

  10. 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...

  11. Learning to succeed in European joint projects: the role of the modern project manager--the flow-keeper.

    Science.gov (United States)

    Masiello, Italo

    2009-09-01

    The constellation of an EU-funded project-consortium is often of very disparate culture, languages, level of knowledge and technology, social competences, experiences, ideals and ambitions that may clash with one another. Hence, coordinating and managing successful European joint projects is not an easy task. This paper addresses the learning experience of managing international research projects and, through the author's own experience and literature review, attempts to exemplify the role of the flow-keeper--a modern project manager whose particular skills are to ensure the success of EU joint projects of considerable complexity. Propositions for developing the management of international joint projects are also provided.

  12. A fuzzy hybrid approach for project manager selection

    Directory of Open Access Journals (Sweden)

    Ahmad Jafarnejad Chaghooshi

    2016-09-01

    Full Text Available Suitable project manager has a significant impact on successful accomplishment of the project. Managers should possess such skills in order to effectively cope with the competition. In this respect, selecting managers based on their skills can lead to a competitive advantage towards the achievement of organizational goals. selection of the suitable project manager can be viewed as a multi-criteria decision making (MCDM problem and an extensive evaluation of criteria, such as Technical skills, experience skills, Personal qualities and the related criteria must be considered in the selection process of project manager. The fuzzy set theory and MCDM methods appears as an essential tools to provide a decision framework that incorporates imprecise judgments and multi criteria nature of project manager selection process inherent in this process. This paper proposes the joint use of the Fuzzy DEMATEL (FDEMATEL and Fuzzy VIKOR methods for the decision-making process of selecting the most suitable managers for projects. First, with the opinions of the senior managers based on project management competency model (ICB-IPMA, all the criteria required for the selection are gathered. Then the FDEMATEL method is used to prioritize the importance of various criteria and FVIKOR used to rank the alternatives in a preferred order to select the best project managers from a number of alternatives. Next, a real case study used to illustrate the process of the proposed method. Finally, some conclusions are discussed at the end of this study.

  13. 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.

  14. Software Tools Streamline Project Management

    Science.gov (United States)

    2009-01-01

    Three innovative software inventions from Ames Research Center (NETMARK, Program Management Tool, and Query-Based Document Management) are finding their way into NASA missions as well as industry applications. The first, NETMARK, is a program that enables integrated searching of data stored in a variety of databases and documents, meaning that users no longer have to look in several places for related information. NETMARK allows users to search and query information across all of these sources in one step. This cross-cutting capability in information analysis has exponentially reduced the amount of time needed to mine data from days or weeks to mere seconds. NETMARK has been used widely throughout NASA, enabling this automatic integration of information across many documents and databases. NASA projects that use NETMARK include the internal reporting system and project performance dashboard, Erasmus, NASA s enterprise management tool, which enhances organizational collaboration and information sharing through document routing and review; the Integrated Financial Management Program; International Space Station Knowledge Management; Mishap and Anomaly Information Reporting System; and management of the Mars Exploration Rovers. Approximately $1 billion worth of NASA s projects are currently managed using Program Management Tool (PMT), which is based on NETMARK. PMT is a comprehensive, Web-enabled application tool used to assist program and project managers within NASA enterprises in monitoring, disseminating, and tracking the progress of program and project milestones and other relevant resources. The PMT consists of an integrated knowledge repository built upon advanced enterprise-wide database integration techniques and the latest Web-enabled technologies. The current system is in a pilot operational mode allowing users to automatically manage, track, define, update, and view customizable milestone objectives and goals. The third software invention, Query

  15. Meeting the challenge of assessing clinical competence of occupational therapists within a program management environment.

    Science.gov (United States)

    Salvatori, Penny; Simonavicius, Nijole; Moore, Joan; Rimmer, Georgina; Patterson, Michele

    2008-02-01

    Program management models have raised concerns among occupational therapists about professional standards related to clinical competence, performance review procedures, and quality improvement initiatives. This paper describes how a chart-stimulated recall (CSR) peer-review process and interview tool was revised, implemented, and evaluated as a pilot project to assess the clinical competence of occupational therapy staff at a large urban health centre in southern Ontario. Fourteen pairs (n=28) of occupational therapists representing various practice areas participated in this project. Half served as peer assessors and half as interviewees. Peer assessors conducted an independent chart review followed by a one-hour personal interview with a peer partner to discuss clinical management issues related to the client cases. Each interviewer rated his or her partner's clinical competence in eight areas of performance using a 7-point Likert scale. Results indicated that the CSR tool could discriminate among occupational therapists in terms of overall levels of clinical competence and also identify specific areas of concern that could be targeted for professional development. Feedback from participants was positive. The CSR tool was found to be useful for assessing clinical competence of occupational therapists in this large health centre as a quality improvement initiative within that discipline group. Further research is needed to establish the reliability and validity of the CSR tool.

  16. Ohio Financial Services and Risk Management. Technical Competency Profile (TCP).

    Science.gov (United States)

    Ray, Gayl M.; Wilson, Nick; Mangini, Rick

    This document describes the essential competencies from secondary through post-secondary associate degree programs for a career in financial services and risk management. Ohio College Tech Prep Program standards are described, and a key to profile codes is provided. Sample occupations in this career area, such as financial accountant, loan…

  17. Ohio Legal Office Managment. Technical Competency Profile (TCP).

    Science.gov (United States)

    Ray, Gayl M.; Wilson, Nick; Mangini, Rick

    This document, which lists core business and legal office management competencies identified by representatives from education and business and industry throughout Ohio, is intended to assist individuals and organizations in developing college tech prep programs that will prepare students from secondary through post-secondary associate degree…

  18. Commitment, control, and the use of competency management

    NARCIS (Netherlands)

    Heinsman, H.; Hoogh, de A.H.B.; Muijen, van J.J.; Koopman, P.L.

    2008-01-01

    The purpose of this paper is to examine the effects of the commitment- and control-approaches on the use of competency management, and to investigate whether attitude, subjective norm and perceived behavioural control mediate these effects. Design/methodology/approach — In Study 1, using a survey,

  19. Commitment, control and the use of competency management

    NARCIS (Netherlands)

    Heinsman, H.; de Hoogh, A.H.B.; Koopman, P.L.; van Muijen, J.J.

    2008-01-01

    Purpose - The purpose of this paper is to examine the effects of the commitment- and control-approaches on the use of competency management, and to investigate whether attitude, subjective norm and perceived behavioural control mediate these effects. Design/methodology/approach - In Study 1, using a

  20. Commitment, control, and the use of competency management

    NARCIS (Netherlands)

    Heinsman, H.; de Hoogh, A.H.B.; Koopman, P.L.; van Muijen, J.J.

    2008-01-01

    Purpose - The purpose of this paper is to examine the effects of the commitment- and control-approaches on the use of competency management, and to investigate whether attitude, subjective norm and perceived behavioural control mediate these effects. Design/methodology/approach - In Study 1, using a

  1. Self-Assessment of Competences in Management Education

    Science.gov (United States)

    Hernández López, Lidia; de Saá Pérez, Petra; Ballesteros Rodríguez, Jose Luis; García Almeida, Desiderio

    2015-01-01

    Purpose: The purpose of this paper is to discuss the theoretical and practical need for research into the learning conditions that influence a student's self-assessment of their competences in management education. By means of a theoretical review, the paper introduces a model that integrates various learning conditions related to a student's…

  2. Ohio Marketing Management and Research. Technical Competency Profile (TCP).

    Science.gov (United States)

    Ray, Gayl M.; Wilson, Nick; Mangini, Rick

    This document provides a framework for a broad-based secondary and postsecondary curriculum to prepare students for employment in marketing management and research (MMR). The first part of the technical competency profile (TCP) contains the following items: an explanation of the purpose and scope of Ohio's TCPs; college tech prep program…

  3. 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.

  4. 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.

  5. Towards a Methodology for Managing Competencies in Virtual Teams - A Systemic Approach

    Science.gov (United States)

    Schumacher, Marinita; Stal-Le Cardinal, Julie; Bocquet, Jean-Claude

    Virtual instruments and tools are future trends in Engineering which are a response to the growing complexity of engineering tasks, the facility of communication and strong collaborations on the international market. Outsourcing, off-shoring, and the globalization of organisations’ activities have resulted in the formation of virtual product development teams. Individuals who are working in virtual teams must be equipped with diversified competencies that provide a basis for virtual team building. Thanks to the systemic approach of the functional analysis our paper responds to the need of a methodology of competence management to build virtual teams that are active in virtual design projects in the area of New Product Development (NPD).

  6. Managerial competencies in the contex of contemporary management concepts and methods

    OpenAIRE

    Ziębicki, Bernard

    2011-01-01

    The article presents the required management competences from the perspective of contemporary management concepts. As the main concepts we have presented: knowledge management and learning organization, Total Quality Management, processes management, Kaizen and elimination of waste, virtual and network management and time based management. The most important management competences connected with above concepts are: focus on outside and effectiveness, care about efficie...

  7. 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...

  8. 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...

  9. Risk Management of NASA Projects

    Science.gov (United States)

    Sarper, Hueseyin

    1997-01-01

    Various NASA Langley Research Center and other center projects were attempted for analysis to obtain historical data comparing pre-phase A study and the final outcome for each project. This attempt, however, was abandoned once it became clear that very little documentation was available. Next, extensive literature search was conducted on the role of risk and reliability concepts in project management. Probabilistic risk assessment (PRA) techniques are being used with increasing regularity both in and outside of NASA. The value and the usage of PRA techniques were reviewed for large projects. It was found that both civilian and military branches of the space industry have traditionally refrained from using PRA, which was developed and expanded by nuclear industry. Although much has changed with the end of the cold war and the Challenger disaster, it was found that ingrained anti-PRA culture is hard to stop. Examples of skepticism against the use of risk management and assessment techniques were found both in the literature and in conversations with some technical staff. Program and project managers need to be convinced that the applicability and use of risk management and risk assessment techniques is much broader than just in the traditional safety-related areas of application. The time has come to begin to uniformly apply these techniques. The whole idea of risk-based system can maximize the 'return on investment' that the public demands. Also, it would be very useful if all project documents of NASA Langley Research Center, pre-phase A through final report, are carefully stored in a central repository preferably in electronic format.

  10. 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...

  11. An Ontology-centered Approach for Designing an Interactive Competence Management System for IT Companies

    Directory of Open Access Journals (Sweden)

    Stefan TRAUSAN-MATU

    2009-01-01

    Full Text Available The paper presents a generic framework for an intelligent information system of competence management based on ontologies for information technology companies. In a first step it will be applied in an information technology (IT small enterprise and then its applicability will be verified for other organizations of the same type. The work presented in the paper is performed under the project "CONTO – Ontology-based Competencies Management in Information Technology" funded by the Romanian Ministry of Education and Research, involving two universities, a research institute and an IT private company. A competence management system (CMS, in our vision has to achieve three functions: (a to support the complete and systematic acquisition of knowledge about the competence of the members of an enterprise; (b to provide the knowledge about competences and their owners; (c to apply the available knowledge to serve a purpose. The core of the competence management information system is an ontology that plays the role of the declarative knowledge repository containing the basic concepts (such as: company-job, competence, domain, group, person etc. and their relationships with other concepts, instances and properties. The Protégé environment was used for the development of this ontology. The structure of the ontology is conceived so that description logics can be used to represent the concept definitions of the application domain in a structured and formally well-understood way. Knowledge acquisition is performed in our approach by enriching the ontology, according to the requirements of the IT company. An advantage of using an ontology-based system is the possibility of the identification of new relations among concepts based on inferences starting from the existing knowledge. The user can choose to query instances of one type of concept. The paper also presents some use-cases.

  12. 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.

  13. COLLABORATE©, Part IV: Ramping Up Competency-Based Performance Management.

    Science.gov (United States)

    Treiger, Teresa M; Fink-Samnick, Ellen

    The purpose of this fourth part of the COLLABORATE© article series provides an expansion and application of previously presented concepts pertaining to the COLLABORATE paradigm of professional case management practice. The model is built upon a value-driven foundation that: PRIMARY PRACTICE SETTING(S):: Applicable to all health care sectors where case management is practiced. As an industry, health care continues to evolve. Terrain shifts and new influences continually surface to challenge professional case management practice. The need for top-performing and nimble professionals who are knowledgeable and proficient in the workplace continues to challenge human resource departments. In addition to care setting knowledge, professional case managers must continually invest in their practice competence toolbox to grow skills and abilities that transcend policies and processes. These individuals demonstrate agility in framing (and reframing) their professional practice to facilitate the best possible outcomes for their clients. Therefore, the continued emphasis on practice competence conveyed through the performance management cycle is an essential ingredient to performance management focused on customer service excellence and organizational improvement. Professional case management transcends professional disciplines, educational levels, and practice settings. Business objectives continue to drive work process and priorities in many practice settings. However, competencies that align with regulatory and accreditation requirements should be the critical driver for consistent, high-quality case management practice. Although there is inherent value in what various disciplines bring to the table, this advanced model unifies behind case management's unique, strengths-based identity instead of continuing to align within traditional divisions (e.g., discipline, work setting, population served). This model fosters case management's expanding career advancement opportunities.

  14. Managing Operating Procedures in Distributed Collaborative Projects

    Science.gov (United States)

    Hool, A.; Beuzelin Ollivier, M.-G.; Roubert, F.

    2013-04-01

    In recent years, large distributed collaborative projects have become very prominent in scientific research, allowing exchanges between laboratories located in different institutions and countries and between various domains of competence. Particularly the work on nanotoxicity - a field which has only been under investigation for a few years and is still lacking regulatory framework - highlighted the need for well-controlled methods, as well as rules for the handling and disposal of used materials. To obtain comparable and reproducible results of experiments conducted in a distributed context, the standardisation and proper documentation of the applied methods is crucial. The European project NanoDiaRA, whose aim is to develop nanoparticles and biomarkers for the early diagnosis of inflammatory disease, faces this situation as it involves 15 European partners and brings together different scientific cultures and professional backgrounds. Protocols especially developed for Superparamagnetic Iron Oxide Nanoparticles and a management system were designed and implemented within the NanoDiaRA project to fulfil those needs. The main goals were the establishment of standardised Standard Operating Procedures assuring transparency and reproducibility and the provision of access to these protocols to every project partner, as well as their clear allocation to carry out precise measurements and production steps.

  15. Managing Operating Procedures in Distributed Collaborative Projects

    International Nuclear Information System (INIS)

    Hool, A; Ollivier, M-G Beuzelin; Roubert, F

    2013-01-01

    In recent years, large distributed collaborative projects have become very prominent in scientific research, allowing exchanges between laboratories located in different institutions and countries and between various domains of competence. Particularly the work on nanotoxicity – a field which has only been under investigation for a few years and is still lacking regulatory framework – highlighted the need for well-controlled methods, as well as rules for the handling and disposal of used materials. To obtain comparable and reproducible results of experiments conducted in a distributed context, the standardisation and proper documentation of the applied methods is crucial. The European project NanoDiaRA, whose aim is to develop nanoparticles and biomarkers for the early diagnosis of inflammatory disease, faces this situation as it involves 15 European partners and brings together different scientific cultures and professional backgrounds. Protocols especially developed for Superparamagnetic Iron Oxide Nanoparticles and a management system were designed and implemented within the NanoDiaRA project to fulfil those needs. The main goals were the establishment of standardised Standard Operating Procedures assuring transparency and reproducibility and the provision of access to these protocols to every project partner, as well as their clear allocation to carry out precise measurements and production steps.

  16. Oil sands tailings management project

    Energy Technology Data Exchange (ETDEWEB)

    Godwalt, C. [Alberta WaterSMART, Calgary, AB (Canada); Kotecha, P. [Suncor Energy Inc, Calgary, AB (Canada); Aumann, C. [Alberta Innovates - Technology Futures, Alberta Governement, AB (Canada)

    2010-11-15

    The Oil sands leadership initiative (OSLI) works with the Government of Alberta on the development of the oil sands industry, considering environmental, economical and social aspects. Water management was identified as one of most important areas to focus on. Alberta WaterSMART was requested to support the development and the management of projects resulting from the work done or underway in this field. The development of a regional water management solution stood out as the most interesting solution to obtain significant results. In the Athabasca Region, oil sands producers work independently on their water sourcing and disposal with particular attention to fresh water conservation and economics. The Athabasca River represents a source for mines and distant saline aquifers are the target of steam assisted gravity drainage (SAGD) operators. As part of a four-phase project aiming to study the environmental and economic footprint (EEF) benefit of alternatives for Athabasca oil sands production water supply and disposal, the purpose of the tailings water management project was to identify tailings treatment technologies that are ready to be implemented, and to design and evaluate solutions in order to improve regional oil sands production water sourcing and disposal. Alternatives were evaluated based on their total EEF, applying a lifecycle assessment methodology with a particular attention on the quantification of important performance indicators. 25 refs., 8 tabs., 40 figs.

  17. Oil sands tailings management project

    International Nuclear Information System (INIS)

    Godwalt, C.; Kotecha, P.; Aumann, C.

    2010-11-01

    The Oil sands leadership initiative (OSLI) works with the Government of Alberta on the development of the oil sands industry, considering environmental, economical and social aspects. Water management was identified as one of most important areas to focus on. Alberta WaterSMART was requested to support the development and the management of projects resulting from the work done or underway in this field. The development of a regional water management solution stood out as the most interesting solution to obtain significant results. In the Athabasca Region, oil sands producers work independently on their water sourcing and disposal with particular attention to fresh water conservation and economics. The Athabasca River represents a source for mines and distant saline aquifers are the target of steam assisted gravity drainage (SAGD) operators. As part of a four-phase project aiming to study the environmental and economic footprint (EEF) benefit of alternatives for Athabasca oil sands production water supply and disposal, the purpose of the tailings water management project was to identify tailings treatment technologies that are ready to be implemented, and to design and evaluate solutions in order to improve regional oil sands production water sourcing and disposal. Alternatives were evaluated based on their total EEF, applying a lifecycle assessment methodology with a particular attention on the quantification of important performance indicators. 25 refs., 8 tabs., 40 figs.

  18. Breakthrough Propulsion Physics Project: Project Management Methods

    Science.gov (United States)

    Millis, Marc G.

    2004-01-01

    To leap past the limitations of existing propulsion, the NASA Breakthrough Propulsion Physics (BPP) Project seeks further advancements in physics from which new propulsion methods can eventually be derived. Three visionary breakthroughs are sought: (1) propulsion that requires no propellant, (2) propulsion that circumvents existing speed limits, and (3) breakthrough methods of energy production to power such devices. Because these propulsion goals are presumably far from fruition, a special emphasis is to identify credible research that will make measurable progress toward these goals in the near-term. The management techniques to address this challenge are presented, with a special emphasis on the process used to review, prioritize, and select research tasks. This selection process includes these key features: (a) research tasks are constrained to only address the immediate unknowns, curious effects or critical issues, (b) reliability of assertions is more important than the implications of the assertions, which includes the practice where the reviewers judge credibility rather than feasibility, and (c) total scores are obtained by multiplying the criteria scores rather than by adding. Lessons learned and revisions planned are discussed.

  19. 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

  20. [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.

  1. 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...

  2. Managing MDO Software Development Projects

    Science.gov (United States)

    Townsend, J. C.; Salas, A. O.

    2002-01-01

    Over the past decade, the NASA Langley Research Center developed a series of 'grand challenge' applications demonstrating the use of parallel and distributed computation and multidisciplinary design optimization. All but the last of these applications were focused on the high-speed civil transport vehicle; the final application focused on reusable launch vehicles. Teams of discipline experts developed these multidisciplinary applications by integrating legacy engineering analysis codes. As teams became larger and the application development became more complex with increasing levels of fidelity and numbers of disciplines, the need for applying software engineering practices became evident. This paper briefly introduces the application projects and then describes the approaches taken in project management and software engineering for each project; lessons learned are highlighted.

  3. 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....

  4. 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

  5. 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...

  6. The Development of an Instrument to Measure the Project Competences of College Students in Online Project-Based Learning

    Science.gov (United States)

    Lin, Chien-Liang

    2018-01-01

    This study sought to develop a self-report instrument to be used in the assessment of the project competences of college students engaged in online project-based learning. Three scales of the KIPSSE instrument developed for this study, namely, the knowledge integration, project skills, and self-efficacy scales, were based on related theories and…

  7. Human resource management in the construction industry – Sustainability competencies

    OpenAIRE

    Renard Yung Jhien Siew

    2014-01-01

    While environmental sustainability has been the subject of much debate in the last decade, it was not until recently that attention started to shift towards human resource management as an enabler for sustainability.  Yet, this is still a relatively under researched area.  Much is still unknown about the role of an individual worker in contributing towards sustainable development.  This paper addresses the gap by proposing a framework to measure sustainability competencies of employees within...

  8. Competency mapping and visualisation techniques in change management

    OpenAIRE

    Schöpfel , Joachim; Creusot , Jacques

    2008-01-01

    Purpose: The article describes techniques that may facilitate change management in the library. Approach: The paper is based on practical experience and evidence from the INIST library department in France. Findings: Based on standard inventories of LIS professions and competencies, we present techniques for the mapping and visualisation of individual or team-centred job functions and skills. These techniques can help and facilitate communication, information and participation and are useful ...

  9. AN ONTOLOGY-BASED COMPETENCE MANAGEMENT SYSTEM FOR IT COMPANIES

    OpenAIRE

    Cristina NICULESCU; Stefan TRAUSAN-MATU

    2009-01-01

    The paper presents a generic framework of an intelligent information system for competence management based on ontologies for information technology companies. The advantage of using an ontology-based system is the possibility of the identification of new relations among concepts based on inferences starting from the existing knowledge. The inferences may be performed in our approach by a reasoning engine, using classifiers in the Descriptions Logics tab associated with the Protégé ontology e...

  10. A Multicultural Competencies Approach to Developing Human Capital Management

    Science.gov (United States)

    Woolliscroft, Paul; Cagáňová, Dagmar; Čambál, Miloš; Šefčíková, Miriam; Kamenova, Joana Valery

    2012-12-01

    The globalisation phenomenon has been prevalent since the last decade of 20th century and remains a significant factor influencing both organisations and individuals today. Within a globalised business environment the effective management of multicultural aspects and differences has become imperative to ensure success. It is increasingly evident there is a need to develop a clear understanding of multicultural competencies in order to fully develop a strategic approach to human capital management (HCM). The adoption of a strategic approach is necessary to ensure a focus on the issues critical to success and competitive advantage including multicultural management, professional skills and knowledge management. This paper aims to identify the importance of intercultural management and the impact of globalisation upon international business.

  11. Competence requirements for logistics managers in the Republic of Serbia

    Directory of Open Access Journals (Sweden)

    Biljana Cvetic

    2017-09-01

    Full Text Available This paper examines the competences that the employers in the logistics and supply chain management (SCM field require most from employees in the Republic of Serbia. To reveal these competences, we conducted the study of online advertisements of logistics and SCM jobs published in the renowned national job portal Infostud. We used a deductive content analysis and related quantitative indicators to process and analyse the data. The results, among other conclusions, indicate the most required professional and fundamental competences from the logistics and supply chain managers in the Republic of Serbia. When the results of this study are compared with several earlier studies done in the US, the Great Britain and Germany, some similarities between these empirically obtained results are found. Several recommendations for educators that intend to improve study programmes and plans in the field of logistics and SCM are also offered. The results of this study can be valuable to interested educators, to individuals who are interested in logistics and supply chain career development, to human resource managers who are recruiting candidates for these jobs, and to others interested parties.

  12. The Competence for Project Team Members in the Conditions of Remote Working

    Directory of Open Access Journals (Sweden)

    Zdonek Iwona

    2017-02-01

    Full Text Available The article presents results of the qualitative research on competence of project team members in the conditions of remote working. These competences were considered in relation to different roles, which the members of such a team accept. The reference point to studied roles was the concept of Hansen and Allen authorships, and with regard to competence, the author's synthesis of deliberations above their models described in the literature.

  13. Functional Management Competence and Growth of Young Technology-Based Firms

    DEFF Research Database (Denmark)

    Salomo, Søren; Brinckmann, Jan; Talke, Katrin

    2008-01-01

    . While technology management competence is positively driving development speed, the marketing management competence impact on speed is mediated by competitive advantage of the new products developed by young technology-based firms. Financial management competence has no significant link to firm...

  14. The Kozloduy project management unit

    International Nuclear Information System (INIS)

    Carnes, W.S.; Gros-Gean, P.; Demireva, E.

    2004-01-01

    The Project Management Unit (PMU) has been established in support to the Kozloduy NPP decommissioning department. It is comprised of a Consortium of the British Nuclear Group, EDF and subcontractor ENPRO Consult. It is responsible for the management of seven projects (a facility for dry storage of spent fuel; equipment to treat low activity liquid radioactive waste; provision of physical separation of the plant systems and areas to be decommissioned from the ones in operation; equipment to decontaminate and clean pools and large tanks; a facility to provide high volume reduction of solid radioactive wastes and retrieval and conditioning of ion exchange resins and other sorbents; equipment to provide measurement for the free-release of materials and components; a facility for personnel monitoring, decontamination and clothes changing for work outside of the normal radiological control areas) that will be used in support of the KNPP decommissioning process. The projects will be tendered in compliance with the European Bank for Reconstruction and Development requirements

  15. 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...

  16. 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...

  17. 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.

  18. 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

  19. A proposed model for construction project management ...

    African Journals Online (AJOL)

    Keywords: Communication skills and leadership model, construction project ..... help a manager handle stress and break tension (Gido & Clements,. 2012: 331; Harrin .... production and management of projects, the higher the demand for.

  20. Management Competencies and Tourism Graduates: Future Leaders of Caribbean Tourism

    Directory of Open Access Journals (Sweden)

    Acolla Lewis-Cameron

    2014-06-01

    Full Text Available The Caribbean is challenged to remain competitive in a dynamic global tourism arena. Tourism education plays a critical role in preparing individuals to effectively manage this industry in order to gain that competitive edge. The focus of this study is the determination of the essential management competencies of tourism graduates. The findings reveal that the focus of the tourism programme should be on producing graduates that are flexible, ethical and knowledgeable. The onus is on tourism educators to establish close collaboration among key stakeholders to ensure that there is understanding as to what is of critical importance in preparing future Caribbean leaders.

  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. 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

  3. 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

  4. Evaluating the Impact of Two Globalization Projects on College Students' Cultural Competence and Cultural Intelligence (CQ)

    Science.gov (United States)

    Lopes-Murphy, Solange A.

    2013-01-01

    Cultural competence and CQ involve awareness of cultural similarities and differences, knowledge of differences in cultural values, and intercultural encounters. To assess college students' cultural competence and cultural intelligence gains, this experimental study evaluated the impact of two globalization projects on these two constructs. The…

  5. 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.

  6. 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...

  7. Effects of Attitudes toward Women and Women in Management on Perceived Communication Competencies of Women Managers.

    Science.gov (United States)

    Berryman-Fink, Cynthia; Wheeless, Virginia Eman

    A study examined the relationship among attitudes toward women in general, attitudes toward women as managers, and perceptions of the communication competencies of women managers. Subjects, 178 employees from various types of organizations, completed the Positive Regard Scale (PRS), the Women as Managers Scale (WAMS), and the Communication…

  8. Team management as a condition for the implementation of competency management training of future specialists

    OpenAIRE

    Драч, Ірина Іванівна

    2015-01-01

    The article described the specific features that define the independent status of the competence-based management training of future specialists in the management of educational activities. The use of principles of team in the implementation of a new management paradigm is justified. The advantages of using a matrix organizational structure are characterized

  9. Spent Nuclear Fuel Project Safety Management Plan

    International Nuclear Information System (INIS)

    Garvin, L.J.

    1996-02-01

    The Spent Nuclear Fuel Project Safety Management Plan describes the new nuclear facility regulatory requirements basis for the Spemt Nuclear Fuel (SNF) Project and establishes the plan to achieve compliance with this basis at the new SNF Project facilities

  10. Development of funding project risk management tools.

    Science.gov (United States)

    2013-11-01

    Funding project risk management is a process for identifying, assessing, and prioritizing project funding risks. To plan to : minimize or eliminate the impact of negative events, one must identify what projects have higher risk to respond to potentia...

  11. Guidelines for operator competence - Optimising facility management processes; Leitfaden Betreiberkompetenz. Schritt fuer Schritt Facility Management Prozesse optimieren

    Energy Technology Data Exchange (ETDEWEB)

    Moser, R

    2005-06-15

    This brochure issued by IFMA (International Facility Management Association) Switzerland and the Swiss Federal Office of Energy (SFOE) presents interactive guidelines for energy management in the area of facility management. These guidelines are based on the results of a project carried out by the International Energy Agency's Annex 40 'Operator competence'. The guidelines provide a step-by-step guide from initial analysis through to successful project completion and answer many questions that may crop up during the process. The focus is placed on energy aspects. Tools and 14 sample process descriptions are provided along with practical examples. Theoretical aspects are also presented and discussed, including models for operator roles and the processes involved. Also, change, risk and knowledge management are examined. Notes and information on possibilities for further education are presented.

  12. Guidelines for operator competence - Optimising facility management processes; Leitfaden Betreiberkompetenz. Schritt fuer Schritt Facility Management Prozesse optimieren

    Energy Technology Data Exchange (ETDEWEB)

    Moser, R.

    2005-06-15

    This brochure issued by IFMA (International Facility Management Association) Switzerland and the Swiss Federal Office of Energy (SFOE) presents interactive guidelines for energy management in the area of facility management. These guidelines are based on the results of a project carried out by the International Energy Agency's Annex 40 'Operator competence'. The guidelines provide a step-by-step guide from initial analysis through to successful project completion and answer many questions that may crop up during the process. The focus is placed on energy aspects. Tools and 14 sample process descriptions are provided along with practical examples. Theoretical aspects are also presented and discussed, including models for operator roles and the processes involved. Also, change, risk and knowledge management are examined. Notes and information on possibilities for further education are presented.

  13. 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

  14. 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...

  15. 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...

  16. 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...

  17. 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.

  18. 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.

  19. IX Disposition Project - project management plan

    International Nuclear Information System (INIS)

    Choi, I.G.

    1994-01-01

    This report presents plans for resolving saving and disposal concerns for ion exchange modules, cartridge filters and columns. This plan also documents the project baselines for schedules, cost, and technical information

  20. Evolution of competencies of logistics and supply chain managers

    Directory of Open Access Journals (Sweden)

    2010-09-01

    Full Text Available One new concept emerging in current business reality is a virtual supply chain. This paper indicates in what way a virtual supply chain, that is subject to constant changes, influences the requirements for competencies of managerial staff in that specific business environment operating with discontinuities, temporary character, focus on customers, geographical dispersion, intensive support of IT systems, network structure and an extensive use of key competencies of their members. The paper presents the concept of virtual supply chain and results of research conducted in order to determine how current knowledge and skills of decision-makers fit into that concept. In that sense the quality of human resources, connected to logistics operations and management, has been examined from the point of view of the directions of required changes in the area of adequate qualifications and competencies for efficient management of virtual supply chains. Research was be based on a survey, conducted in 2010 and aiming at identification of skills and qualifications of logistics personnel in average Polish companies. Results of the study indicated that logistics qualifications of managerial personnel in Polish companies are constantly improving. Requirements of virtualisation of logistics and supply chain business result in a modified patterns of logistics professional carriers and new challenges for education and training systems.

  1. Does Lean & Agile Project Management Help Coping with Project Complexity?

    NARCIS (Netherlands)

    Jalali Sohi, A.; Hertogh, M.J.C.M.; Bosch-Rekveldt, M.G.C.; Blom, R.; Serpell, A.; Ferrada, X.

    2016-01-01

    Still, projects in the construction sector are delivered with time delays and cost overruns. One of the reasons for poor performance was assigned to project complexity. A combination of lean construction and agile project management are hypothesized as a possible solution to cope with project

  2. Improving Technological Competency in Nursing Students: The Passport Project

    Science.gov (United States)

    Edwards, Julie; O'Connor, Patricia A.

    2011-01-01

    Integration of informatics competency into a nursing curriculum is important to ensure success throughout the education and career of contemporary nursing students. As enrollment in nursing programs increases, the diverse population of students from many different cultural and socioeconomic backgrounds presents a challenge for faculty in…

  3. Intercultural competences and project based learning in the engineering curriculum

    DEFF Research Database (Denmark)

    Hoffmann, Birgitte; Jørgensen, Ulrik; Bregnhøj, Henrik

    2009-01-01

    A cultural dimension is today increasingly taught at universities as a supplement to disciplines that have not traditionally paid much attention to culture. Universities are competing to produce graduates with global mindset who are well equipped to cope in multicultural, team-oriented workplaces...

  4. 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.

  5. Evaluation of transversal competencies: pilot project in a maths course for first-year business

    OpenAIRE

    Bosch Príncep, Manuela; Morillo, Isabel

    2013-01-01

    The aim of this communication is to describe the results of a pilot project for the assessment of the transversal competency "the capacity for learning and responsibility". This competency is centred on the capacity for the analysis, synthesis, overview, and practical application of newly acquired knowledge. It is proposed by the University of Barcelona in its undergraduate degree courses, through multidisciplinary teaching teams. The goal of the pilot project is to evaluate this competenc...

  6. The Design of Project Management Structural Organization

    OpenAIRE

    Dumitru Constantinescu; Cristian Etegan

    2007-01-01

    The relationships organization-suppliers-customers have recently known major changes in the structure of services and have made the organization develop its managerial and professional competencies in order to do projects. The qualified organization is the most trust-worthy in the process of doing a project. The participation of an organization in doing projects depends on a multitude of factors. Out of these factors, the structural organization comes forth, as it represents the variable with...

  7. 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

  8. 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

  9. 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

  10. 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.

  11. Normalizing difference: Emotional intelligence and diversity management competence in healthcare managers

    Directory of Open Access Journals (Sweden)

    Adebukola E. Oyewunmi

    2018-05-01

    Full Text Available Purpose: Diversity is synonymous with difference. The diverse workforce presents an array of complexities which necessitates the deployment of specific managerial competencies. Empirical evidences have indicated the role of emotional intelligence in the enhancement of abilities. Thus, this study investigated the relationship between emotional intelligence and diversity management competency amongst healthcare managers in Southwest Nigeria.  Design: The descriptive survey method was adopted for the study. A total of 360 respondents completed the structured questionnaire titled Emotional Intelligence and Diversity Management Competency Questionnaire (EIDMCQ. Data was analyzed using descriptive and inferential statistics such as, Multiple Regression Analyses and Pearson Product Moment Correlation Statistical methods.  Findings: A positive correlation was found between emotional intelligence and diversity management competency. Gender, ethnicity, and age, did not moderate the relationship between emotional intelligence and diversity management competency.  Practical Implications: As difference is the reality of modern organizations, it is important to conceptualize it as normal and positive. Emotional intelligence is recommended as a critical tool to normalize the individual perceptions of difference. The re-assessment of the functions of managers must be followed by total commitment to capacity building in emotional intelligence, as well as the re-engineering of organizational and national cultures to promote equal opportunities, inclusion and diversity leveraging.  Originality/value: This study pioneers research on emotional intelligence and diversity management competency in Nigeria’s public healthcare sector. It conceptualizes diversity management on an individual- managerial level. Practical interventions are provided to enhance the application of specific competencies to optimize a diverse workplace.

  12. Transportation engineering project management : survey of practice.

    Science.gov (United States)

    2017-01-01

    Utah Department of Transportation (UDOT) project managers (PMs) have identified inefficiencies in the legacy : system electronic Program Management (ePM) used to manage consultant contracts and invoices. To help UDOT : prepare for potential system im...

  13. CNCAN Knowledge Management Process and Tools in Support of Sustainable Development of Regulatory Competences

    International Nuclear Information System (INIS)

    Tronea, M.; Ciurea, C.; Oprisescu, M.; Liutiev, C.; Ghinea, P.

    2016-01-01

    Full text: The paper presents the knowledge management process and the knowledge management portal developed by CNCAN, in the framework of the Regional Excellence Project on Regulatory Capacity Building in Nuclear and Radiological Safety, Emergency Preparedness and Response in Romania. The activities of this project started in 2014. The general process for knowledge management is presented, together with its sub-processes: identification of the necessary knowledge; identification of the risk of knowledge loss; acquisition and/or creation of knowledge; knowledge retention (capture, collect, store and organize knowledge); knowledge utilization; review of the effectiveness of the knowledge management process; identification of opportunities for improving the knowledge management process. The paper also presents a set of indicators of the effectiveness of the knowledge management process and the artifacts, espoused values and basic assumptions supporting an effective knowledge management process. The necessary knowledge has been identified using the IAEA recommendations on managing regulatory body competence and the SARCoN methodology. The knowledge management process has been developed based on the IAEA publications on knowledge management in the nuclear industry and in regulatory bodies. The implementation of the process and the development of the portal are ongoing, with more than 20% of the staff using the portal. (author

  14. 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

  15. Competence is Competence

    DEFF Research Database (Denmark)

    Bramming, Pia

    2004-01-01

    The article will address competence, its' diffusion, application, and the consequence of this application within the field of Human Resource Management (HRM). The concept competence-in-practice will be presented and in conclusion the article will consider implications and possibilities...... of competence-in-practice as an alternative approach to Competence Development within Human Resource Management....

  16. Shaping of Competencies of Managers in Academic Incubators of Entrepreneurship in Poland

    Directory of Open Access Journals (Sweden)

    Kurowska-Pysz Joanna

    2014-02-01

    Full Text Available Background and purpose: Participation of future entrepreneurs in Academic Incubators of Entrepreneurship (AIE in Poland is one of the innovative paths to shape their managerial competences. The aim of the paper is to analyse and evaluate the activities of the AIEs as an environment inside of which managerial competencies are formed, and formulate recommendations concerning the improvement of AIEs, in terms of the development of managerial skills of future entrepreneurs. Design/methodology/approach: The author relied on research - study surveys and empirical, qualitative, exploratory research, which were supported by figures. The author focused on four important issues: - Motives of researchers and students interested in the support of AIE; - The quality of support offered by the incubator to its participants as well as the frequency of use of this support by future entrepreneurs; - The possibility of extending the support system for AIE participants; - Traits / managerial and entrepreneurial competences desired in people running their own businesses. Results: AIE participants are focused primarily on implementing their business ventures and to a much lesser extent, care about the simultaneous development of their managerial competencies to manage these projects. It is manifested, among other by differentiated assessment of the suitability of certain forms of support from the incubator and the low intensity of use of this support. Despite this, AIE participants perceive the development of desirable traits and strengthening of specific entrepreneurial, management competencies. It is not a very dynamic growth, although it translates into their motivation to start a business after leaving the incubator. Conclusion: It is recommended to place greater emphasis on mobilizing the future entrepreneurs to make use of forms of support for the development of their managerial competences. It is necessary for complex preparation of future entrepreneurs to

  17. 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...

  18. Use of the project management methodology to establish physical protection system at nuclear facility

    International Nuclear Information System (INIS)

    Gramotkin, F.; Kuzmyak, I.; Kravtsov, V.

    2015-01-01

    The paper considers the possibility of using the project management methodology developed by the Project Management Institute (USA) in nuclear security in terms of modernization or development of physical protection system at nuclear facility. It was demonstrated that this methodology allows competent and flexible management of the projects on physical protection, ensuring effective control of their timely implementation in compliance with the planned budget and quality

  19. 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.

  20. DIFFERENCES BETWEEN EMPLOYEES AND MANAGERS REGARDING SOCIO-EMOTIONAL COMPETENCES

    Directory of Open Access Journals (Sweden)

    Gordana Nikić

    2014-10-01

    Full Text Available The main goal of this paper is to examine differences between employees and managers in attachment styles, emotional intelligence, life satisfaction, personality traits and humour styles, as well to discuss implications of this connection to the quality of management at work. The survey includes 240 participants from Serbia. The sample includes employees and managers of both genders and of a various age. The instruments used are: Emotional Skills and Competence Questionnaire (Takšić et al., 2006, Experiences in Close Relations (Kamenov & Jelić, 2003, Personality Questionnaire (Zuckerman, 2002, Humour Styles Questionnaire (Martin et al., 2003 and Satisfaction With Life Scale (Diener et al., 1985. The results indicate that the owners, top managers and managers in relation to employees have higher scores on all three dimensions of emotional intelligence, dominant affiliative humour style, they are more satisfied with life and show higher activity. Employees have dominant aggressive and self-defeating humour style and neuroticism in relation to owners, managers and top managers.

  1. INCREASING PROFIT IN TOURISM THROUGH STRENGTHENING OF MANAGEMENT COMPETENCIES

    Directory of Open Access Journals (Sweden)

    Jagoda Jankovska

    2013-07-01

    Full Text Available Tourism economy is the most significant industry in the world. It holds a central position and plays an important role in the economic development of a country, especially of countries with high unemployment rate, such as the Republic of Macedonia. Strengthening of, and investing in, tourism capacities directly contribute to further development, integration, and promotion of a country. It is especially important to indicate that creating a strategy, developing and educating human potential, as well as successfully managing the said potential, bear huge significance for good-quality development of tourism economy. Human resources are a crucial factor for achieving good-quality service and the effect of satisfied guests, which is the goal of each tourism organization in view of increasing their competitiveness. In a situation of an open world market, competitiveness and profitability of tourism organizations will, to a greater extent, depend on the competence of tourism managers, as well as on their ability to successfully manage human resources. Certainly, a prerequisite for all this is possessing of competent and creative workforce, which, rather than being content with their present knowledge level, will make continuous initiatives for advanced learning, perfecting their work, and promoting their career

  2. FORMATION OF TEACHER’S SOCIO-ECONOMIC COMPETENCE THROUGH HIGH SCHOOL’S PUBLIC MANAGEMENT

    Directory of Open Access Journals (Sweden)

    Inna G . Ryabova

    2016-03-01

    Full Text Available Introduction: the article explores one of topical issues in modernisation of contemporary education – enhancement of socio-economic competence of a teacher. Social and economic functions, such as goal-setting, planning, organisation, analysis, control and correction act as integral components in its structure. Materials and Мethods: scholarly works on the formation of social and economic competence of teacher and public school management are a basis for the article. Methods of pedagogical research with emphasis on theoretical and practical methods were used in this study. Results: the pedagogical analysis examines the ways of shaping socio-economic competence of a teacher capable of comprehending a social situation, able to effectively operate educational institution in market conditions, to think economically, to find social consent, to shape open educational environment, to quickly solve problems of specific goal realisation. The article substantiates that the problem of formation of social and economic competence can be solved if a teacher acquires skills of public intraschool management. Further, the authors present the analysis of results of a long-term experimental work on the organisation of public management environment at the educational institution, lyceum no. 26 in Saransk (Republic of Mordovia. Discussion and Сonclusion: the article highlights the importance of professional development of educators specialising in “State and public management: public expert review” as a factor in broadening social and economic competence of a teacher. Criteria of participation in public management of education are discussed. It is proved that democratisation of management and its public character allow to involve the personality (administrator, teacher, pupil, parents in the processes of a goal-setting, joint administrative activity, improvement of the interpersonal relations. All these factors make educational system open and take it to a

  3. E-Competent Teacher and Principal as the Foundation of E-Competent School E-Education, the Largest School Informatization Project in Slovenia 2008-2013

    Science.gov (United States)

    Šverc, Magdalena; Flogie, Andrej; Krabonja, Maja Vicic; Percic, Kristjan

    2013-01-01

    During the years 2008-2013 Ministry of Education in the Republic of Slovenia prepared largest project of informatization of educational institutions. One of the main goals of the project E-Education is the development of the standard E-Competent Teacher, School Principal and IT Expert. The standard E-Competent Teacher, Principal and IT Expert…

  4. Practice of formation of cognitive competence of a future manager

    Directory of Open Access Journals (Sweden)

    Doronina Maya S.

    2013-03-01

    Full Text Available The article justifies a necessity of introduction of a cognitive component, which creates prerequisites of mastering technologies of generation of new knowledge by a graduate with the use of own original schemes and skills, into the system of competences that are formed by the higher school. The article shows the process of formation of the graduate’s cognitive competence in the form of a succession of such its getting more complicated variants as educational, educational and cognitive, intellectual and cognitive, research, and scientific and research. The article provides such elements as the goal, result, assessment criteria and the nature of pedagogical accompaniment in each variant of the structural and logic model of cognitive activity. It provides real examples of results of formation of educational competence taken from the disciplines of the curriculum of training managers. It identifies the final goal of the new technology of the educational process – formation of ability of a student on the basis of analysis of publications and practical experience to detect a new problem, draw up a gnoseological and ontological picture of the world that facilitate development of a constructive mechanism of its collective study, formulate hypotheses, find and realise methods of their examination and identify novelty of the obtained results.

  5. Management competencies of sport club managers in the North ...

    African Journals Online (AJOL)

    The professionalization and commercialization of sport have created an increasing need for trained sports club managers globally and in South Africa. In the past, sports clubs in the country were run mainly by volunteers, but the new demands that require professionally educated, permanent staff mean that it is necessary to ...

  6. Competências do gestor de academias esportivas Sports gym manager's competences

    Directory of Open Access Journals (Sweden)

    José Aristides Carvalho de Mello

    2013-03-01

    Full Text Available O objetivo desta pesquisa foi identificar quais seriam as competências necessárias ao desempenho da gestão esportiva. Foram submetidos a uma entrevista semi-estruturada doze gestores de academias da cidade de São Paulo. As respostas confirmam que as competências de gestão podem ser classificadas nas categorias de conhecimentos, habilidades e atitudes e os resultados da pesquisa nos remeteram aos indicadores destas três categorias sendo sete relativas a Conhecimentos (Gestão de Pessoas, Finanças, Vendas, Conhecimento técnico sobre as várias áreas da academia, Marketing, Conhecimentos administrativos, Planejamento, nove relativas a Habilidades (Liderança, Relacionamento Interpessoal, Compor o Mix de Marketing, Visão Sistêmica, Saber Delegar, Temperança, Mediação, Gestão Participativa, Estratégia e dezesseis relativas a Atitudes (Foco no Cliente, Gerência, Busca do Conhecimento, Empatia, Presteza, Planejar, Foco nos Resultados, Orientar-se pela Missão e Valores Institucionais, Visão, Postura Profissional, Capacidade de reestruturar o trabalho, Administrar, Inovar, Atender Pessoas, Otimizar capacidade instalada, Promover a academia.The objective of this research was to identify what are the skills required to perform the sports management. Were submitted to a semi-structured interview twelve managers of gyms in the city of São Paulo. The responses confirm that management skills can be classified into the categories of knowledge, skills and attitudes and the search results forwarded to the indicators in these three categories: seven on Knowledge Management (People, Finance, Sales Expertise about the various areas of academia, Marketing, Administrative Skills, Planning, nine on Skills (Leadership, Interpersonal Relationships, Composing the Marketing Mix, Vision Systemic Learn to delegate, Moderation, Mediation, Participatory Management, Strategy and sixteen on Attitudes (Focus Client, Management, Search of Knowledge, Empathy

  7. 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...

  8. 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.

  9. 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.

  10. 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.

  11. 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...

  12. 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…

  13. 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

  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. 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.

  16. 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...

  17. Graduate Student Project: Operations Management Product Plan

    Science.gov (United States)

    Fish, Lynn

    2007-01-01

    An operations management product project is an effective instructional technique that fills a void in current operations management literature in product planning. More than 94.1% of 286 graduates favored the project as a learning tool, and results demonstrate the significant impact the project had in predicting student performance. The author…

  18. Basic Project Management Methodologies for Survey Researchers.

    Science.gov (United States)

    Beach, Robert H.

    To be effective, project management requires a heavy dependence on the document, list, and computational capability of a computerized environment. Now that microcomputers are readily available, only the rediscovery of classic project management methodology is required for improved resource allocation in small research projects. This paper provides…

  19. 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.

  20. 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.

  1. 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

  2. Amine Swingbed Payload Project Management

    Science.gov (United States)

    Walsch, Mary; Curley, Su

    2013-01-01

    The International Space Station (ISS) has been designed as a laboratory for demonstrating technologies in a microgravity environment, benefitting exploration programs by reducing the overall risk of implementing such technologies in new spacecraft. At the beginning of fiscal year 2010, the ISS program manager requested that the amine-based, pressure-swing carbon dioxide and humidity absorption technology (designed by Hamilton Sundstrand, baselined for the Orion Multi-Purpose Crew Vehicle, and tested at the Johnson Space Center in relevant environments, including with humans, since 2005) be developed into a payload for ISS Utilization. In addition to evaluating the amine technology in a flight environment before the first launch of the Orion vehicle, the ISS program wanted to determine the capability of the amine technology to remove carbon dioxide from the ISS cabin environment at the metabolic rate of the full 6 ]person crew. Because the amine technology vents the absorbed carbon dioxide and water vapor to space vacuum (open loop), additional hardware needed to be developed to minimize the amount of air and water resources lost overboard. Additionally, the payload system would be launched on two separate Space Shuttle flights, with the heart of the payload-the swingbed unit itself-launching a full year before the remainder of the payload. This paper discusses the project management and challenges of developing the amine swingbed payload in order to accomplish the technology objectives of both the open -loop Orion application as well as the closed-loop ISS application.

  3. 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...

  4. 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...

  5. Status of Project Management Education in Pakistan

    Science.gov (United States)

    Arain, Faisal Manzoor; Tipu, Syed Awais Ahmad

    2009-01-01

    Emerging contractual delivery systems, collaborative partnerships, new management initiatives, and global product markets require professionals and students to have a broader awareness of construction methods and project management issues. This paper presents the state of the project management education in Pakistan. The analysis is based on…

  6. Scheduling in Engineering, Project, and Production Management

    OpenAIRE

    Chien-Ho Ko

    2015-01-01

    This issue presents five papers selected from the 2013 (4th) International Conference on Engineering, Project, and Production Management (EPPM2013) held in Bangkok, Thailand. Three of the papers deal with scheduling problems faced in project and production management, while the remaining two focus on engineering management issues.

  7. Cross-Cultural Competencies for the NASA International Internship Project

    Science.gov (United States)

    Niedbala, Elizabeth M.; Feinberg, Jessica

    2017-01-01

    One of the principles that NASA upholds is to cooperate with other nations to advance science, exploration, and discovery for all. Effective cooperation across cultures, however, requires a certain level of skill. A construct called cross-cultural competency (CCC) emphasizes that individuals are capable of acquiring skills that facilitate positive and cooperative interaction with people of another culture. While some aspects of CCC stem from stable individual traits such as personality (i.e., extraversion, tolerance for ambiguity), most components can be learned and strengthened over time (i.e., empathy, mindfulness, trust). Because CCC is such a vital part of international cooperation, this summer we will design a training program to cultivate these skills between student interns, their mentors, and the Ames community as a whole. First, we will research what specific competencies are valuable for anyone to have when working in an international setting. We will then design a series of activities, events, workshops, and discussions that target and strengthen those skills. Finally, we will use both qualitative and quantitative evaluation methods to measure the success of the pilot program. This summer, the current international student interns will serve as our trial population for the program, while our goal is to launch the full program in Fall 2017. Overall, we hope to contribute to NASAs mission of optimizing international collaboration for everyone involved.

  8. A project to establish a skills competency matrix for EU nurses.

    Science.gov (United States)

    Cowan, David T; Norman, Ian J; Coopamah, Vinoda P

    Enhanced nurse workforce mobility in the European Union (EU) is seen as a remedy to shortages of nurses in some EU countries and a surplus in others. However, knowledge of differences in competence, culture, skill levels and working practices of nursing staff throughout EU countries is not fully documented because currently no tangible method exists to enable comparison. The European Healthcare Training and Accreditation Network (EHTAN) project intends to address this problem by establishing an assessment and evaluation methodology through the compilation of a skills competency matrix. To this end, subsequent to a review of documentation and literature on nursing competence definition and assessment, two versions of a nursing competence self-assessment questionnaire tool have been developed. The final competence matrix will be translated and disseminated for transnational use and it is hoped that this will inform EU and national policies on the training requirements of nurses and nursing mobility and facilitate the promotion of EU-wide recognition of nursing qualifications.

  9. Construction project management handbook : September 2009.

    Science.gov (United States)

    2009-09-01

    The purpose of this Handbook is to provide guidelines for use by public transit agencies (Agencies) undertaking substantial construction : projects, either for the first time or with little prior experience with construction project management. It pr...

  10. Electronic Resources Management Project Presentation 2012

    KAUST Repository

    Ramli, Rindra M.

    2012-01-01

    This presentation describes the electronic resources management project undertaken by the KAUST library. The objectives of this project is to migrate information from MS Sharepoint to Millennium ERM module. One of the advantages of this migration

  11. Managing risks in the project pipeline.

    Science.gov (United States)

    2013-08-01

    This research focuses on how to manage the risks of project costs and revenue uncertainties over the long-term, and identifies significant : process improvements to ensure projects are delivered on time and as intended, thus maximizing the miles pave...

  12. Client's Constraining Factors to Construction Project Management

    African Journals Online (AJOL)

    factors as a significant system that constrains project management success of public and ... finance for the project and prompt payment for work executed; clients .... consideration of the loading patterns of these variables, the major factor is ...

  13. IT project management 30 steps to success

    CERN Document Server

    Doraiswamy, Premanand

    2011-01-01

    This pocket guide is designed to help IT project managers to succeed, and is based on the author's years of experience in IT project management. The guide's step-by-step approach will enable those new to IT project management, or intending to make a career in this field, to master the essential skills. For seasoned professionals, the pocket guide offers an invaluable concise reference guide.

  14. Early warnings : a phenomenon in project management

    OpenAIRE

    Nikander, Ilmari O.

    2002-01-01

    The emergence of Concurrent Engineering has caused growing demands on project management. The classic project management methods are often slow: problems may already exist when those methods are applied. The objective of the present study is to improve the opportunities of those responsible for a project's operational management to receive advance information about potential problems and final results through early warnings typical of the theory of weak signals by Igor Ansoff. The researc...

  15. 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...

  16. 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....

  17. 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...

  18. Preservation of competence within the framework of knowledge management of GRS

    International Nuclear Information System (INIS)

    Beraha, D.; Erven, U.; Puhr-Westerheide, P.

    2006-01-01

    As a consequence of the loss of competence threatening to arise from the retirement of many experts, countermeasures in the form of expanded and improved training schemes and the development of knowledge management have been introduced by the Gesellschaft fuer Anlagen- und Reaktorsicherheit (GRS) mbH. The new modules of basic as well as specialized training are described. A brief outline is given of the GRS Intranet portal with its integrated document management. The development of a portal for each project allows all project-related information to be combined. An account is presented of initial experience in using methods of knowledge representation and display, and an outlook is given into expected further developments. (orig.)

  19. Project as a System and its Management

    Directory of Open Access Journals (Sweden)

    Jiří Skalický

    2017-06-01

    Full Text Available The contribution aims to describe project as a system, to define project control goal and strategy, control variables and their relationships. Three common control variables represented by the project triangle, are extended by two other important variables – project risk and quality. The control system consists of two components: social one – project manager and project team – and technical one – project dynamic simulation model as a decision making support of project manager in project milestones. In the project planning phase, the project baseline with planned controlled variables is created. In milestones after project launch, the actual values of these variables are measured. If the actual values deviate from planned ones, corrective actions are proposed and new baseline for the following control interval is created. Project plan takes into account the actual project progress and optimum corrective actions are determined by simulation, respecting control strategy and availability of resources. The contribution presents list of references to articles dealing with project as a system and its simulation. In most cases, they refer to the project control using the Earned Value Management method and its derivatives. Using of the dynamic simulation model for project monitoring and control, suggested in this contribution, presents a novel approach. The proposed model can serve as departure point to future research of authors and for development of appropriate and applicable tool.

  20. Processes in the development of international specialist competencies and standards: the Sports Physiotherapy for All Project.

    Science.gov (United States)

    Bulley, Catherine; Donaghy, Marie

    2008-01-01

    In a world of rapidly developing knowledge it is important that professions describe their roles and capabilities. The need for a thorough description of sports physiotherapy was addressed through collaboration between the International Federation of Sports Physiotherapy (IFSP) and five European higher education institutions. This resulted in the Sports Physiotherapy for All Project, which has been successful in developing internationally accepted competencies and standards for sports physiotherapists. This article describes and reflects on the process to communicate useful lessons. A competency model was chosen to facilitate differentiation and communication of aspects of sports physiotherapy practice. Documentation relating to sports physiotherapy practice was collected from 16 countries and analysed thematically. A cut and paste method was used by a panel of experts to allocate themes to areas of practice within the competency model. Theme groups were used to select areas of practice for description in competency form. Standards were derived from competencies following in depth discussion with the expert panel, and triangulation with themes derived from international documentation. A rigorous process of international review and revision led to the final list of 11 competencies and related standards, both accepted by the IFSP. This work provides a foundation for the development of an audit toolkit to guide demonstration and evaluation of competencies and standards. This provides a foundation for targeted career development activities, appropriate provision of training opportunities, and quality enhancement. The experiences gained during this project can inform other health professions and their specialisms when embarking on a similar journey.

  1. Lifecycle management for nuclear engineering project documents

    International Nuclear Information System (INIS)

    Zhang Li; Zhang Ming; Zhang Ling

    2010-01-01

    The nuclear engineering project documents with great quantity and various types of data, in which the relationships of each document are complex, the edition of document update frequently, are managed difficultly. While the safety of project even the nuclear safety is threatened seriously by the false documents and mistakes. In order to ensure the integrality, veracity and validity of project documents, the lifecycle theory of document is applied to build documents center, record center, structure and database of document lifecycle management system. And the lifecycle management is used to the documents of nuclear engineering projects from the production to pigeonhole, to satisfy the quality requirement of nuclear engineering projects. (authors)

  2. The Danish Agenda for Rethinking Project Management

    DEFF Research Database (Denmark)

    Svejvig, Per; Grex, Sara

    2016-01-01

    Purpose – The purpose of this paper is to analyze the similarities and differences between the Danish Re-thinking Project Management initiative named Project Half Double (PHD) and the rethinking project man-agement (RPM) research stream. The paper furthermore discusses how PHD and RPM can inspire...... ideas and local implementations. Findings – RPM and PHD share a focus on value creation, social processes, learning and complexity while PHD also focuses on lean thinking, agile thinking, front-end loading and leadership, which are largely topics beyond the RPM research stream. Originality...... a foundation for further development of both rethinking project management and Project Half Double....

  3. The Danish Agenda for Rethinking Project Management

    DEFF Research Database (Denmark)

    Svejvig, Per; Grex, Sara

    2016-01-01

    Purpose – The purpose of this paper is to analyze the similarities and differences between the Danish Re-thinking Project Management initiative named Project Half Double (PHD) and the rethinking project man-agement (RPM) research stream. The paper furthermore discusses how PHD and RPM can inspire...... a foundation for further development of both rethinking project management and Project Half Double....... each other in research and practice. Design/methodology/approach – This is an empirical paper based on collaborative research between in-dustry and researchers. PHD has developed principles and practices driven by industry consisting of 10 leading stars and the impact, leadership and flow (ILF) method...

  4. 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

  5. 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

  6. 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

  7. 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.

  8. 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

  9. AFSC Laboratory Management Information Requirements Project

    National Research Council Canada - National Science Library

    1982-01-01

    This document was developed under the auspices of the Laboratory IRM (LIRM) Management Working Group in response to AFSC Program Directive 0008-81-1, Management Information Requirement Project (23 February 1981...

  10. Practical project management: tips, tactics, and tools

    National Research Council Canada - National Science Library

    Levine, Harvey A

    2002-01-01

    ... Elements of Resource Management 4.2 Role-based Needs for Managing Resources in a Project-driven Organization 4.3 Resource Leveling and Games of Chance 4.4 Practical Resource Scheduling 117 119 12...

  11. Financial Management Competence of Founding Teams and Growth of New Technology-Based Firms

    DEFF Research Database (Denmark)

    Brinckmann, Jan; Gemuenden, Hans Georg; Salomo, Søren

    2009-01-01

    This article draws on the resource-based view to analyze the role founding teams' financial management competencies play for firm growth. Prior research stressed the importance of acquiring external financial resources. In this study, we broaden the understanding of financial management in new......-assessments of their financial management competencies at start-up. We apply the partial least squares approach to determine the effects of the different financial management competencies on firm growth....... firms. We explore the relevance of strategic financial planning competence, external financing competence, competence in financing from cash flow, and controlling competence of entrepreneurial teams for the growth of new technology-based firms. A total of 212 founding teams provided self...

  12. 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.

  13. INFORMATION TECHNOLOGY IN INVESTMENT PROJECT MANAGEMENT

    Directory of Open Access Journals (Sweden)

    Vjacheslav A. Kozlov

    2014-01-01

    Full Text Available In the article it is proved that use of information technology today is not only something innovative distinctive feature and competitive advantage for organizations, but it is a necessary condition for effective business. The article discusses the main functionality of financial-analytical system Project Expert as an effective tool of investment project management and instrument of business planning. The main advantages which organizations get from Project Expert program use are in detail considered. Thus in the article Project Expert is considered as the effective tool of investment project management which allows to receive a number of advantages and to carry out the qualitative analysis of projects.

  14. 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)

  15. Spent Nuclear Fuel Project dose management plan

    International Nuclear Information System (INIS)

    Bergsman, K.H.

    1996-03-01

    This dose management plan facilitates meeting the dose management and ALARA requirements applicable to the design activities of the Spent Nuclear Fuel Project, and establishes consistency of information used by multiple subprojects in ALARA evaluations. The method for meeting the ALARA requirements applicable to facility designs involves two components. The first is each Spent Nuclear Fuel Project subproject incorporating ALARA principles, ALARA design optimizations, and ALARA design reviews throughout the design of facilities and equipment. The second component is the Spent Nuclear Fuel Project management providing overall dose management guidance to the subprojects and oversight of the subproject dose management efforts

  16. Design project management mode as the introduction

    International Nuclear Information System (INIS)

    Zhang Xiaoping

    2014-01-01

    This article consider nuclear power plant's current design schedule management mode as the introduction, analysis of current management in-depth, summed up the advantage and disadvantage of the existing management mode. It makes use of mature closed loop cycle project management, and submits progress tracking model assumptions. It also introduces the purpose and background of the progress automation model, the theoretical assumptions of the model, the design criteria and evaluation system of indicators of progress. Based on the achievement process model, this article mainly discusses the specific processes and key points of the project closed loop cycle, and the improvement of the process of project management. (author)

  17. 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...

  18. 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…

  19. Interdisciplinary Service-Learning: Building Student Competencies through the Cross-Cultural Parent Groups Project

    Directory of Open Access Journals (Sweden)

    Michele Belliveau

    2011-03-01

    Full Text Available Changing demographics and an emphasis on competency-based social work education call for innovative approaches to the delivery of curricular content. In an effort to introduce BSW students to the socio-political issues facing the local Latino immigrant community, a service-learning project was developed in collaboration with the Spanish Language Department and a local middle school. An analysis of outcomes from social work student evaluations showed that students engaged with the community and issues in new and unexpected ways. Through their engagement in a cross-cultural group project, students developed greater cultural competency, honed their group practice skills in an unfamiliar context, provided a needed service to the community, and raised their awareness about the working conditions of new immigrants as part of a developing framework for social action. Details and implications of the project as a means to build student competencies are described.

  20. Perceptions of project managers regarding communication failures and barriers

    Directory of Open Access Journals (Sweden)

    Marilyn de Souza Cyganczuk

    2018-03-01

    Full Text Available The management of communication within a project can be considered as important as any other system within an organization because communication transmits and connects ideas, concepts, experiences and information on a project. This article describes an investigation of the problems in communication encountered by project managers in companies of different sizes and sectors in the project management area and compares these problems with what is found in the literature. Based on the study conducted, it was possible to identify the main barriers and failures in communication in these organizations and compare them with what is in the literature. The results showed that the main barriers and flaws found are: the lack of feedback to the members of the project team, the lack of trust among team members, channeling of misleading and distorted information, the lack of transmission of information or its transmission at an inopportune moment, and the limited knowledge and competencies of project managers, representing poor leadership and consequently impacting communication.

  1. 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…

  2. COMPETENCIES OF NURSE MANAGERS IN SLOVENIA: A QUALITATIVE AND QUANTITATIVE STUDY

    Directory of Open Access Journals (Sweden)

    Karmen Erjavec

    2017-05-01

    Full Text Available Aim: The aim of the study is to identify nurse managers’ competencies in Slovenia regarding various healthcare organisations, public and private healthcare sectors, and management levels, as well as the reasons for their differences. Design: The study was based on quantitative and qualitative research. Methods: An online survey was conducted among 297 nurse managers in Slovenia, and in-depth interviews with 12 nurse managers were carried out. Results: Managers who worked in nursing homes were significantly more likely to perceive themselves as being more competent in leadership (p = 0.001 and financial management (p = 0.004 than their colleagues. Managers who had higher management positions were significantly more likely to perceive themselves as being more competent in financial management than their colleagues in lower management positions (p = 0.002. Nurse managers in the private sector perceived themselves to be significantly more competent in financial management (p = 0.0001. The reasons for nurse managers’ differences in proficiency levels are the degree of job security, and degree of autonomy and support in the healthcare team. Conclusion: The study identified inadequate nurse manager competencies, and reflected the needs of nurse managers for designing and providing health management programmes aimed at enhancing management capacity in the health sector in Slovenia. Keywords: management, competencies, skills, nurse managers, Slovenia, in-depth interviews, healthcare organisations, management level.

  3. 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)

  4. The Relationship Between Provider Competence, Content Exposure, and Consumer Outcomes in Illness Management and Recovery Programs.

    Science.gov (United States)

    McGuire, Alan B; White, Dominique A; Bartholomew, Tom; Flanagan, Mindy E; McGrew, John H; Rollins, Angela L; Mueser, Kim T; Salyers, Michelle P

    2017-01-01

    Provider competence may affect the impact of a practice. The current study examined this relationship in sixty-three providers engaging in Illness Management and Recovery with 236 consumers. Improving upon previous research, the present study utilized a psychometrically validated competence measure in the ratings of multiple Illness Management and Recovery sessions from community providers, and mapped outcomes onto the theory underlying the practice. Provider competence was positively associated with illness self-management and adaptive coping. Results also indicated baseline self-management skills and working alliance may affect the relationship between competence and outcomes.

  5. Scenario Based Education as a Framework for Understanding Students Engagement and Learning in a Project Management Simulation Game

    Science.gov (United States)

    Misfeldt, Morten

    2015-01-01

    In this paper I describe how students use a project management simulation game based on an attack-defense mechanism where two teams of players compete by challenging each other's projects. The project management simulation game is intended to be played by pre-service construction workers and engineers. The gameplay has two parts: a planning part,…

  6. Scenario Based Education as a Framework for Understanding Students Engagement and Learning in a Project Management Simulation Game

    DEFF Research Database (Denmark)

    Misfeldt, Morten

    2015-01-01

    In this paper I describe s how students use a project management simulation game based on an attack‑defense mechanism where two teams of players compete by challenging each other⠒s projects. The project management simulation game is intended to be playe d by pre‑service construction workers and e...

  7. ED leadership competency matrix: an administrative management tool.

    Science.gov (United States)

    Propp, Douglas A; Glickman, Seth; Uehara, Dennis T

    2003-10-01

    A successful ED relies on its leaders to master and demonstrate core competencies to be effective in the many arenas in which they interact and are responsible. A unique matrix model for the assessment of an ED leadership's key administrative skill sets is presented. The model incorporates capabilities related to the individual's cognitive aptitude, experience, acquired technical skills, behavioral characteristics, as well as the ability to manage relationships effectively. Based on the personnel inventory using the matrix, focused evaluation, development, and recruitment of ED key leaders occurs. This dynamic tool has provided a unique perspective for the evaluation and enhancement of overall ED leadership performance. It is hoped that incorporation of such a model will similarly improve the accomplishments of EDs at other institutions.

  8. 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 ...

  9. Project Management Accountability System (PMAS) - Project Information and Data

    Data.gov (United States)

    Department of Veterans Affairs — The PMAS Dashboard provides a wide range of helpful data and information to assist you in project management and assessment. The drop down menu can be used to search...

  10. Wisdom for Building the Project Manager/Project Sponsor Relationship: Partnership for Project Success

    National Research Council Canada - National Science Library

    Patton, Nanette; Shechet, Allan

    2007-01-01

    .... This article discusses conventional roles and responsibilities of the project sponsor and then discusses strategies a project manager can employ to define boundaries to reduce role confusion and promote partnership to facilitate project success.

  11. Spent Nuclear Fuel Project Configuration Management Plan

    International Nuclear Information System (INIS)

    Reilly, M.A.

    1995-01-01

    This document is a rewrite of the draft ''C'' that was agreed to ''in principle'' by SNF Project level 2 managers on EDT 609835, dated March 1995 (not released). The implementation process philosphy was changed in keeping with the ongoing reengineering of the WHC Controlled Manuals to achieve configuration management within the SNF Project

  12. Comparison of community managed projects and conventional ...

    African Journals Online (AJOL)

    Comparison of community managed projects and conventional approaches in rural water supply of Ethiopia. ... African Journal of Environmental Science and Technology ... This study aimed to compare Community Managed Projects (CMP) approach with the conventional approaches (Non-CMP) in the case of Ethiopia.

  13. Sustainability in Project Management: Reality Bites

    NARCIS (Netherlands)

    Gilbert Gilbert Silvius; Ron Schipper; Snezana Nedeski

    2012-01-01

    The relationship between project management and sustainable development is rapidly gaining interest from both practitioners and academics. Studies on the integration of the concepts of sustainability into project management, approach this topic mostly from a conceptual, logical or moral point of

  14. Nuclear power project management information system

    International Nuclear Information System (INIS)

    Zou Lailong; Zhang Peng; Xiao Ziyan; Chun Zengjun; Huang Futong

    2001-01-01

    Project Management Information System is an important infrastructure facility for the construction and operation of Nuclear Power Station. Based on the practice of Lingao nuclear power project management information system (NPMIS), the author describes the NPMIS design goals, system architecture and software functionality, points out the outline issues during the development and deployment of NPMIS

  15. 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.

  16. The validation of a human resource management professional competence model for the South African context

    OpenAIRE

    Nico Schutte; Nicolene Barkhuizen; Lidewey van der Sluis

    2015-01-01

    Orientation: The last two decades have seen a great interest in the development of human resource management (HRM) professional competence models to advance the value-add of HR practitioners in organisations. However, empirical research on competency requirements for HR practitioners in the South African context has not been forthcoming. Research purpose: The main objective of the present research was to validate a HRM competence measure for the assessment of professional HRM competencies ...

  17. COLLABORATE©: a universal competency-based paradigm for professional case management, part i: introduction, historical validation, and competency presentation.

    Science.gov (United States)

    Treiger, Teresa M; Fink-Samnick, Ellen

    2013-01-01

    The purpose of this first of a three-article series is to provide context and justification for a new paradigm of case management built upon a value-driven foundation that Applicable to all health care sectors where case management is practiced. In moving forward, the one fact that rings true is there will be constant change in our industry. As the health care terrain shifts and new influences continually surface, there will be consequences for case management practice. These impacts require nimble clinical professionals in possession of recognized and firmly established competencies. They must be agile to frame (and reframe) their professional practice to facilitate the best possible outcomes for their patients. Case managers can choose to be Gumby or Pokey. This is exactly why the definition of a competency-based case management model's time has come, one sufficiently fluid to fit into any setting of care. The practice of case management transcends the vast array of representative professional disciplines and educational levels. A majority of current models are driven by business priorities rather than by the competencies critical to successful practice and quality patient outcomes. This results in a fragmented professional case management identity. While there is inherent value in what each discipline brings to the table, this advanced model unifies behind case management's unique, strengths-based identity instead of continuing to align within traditional divisions (e.g., discipline, work setting, population served). This model fosters case management's expanding career advancement opportunities, including a reflective clinical ladder.

  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. 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

  20. 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

  1. Client's constraining factors to construction project management ...

    African Journals Online (AJOL)

    This study analyzed client's related factors that constrain project management success of public and private sector construction in Nigeria. Issues that concern clients in any project can not be undermined as they are the owners and the initiators of project proposals. It is assumed that success, failure or abandonment of ...

  2. INTEGRATION OF PROGRESS STRATEGY IN PROJECT MANAGEMENT

    OpenAIRE

    Дмитрий Георгиевич БЕЗУГЛЫЙ

    2015-01-01

    The methods and tools of the developed project promotion, the planning system of promotion strategy are suggested; the main approaches used in the project promotion have been identified. The conclusions about the importance, necessity and role in the promotion of a holistic project management system have been made.

  3. Communication Scaffolds for Project Management in PBL

    Science.gov (United States)

    Sasaki, Shigeru; Arai, Masayuki; Takai, Kumiko; Ogawa, Mitsuhiro; Watanabe, Hiroyoshi

    2017-01-01

    In this study, the role-playing situation and the system requirement list are adopted into project-based learning classes to develop web applications. In the classes, the third-year undergraduate project managers communicate with the client of the project rolled by teachers on the Web bulletin board. These are expected to act as scaffolds to…

  4. 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…

  5. 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

  6. Project Management in the Finnish Music Industry

    OpenAIRE

    Hypén, Joel

    2009-01-01

    The term project is a widely used phrase in today’s working life. This thesis explains what project management theory is, how it has evolved through history and how it is applied in managing modern business projects in the contexts of the Finnish music business sector. The literature review contains a description of the key phases a project is typically organised in as well as the terms and tools used to plan and run a successful project. Through qualitative research means the thesis inves...

  7. The Fast Forward MBA in Project Management

    CERN Document Server

    Verzuh, Eric

    2011-01-01

    An updated and revised edition of the bestselling guide to managing projects For any professional responsible for coordinating projects among different departments, across executive levels, or with technical complexity, The Fast Forward MBA in Project Management offers comprehensive instruction on how to deliver on time and on budget. Get the step-by-step advice you need to find the right sponsor, clarify objectives, and set realistic schedules and budget projections. This Fourth Edition of the 200,000-copy bestseller now covers critical new topics including: software and IT projects, agile te

  8. Project management practice and its effects on project success in Malaysian construction industry

    Science.gov (United States)

    Haron, N. A.; Devi, P.; Hassim, S.; Alias, A. H.; Tahir, M. M.; Harun, A. N.

    2017-12-01

    The rapid economic development has increased the demand for construction of infrastructure and facilities globally. Sustainable development and globalization are the new ‘Zeitgeist’ of the 21st century. In order to implement these projects successfully and to meet the functional aim of the projects within their lifetime, an efficient project management practice is needed. The aim of this study is to identify the critical success factors (CSFs) and the extent of use of project management practice which affects project success, especially during the implementation stage. Data were obtained from self-administered questionnaires with 232 respondents. A mixed method of data collection was adopted using semi-structured interview and questionnaire approach. The result of the analysis of data obtained showed that new and emerging criteria such as customer satisfaction, competency of the project team, and performance of subcontractors/suppliers are becoming measures of success in addition to the classic iron triangle’s view of time, cost and quality. An insight on the extent of use of different project management practice in the industry was also achieved from the study.

  9. Project management training : final report.

    Science.gov (United States)

    2011-01-01

    In 2005 the Indiana Department of Transportation (INDOT) went through a complete reorganization of its operations going from centralized to decentralized (District) management. This reorganization gave Districts autonomy to manage construction projec...

  10. Project management training : [technical summary].

    Science.gov (United States)

    2011-01-01

    In 2005, the Indiana Department of Transportation (INDOT) went through a complete reorganization of its operations going from centralized to decentralized (District) management. This reorganization gave Districts autonomy to manage construction proje...

  11. Making Things Happen Mastering Project Management

    CERN Document Server

    Berkun, Scott

    2008-01-01

    In the updated edition of this critically acclaimed and bestselling book, Microsoft insider Scott Berkun offers a collection of essays on field-tested philosophies and strategies for defining, leading, and managing projects. Based on his nine years of experience as a program manager for Microsoft's biggest projects, Berkun explains to technical and non-technical readers alike what it takes to get through a large software or web development project.

  12. Using electronic document management systems to manage highway project files.

    Science.gov (United States)

    2011-12-12

    "WisDOTs Bureau of Technical Services is interested in learning about the practices of other state departments of : transportation in developing and implementing an electronic document management system to manage highway : project files"

  13. 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.

  14. Project management in interior design services

    OpenAIRE

    Şahinoglu, Alp

    1997-01-01

    Ankara : Bilkent University, Department of Interior Architecture and Environmental Design and Institute of Fine Arts, 1997. Thesis (Master's) -- Bilkent University, 1997. Includes bibliographical references. In this study, the concept of project management is analyzed within the framework of interior design services. Project management has been defined as the managing and coordination of all human and physical resources, in order to accomplish the predetermined goals (aim of the proj...

  15. Managing competing organizational priorities in clinical handover across organizational boundaries.

    Science.gov (United States)

    Sujan, Mark A; Chessum, Peter; Rudd, Michelle; Fitton, Laurence; Inada-Kim, Matthew; Cooke, Matthew W; Spurgeon, Peter

    2015-01-01

    Handover across care boundaries poses additional challenges due to the different professional, organizational and cultural backgrounds of the participants involved. This paper provides a qualitative account of how practitioners in emergency care attempt to align their different individual and organizational priorities and backgrounds when handing over patients across care boundaries (ambulance service to emergency department (ED), and ED to acute medicine). A total of 270 clinical handovers were observed in three emergency care pathways involving five participating NHS organizations (two ambulance services and three hospitals). Half-day process mapping sessions were conducted for each pathway. Semi-structured interviews were carried out with 39 participants and analysed thematically. The management of patient flow and the fulfilment of time-related performance targets can create conflicting priorities for practitioners during handover. Practitioners involved in handover manage such competing organizational priorities through additional coordination effort and dynamic trade-offs. Practitioners perceive greater collaboration across departments and organizations, and mutual awareness of each other's goals and constraints as possible ways towards more sustainable improvement. Sustainable improvement in handover across boundaries in emergency care might require commitment by leaders from all parts of the local health economy to work as partners to establish a culture of integrated, patient-centred care. © The Author(s) 2014 Reprints and permissions: sagepub.co.uk/journalsPermissions.nav.

  16. 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...

  17. 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)

  18. Business Intelligence Support For Project Management

    OpenAIRE

    Muntean, Mihaela; Cabau, Liviu Gabiel

    2013-01-01

    With respect to the project management framework, a project live cycle consists of phases like: initiation, planning, execution, monitoring & control and closing. Monitoring implies measuring the progress and performance of the project during its execution and communicating the status. Actual performance is compared with the planned one. Therefore, a minimal set of key performance indicators will be proposed. Monitoring the schedule progress, the project budget and the scope will be possible....

  19. Comparisons on International Approaches of Business and Project Risk Management

    OpenAIRE

    Nadia Carmen ENE

    2005-01-01

    In this article we intend to present a comparative approach between three recognized international methodologies for risk management: RISKMAN, Project Management Institute Methodology-PMBoK and Project Risk Analysis and Management Guide (produced by Association for Project Management).

  20. SYSTEM DYNAMICS OF MANAGEMENT OF "UNFORESEEN CIRCUMSTANCES" OF THE PROJECT

    Directory of Open Access Journals (Sweden)

    Богдан Владимирович ГАЙДАБРУС

    2015-05-01

    Full Text Available Approaches for project contingency management through risk management and influence of stakeholders. Proposed system dynamic contingency project management model. The model describes the effects of various factors on the phase of project management through contingency.

  1. SYSTEM DYNAMICS OF MANAGEMENT OF "UNFORESEEN CIRCUMSTANCES" OF THE PROJECT

    OpenAIRE

    Богдан Владимирович ГАЙДАБРУС; Евгений Анатольевич ДРУЖИНИН

    2015-01-01

    Approaches for project contingency management through risk management and influence of stakeholders. Proposed system dynamic contingency project management model. The model describes the effects of various factors on the phase of project management through contingency.

  2. Framework for managing uncertainty in property projects

    NARCIS (Netherlands)

    Reymen, I.M.M.J.; Dewulf, G.P.M.R.; Blokpoel, S.B.

    2008-01-01

    A primary task of property development (or real estate development, RED) is making assessments and managing risks and uncertainties. Property managers cope with a wide range of uncertainties, particularly in the early project phases. Although the existing literature addresses the management of

  3. Goleman-Boyatzis Model of Emotional Intelligence for Dealing with Problems in Project Management

    Directory of Open Access Journals (Sweden)

    Peter Vincent Livesey

    2017-03-01

    Full Text Available As projects grow in size and complexity the sizes of teams needed to manage them also increases. This places greater emphasis on the need for the project manager to develop people management skills, commonly called soft skills, of which emotional intelligence (EI has been recognised as an important component. The objective of this research was to investigate the relevance of the Goleman-Boyatzis model of EI in dealing with the problems in large projects identified via a literature review. To achieve this end, a Delphi study using project managers who had been involved in the management of projects in excess of $500 million was used. The responses from the Delphi panel were analysed and the results showed that the competencies contained in the Goleman-Boyatzis model had a relevance of 95% or greater to the problems presented to the panel. A ranking of the various competencies contained within the model was also developed, some competencies being found to be more important than others. By confirming the importance of emotional intelligence, as described by the model, this research adds to the understanding of the necessary skills needed by a project manager to successfully manage large projects.

  4. Competencies for Teachers of Learners Who Are Deafblind: Perkins National Deafblind Training Project.

    Science.gov (United States)

    McLetchie, Barbara A. B.; Riggio, Marianne

    The statements of knowledge and skills contained in this manual are the outcome of a collaborative process involving a committee that included the project staff, university level faculty, and a state coordinator of deaf-blind services. The competencies are designed for use as a blueprint for course development and field experiences by university…

  5. Farmers' Motivational Orientation toward Participation in Competence Development Projects: A Self-Determination Theory Perspective

    Science.gov (United States)

    Charatsari, Chrysanthi; Lioutas, Evagelos D.; Koutsouris, Alex

    2017-01-01

    Purpose: In this study, we use a self-determination theory (SDT) approach to understand farmers' attitudes toward, and intentions for, participation in competence development projects (CDP). Design/methodology/approach: By applying SDT, we developed two measures. The first one assessed the degree to which the three basic human psychological needs…

  6. The Final Year Project (FYP) in Social Sciences: Establishment of Its Associated Competences and Evaluation Standards

    Science.gov (United States)

    Mateo, Joan; Escofet, Anna; Martinez, Francesc; Ventura, Javier; Vlachopoulos, Dimitrios

    2012-01-01

    This paper presents the fundamental characteristics of the Final Year Project (FYP), its associated competences and some evaluation standards that derived from a research conducted by the regional government of Catalonia (Spain) and the Catalan University Quality Assurance Agency. More analytically, the paper begins with the definition of the…

  7. American Government. Nevada Competency-Based Adult High School Diploma Project.

    Science.gov (United States)

    Nevada Univ., Las Vegas. Coll. of Education.

    This document is one of ten curriculum guides developed by the Nevada Competency-Based Adult High School Diploma (CBAHSD) Project. This curriculum guide on American government is divided into fourteen topics. The topics included are: definition of "State"; left to right political spectrum; Dictatorship vs. Democracy; Capitalism,…

  8. 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

  9. 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)

  10. Competences, education and support for new roles in cancer genetics services: outcomes from the cancer genetics pilot projects.

    Science.gov (United States)

    Bennett, Catherine; Burton, Hilary; Farndon, Peter

    2007-01-01

    In 2004 the Department of Health in collaboration with Macmillan Cancer Support set up service development projects to pilot the integration of genetics in mainstream medicine in the area of cancer genetics.In developing these services, new roles and responsibilities were devised that required supporting programmes of education and training. The NHS National Genetics Education and Development Centre has worked with the projects to draw together their experience in these aspects. New roles include the Cancer Family Nurse Specialist, in which a nurse working in a cancer setting was trained to identify and manage genetic or family history concerns, and the Genetic Risk Assessment Practitioner--a small team of practitioners working within a secondary care setting to deliver a standardised risk assessment pathway. Existing roles were also adapted for a different setting, in particular the use of genetic counsellors working in a community ethnic minority setting. These practitioners undertook a range of clinical activities that can be mapped directly to the 'UK National Workforce Competences for Genetics in Clinical Practice for Non-genetics Healthcare Staff' framework developed by Skills for Health and the NHS National Genetics Education and Development Centre (2007; draft competence framework). The main differences between the various roles were in the ordering of genetic tests and the provision of advice on invasive preventive options such as mastectomy. Those involved in service development also needed to develop competences in project management, business skills, audit and evaluation, working with users, general management (personnel, multi-agency work and marketing), educational supervision, IT, public and professional outreach, and research. Important resources to support the development of new roles and competences included pathways and guidelines, a formal statement of competences, a recognised syllabus, appropriate and timely courses, the availability of a

  11. A Study on Teacher Candidates' Competencies in Classroom Management

    Science.gov (United States)

    Selçuk, Gülenaz; Kadi, Aysegül; Yildirim, Remzi; Çelebi, Nurhayat

    2017-01-01

    The objective of this paper is to examine competencies in classroom management of teacher candidates. Research design was determined as pre-experimental research design. Research was conducted with 388 teacher candidates. In this research, these were found; Attitudes of students about competencies in classroom management differ according to…

  12. 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.

  13. Project management of radwaste retrofits

    International Nuclear Information System (INIS)

    Vaught, D.L.

    1988-01-01

    Many utilities are finding it necessary to provide additional radioactive waste processing facilities at operating or nearly completed nuclear stations in order to accommodate the ever-changing regulatory, political and socio-economic environment in which we operate. This paper describes the project approach taken at Duke Power Company to provide a comprehensive radioactive waste processing facility at Oconee Nuclear Station. Following a historical perspective, the philosophy and mechanics of the project team are discussed. The goal of the project team was to provide a facility which could meet the liquid and solid radioactive waste processing needs of Oconee within the restraints of a utility budget and schedule. The unique quality of the project team approach was the integral involvement of all of the necessary departments in every part of the design, construction and start-up phases. The project team thereby utilized feedback from over thirty reactor years of operational experience. The remainder of the paper provides examples of the problems encountered and their resolution (eg. equipment layout, materials handling, vendor improvements and regulatory changes all required design-in-progress changes). It has been the integration and concentration of the diverse resources of a large utility into a cross-departmental team which has allowed the timely resolution of the necessary changes. This same philosophy is being applied to the facility start-up program and to other major projects at Duke Power Company

  14. Automated transportation management system (ATMS) software project management plan (SPMP)

    Energy Technology Data Exchange (ETDEWEB)

    Weidert, R.S., Westinghouse Hanford

    1996-05-20

    The Automated Transportation Management System (ATMS) Software Project Management plan (SPMP) is the lead planning document governing the life cycle of the ATMS and its integration into the Transportation Information Network (TIN). This SPMP defines the project tasks, deliverables, and high level schedules involved in developing the client/server ATMS software.

  15. Bottomland Hardwood Ecosystem Management Project

    Science.gov (United States)

    John A. Stanturf; Calvin E. Meier

    1994-01-01

    Federal agency approaches to land management are undergoing a shift from parcel-specific concerns toward a more holistic, ecosystem management approach. Southern bottomland hardwood ecosystems provide important environmental services and commodity goods (Wharton et al. 1982), yet much of our knowledge of these systems comes from anecdotal information. The Bottomland...

  16. Identity and the Management Project

    DEFF Research Database (Denmark)

    Jørgensen, Kenneth Mølbjerg; Dehlin, Erlend

    The paper discusses the concept of identity in relation to management. We take our starting point in Wittgenstein’s concept language games. We argue that identity is a question of using linguistic tools to construct reality. Two elements of the language game metaphor are central here: rules...... and family resemblance. As such, managing identity in organizations is closely linked to rules and family resemblance. Organizations manage identity through the definition of norms and values for right or wrong, appropriate or inappropriate, to name but a few. Norms and values are important as reference...... points for constructing identities. Managing identity has become more important because the rules-of-the-game have become more unstable. Managing identity is important if the bonds between individuals and organizations are to be sustained. But this task is contradictory and paradoxical of its very nature...

  17. 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)

  18. Strategic management of HLW repository projects

    International Nuclear Information System (INIS)

    Bartlett, J.W.

    1984-01-01

    This paper suggests an approach to strategic management of HLW repository projects based on the premise that a primary objective of project activities is resolution of issues. The approach would be implemented by establishing an issues management function with responsibility to define the issues agenda, develop and apply the tools for assessing progress toward issue resolution, and develop the issue resolution criteria. A principal merit of the approach is that it provides a defensible rationale for project plans and activities. It also helps avoid unnecessary costs and schedule delays, and it helps assure coordination between project functions that share responsibilities for issue resolution

  19. Forecast Inaccuracies in Power Plant Projects From Project Managers' Perspectives

    Science.gov (United States)

    Sanabria, Orlando

    Guided by organizational theory, this phenomenological study explored the factors affecting forecast preparation and inaccuracies during the construction of fossil fuel-fired power plants in the United States. Forecast inaccuracies can create financial stress and uncertain profits during the project construction phase. A combination of purposeful and snowball sampling supported the selection of participants. Twenty project managers with over 15 years of experience in power generation and project experience across the United States were interviewed within a 2-month period. From the inductive codification and descriptive analysis, 5 themes emerged: (a) project monitoring, (b) cost control, (c) management review frequency, (d) factors to achieve a precise forecast, and (e) factors causing forecast inaccuracies. The findings of the study showed the factors necessary to achieve a precise forecast includes a detailed project schedule, accurate labor cost estimates, monthly project reviews and risk assessment, and proper utilization of accounting systems to monitor costs. The primary factors reported as causing forecast inaccuracies were cost overruns by subcontractors, scope gaps, labor cost and availability of labor, and equipment and material cost. Results of this study could improve planning accuracy and the effective use of resources during construction of power plants. The study results could contribute to social change by providing a framework to project managers to lessen forecast inaccuracies, and promote construction of power plants that will generate employment opportunities and economic development.

  20. Mastering Foreign Language Competence of Ecology and Environment Managers for Mining Industry of Kuzbass

    Science.gov (United States)

    Greenwald, Oksana; Islamov, Roman; Sergeychick, Tatyana

    2017-11-01

    The necessity to solve nature conservation problems of Kuzbass mining industry demands from postgraduate education institutions to train highly qualified specialists in ecology and environment management. As 21st century education is competence-based one, the article clarifies the concept of competence in education, focuses on key competences, namely foreign language competence and its relevance for specialists in ecology and environment management. Foreign language competence is acquired through the course of "Foreign Language" discipline which covers the following aspects: academic reading, academic writing and public speaking. The article also describes the experience of organizing students' individual work taking into account their motivation and specific conditions of the discipline as well. Thus, both the content of the discipline and the approach to organize students' learning contribute to mastering foreign language competence of ecology and environment managers as inherent condition of their professional efficiency for solving ecological problems of mining industry in Kuzbass region.

  1. An approach to knowledge management for EUROSAFE projects

    International Nuclear Information System (INIS)

    Goldschmidt, F.; Gelder, P. De; Beraha, D.

    2005-01-01

    The objective of a knowledge management system (KMS) in the field of Nuclear Safety Assessment is to keep competence in expertise and research at the best level. This contribution proposes a diagram of KM organization associated with the Eurosafe Safety Assessment Guide project proposal. The aim of the KM action is to test and bring forward a generic and perennial method of knowledge management adapted to the safety culture. It will be interested to support the access to information useful for the practices of expertise by organizing a knowledge mapping, supporting the exchanges of know-how by the consolidation of a competence network and the externalization of expert knowledge. This article presents the actions in progress at AVN, GRS and IRSN, and suggests some principles based on experience feedbacks drawn from the literature. It is not supposed to be exhaustive but rather to encourage other Technical Support Organizations to take part in this KM action associated with the technical project. We suggest to organize the KM action in three phases: (1) definition of a KM Strategy adapted to the technical project; (2) implementation of KM selected actions (actors sensitization, tests of KM methods, etc); (3) choice and fulfillment of effective and perennial KM solutions. (authors)

  2. 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.

  3. Risk management methodology for RBMN project

    International Nuclear Information System (INIS)

    Borssatto, Maria F.B.; Tello, Cledola C.O.; Uemura, George

    2013-01-01

    RBMN Project has been developed to design, construct and commission a national repository to dispose the low- and intermediate-level radioactive wastes from the operation of nuclear power plants and other industries that use radioactive sources and materials. Risk is a characteristic of all projects. The risks arise from uncertainties due to assumptions associated with the project and the environment in which it is executed. Risk management is the method by which these uncertainties are systematically monitored to ensure that the objectives of the project will be achieved. Considering the peculiarities of the Project, that is, comprehensive scope, multidisciplinary team, apparently polemic due to the unknowing of the subject by the stake holders, especially the community, it is being developed a specific methodology for risk management of this Project. This methodology will be critical for future generations who will be responsible for the final stages of the repository. It will provide greater guarantee to the processes already implemented and will maintain a specific list of risks and solutions for this Project, ensuring safety and security of the repository throughout its life cycle that is the planned to last at least three hundred years. This paper presents the tools and processes already defined, management actions aimed at developing a culture of proactive risk in order to minimize threats to this Project and promote actions that bring opportunities to its success. The methodology is based on solid research on the subject, considering methodologies already established and globally recognized as best practices for project management. (author)

  4. 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.

  5. Belene NPP project configuration management

    International Nuclear Information System (INIS)

    Matveev, A.

    2009-01-01

    The configuration management includes: change identification; change assessment; change coordination; change approval or rejection; Change introduction. One of the main tasks while implementing the above processes is the analysis of the effect of one change upon all the related elements

  6. Strategically oriented management and controlling of resource intensive projects

    International Nuclear Information System (INIS)

    Kemmeter, Sascha

    2015-01-01

    The book on strategically oriented management and controlling of resource intensive projects covers the following issues: frame of project management and project controlling, classification of the decommissioning of nuclear facilities as resource intensive projects, research design for case studies, results of the study of project management specific characteristics of decommissioning, reference model for the project management of nuclear facility decommissioning.

  7. 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…

  8. Project safety studies - nuclear waste management (PSE)

    International Nuclear Information System (INIS)

    1981-10-01

    The project 'Safety Studies-Nuclear Waste Management' (PSE) is a research project performed by order of the Federal Minister for Research and Technology, the general purpose of which is to deepen and ensure the understanding of the safety aspects of the nuclear waste management and to prepare a risk analysis which will have to be established in the future. Owing to this the project is part of a series of projects which serve the further development of the concept of nuclear waste management and its safety, and which are set up in such a way as to accompany the realization of that concept. This report contains the results of the first stage of the project from 1978 to mid-1981. (orig./RW) [de

  9. Risk management integration into complex project organizations

    Science.gov (United States)

    Fisher, K.; Greanias, G.; Rose, J.; Dumas, R.

    2002-01-01

    This paper describes the approach used in designing and adapting the SIRTF prototype, discusses some of the lessons learned in developing the SIRTF prototype, and explains the adaptability of the risk management database to varying levels project complexity.

  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. Applying the competence-based approach to management in the aerospace industry

    Directory of Open Access Journals (Sweden)

    Arpentieva Mariam

    2018-01-01

    Full Text Available Problems of management in aerospace manufacturing are similar to those we observe in other sectors, the main of which is the flattening of strategic management. The main reason lies in the attitude towards human resource of the organization. In the aerospace industry employs 250 thousand people, who need individual approach. The individual approach can offer competence-based approach to management. The purpose of the study is proof of the benefits of the competency approach to human resource management in context strategic management of the aerospace organization. To achieve this goal it is possible to obtain the method of comparative analysis. The article compares two approaches to personnel management. The transition to competence-based human resource management means (a a different understanding of the object of management; (b involvement in all functions of human resource management «knowledge – skills – abilities» of the employee; (c to change the approach to strategic management aerospace industry.

  12. 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

    , ORP, the Washington State Department of Ecology, and independent certified quality assurance and engineering inspectors. A QA manager and safety manager were on-site during all project activities. Completion of the project provided a safe and reliable facility that will help DOE ORP meet the growing need for environmentally compliant, on-site disposal of solid waste generated in the cleanup project. Furthermore, the project helped DOE save money and meet TPA milestones ahead of schedule. In the following pages, we detail the tools and techniques used to manage the IDF project. We had a highly competent project management team. Their skillful management of the construction and the stakeholder and regulatory issues resulted in successful project outcomes and lessons learned. We believe their performance merits special recognition

  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

    inspections, including the construction contractor, CH2M HILL, ORP, the Washington State Department of Ecology, and independent certified quality assurance and engineering inspectors. A QA manager and safety manager were on-site during all project activities. Completion of the project provided a safe and reliable facility that will help DOE ORP meet the growing need for environmentally compliant, on-site disposal of solid waste generated in the cleanup project. Furthermore, the project helped DOE save money and meet TPA milestones ahead of schedule. In the following pages, we detail the tools and techniques used to manage the IDF project. We had a highly competent project management team. Their skillful management of the construction and the stakeholder and regulatory issues resulted in successful project outcomes and lessons learned. We believe their performance merits special recognition.

  14. Managing Projects with CSR in mind

    DEFF Research Database (Denmark)

    Kampf, Constance; Thomsen, Christa

    2008-01-01

    This paper examines project management as a place where CSR can be operationalized, focusing particularly on project conception processes and co-constructing CSR knowledge with emergent tertiary stakeholders. Two projects which dealt with emergent tertiary stakeholders differently are examined.......  First, the Finnish company Metsa-Botnia's paper pulp plant in Uruguay is examined as a project in which a tertiary stakeholder, Argentina, emerged during the early stages of the project.  Argentina requested dialogue about the project conception and Metsa Botnia did not include them.  In contrast......, the Danish emergency services company Falck A/S's project on redefining CSR is offered as an example of a project transformed through dialogue with the emergent tertiary stakeholder, the county of Aarhus.   To analyze the cases, the paper combines Morsing & Schultz's (2006) dialectic CSR strategy based...

  15. Information Technology in Engineering and Project Management

    Directory of Open Access Journals (Sweden)

    Chien-Ho Ko

    2017-01-01

    Full Text Available Information Technology (IT can be regarded as the use of computers to store, analyze, and manipulate data (Daintith, 2009. With the rapid development of personal computers, IT has been widely applied in nearly every field (Davenport, 2013. This issue presents five papers covering engineering and project management, three of which focus on the application of IT to solve engineering and project management issues, while one presents research into public private partnerships, and another into cash flow forecasting.

  16. Comparisons of self-ratings on managerial competencies, research capability, time management, executive power, workload and work stress among nurse administrators.

    Science.gov (United States)

    Kang, Chun-Mei; Chiu, Hsiao-Ting; Hu, Yi-Chun; Chen, Hsiao-Lien; Lee, Pi-Hsia; Chang, Wen-Yin

    2012-10-01

    To assess the level of and the differences in managerial competencies, research capability, time management, executive power, workload and work-stress ratings among nurse administrators (NAs), and to determine the best predictors of managerial competencies for NAs. Although NAs require multifaceted managerial competencies, research related to NAs' managerial competencies is limited. A cross-sectional survey was conducted with 330 NAs from 16 acute care hospitals. Managerial competencies were determined through a self-developed questionnaire. Data were collected in 2011. All NAs gave themselves the highest rating on integrity and the lowest on both financial/budgeting and business acumen. All scores for managerial competencies, research capability, time management and executive power showed a statistically significant correlation. The stepwise regression analysis revealed that age; having received NA training; having completed a nursing project independently; and scores for research capability, executive power and workload could explain 63.2% of the total variance in managerial competencies. The present study provides recommendations for future administrative training programmes to increase NAs' managerial competency in fulfilling their management roles and functions. The findings inform leaders of hospitals where NAs need to develop additional competencies concerning the type of training NAs need to function proficiently. © 2012 Blackwell Publishing Ltd.

  17. Cultural differences in Research project management

    Science.gov (United States)

    Barbier, Michele

    2016-04-01

    Scientific Projects today have increased in complexity, requiring multidisciplinarity, and requiring a mix of diverse individuals from different countries who must be integrated into an effective project. Effective team building is one of the prime responsibilities of the project manager. When the project is supported by a funding, the integration and the implication of the different partners are quite easy. Particularly when partners are developing high-performing teams. However, management of research project requires further skills when the budget is not very high and/or when partners are from non-European countries and are not using the same vocabulary. The various cultures, values, beliefs and social usages, particularly with Mediterranean countries cause a special style of communication for an individual or group of individuals. This communication style participates in the success of the project and encompasses a lot of diplomatic skills which will be highlighted.

  18. 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

  19. Introducing an Innovative Project Management Framework for First Year Students – Project Work in a PBL Environment

    DEFF Research Database (Denmark)

    Kofoed, Lise B.; Møller, Michael Labovic

    2010-01-01

    Students at Aalborg University (AAU) in Denmark are educated according to the Aalborg Problem Based Learning (PBL) approach which entails working in groups and completing a project each semester. In accordance with this approach students are offered a course – Co-operation, Learning and Project...... in general acknowledge the benefits of thorough project plans and schedules, they often experience difficulties developing them and abiding by them. These experienced difficulties are caused by lack of motivation and competence within this particular area of project management. This paper describes how a new...

  20. Estimation of efficiency project management

    Directory of Open Access Journals (Sweden)

    Novotorov Vladimir Yurevich

    2011-03-01

    Full Text Available In modern conditions, the effectiveness of the enterprises all in a greater degree depends on methods of management and business dealing forms. The organizations should choose the most effective for themselves strategy of management taking into account the existing legislation, concrete conditions of activity, financial and economic, investment potential and development strategy. Introduction of common system of planning and realization of strategy of the organization, it will allow to provide even development and long-term social and economic growth of the companies.

  1. Augmenting SCA project management and automation framework

    Science.gov (United States)

    Iyapparaja, M.; Sharma, Bhanupriya

    2017-11-01

    In our daily life we need to keep the records of the things in order to manage it in more efficient and proper way. Our Company manufactures semiconductor chips and sale it to the buyer. Sometimes it manufactures the entire product and sometimes partially and sometimes it sales the intermediary product obtained during manufacturing, so for the better management of the entire process there is a need to keep the track record of all the entity involved in it. Materials and Methods: Therefore to overcome with the problem the need raised to develop the framework for the maintenance of the project and for the automation testing. Project management framework provides an architecture which supports in managing the project by marinating the records of entire requirements, the test cases that were created for testing each unit of the software, defect raised from the past years. So through this the quality of the project can be maintained. Results: Automation framework provides the architecture which supports the development and implementation of the automation test script for the software testing process. Conclusion: For implementing project management framework the product of HP that is Application Lifecycle management is used which provides central repository to maintain the project.

  2. Which Type of Project Manager are You?

    DEFF Research Database (Denmark)

    2017-01-01

    Which type of project manager best describes you — are you a prophet, gambler, expert or executor? Take this twelve-question quiz to find out right now. There are no wrong answers, but the result may surprise you — and understanding your personal strength can help guide your career and project...

  3. Electronic Resources Management Project Presentation 2012

    KAUST Repository

    Ramli, Rindra M.

    2012-11-05

    This presentation describes the electronic resources management project undertaken by the KAUST library. The objectives of this project is to migrate information from MS Sharepoint to Millennium ERM module. One of the advantages of this migration is to consolidate all electronic resources into a single and centralized location. This would allow for better information sharing among library staff.

  4. Waste management project technical baseline description

    International Nuclear Information System (INIS)

    Sederburg, J.P.

    1997-01-01

    A systems engineering approach has been taken to describe the technical baseline under which the Waste Management Project is currently operating. The document contains a mission analysis, function analysis, requirement analysis, interface definitions, alternative analysis, system definition, documentation requirements, implementation definitions, and discussion of uncertainties facing the Project

  5. Graduate Student Project: Employer Operations Management Analysis

    Science.gov (United States)

    Fish, Lynn A.

    2008-01-01

    Part-time graduate students at an Association to Advance Collegiate Schools of Business-accredited college complete a unique project by applying operations management concepts to their current employer. More than 92% of 368 graduates indicated that this experiential project was a positive learning experience, and results show a positive impact on…

  6. The impact of sustainability on project management

    NARCIS (Netherlands)

    Adri Köhler; Gilbert Gilbert Silvius; Jasper van den Brink

    2011-01-01

    Chapter 11 in The Project as a Social System: Asia-Pacific Perspectives on Project Management. Sustainability is one of the most important challenges of our time. How can we develop prosperity without compromising the life of future generations? Companies are integrating ideas of sustainability in

  7. The impact of sustainability on project management

    NARCIS (Netherlands)

    Adri Köhler; Jasper van den Brink; Gilbert Gilbert Silvius

    2012-01-01

    Full text via link Chapter 11 in The Project as a Social System: Asia-Pacific Perspectives on Project Management Sustainability is one of the most important challenges of our time. How can we develop prosperity without compromising the life of future generations? Companies are integrating ideas of

  8. Decommissioning project management unit started its activities

    International Nuclear Information System (INIS)

    Medeliene, D.

    2002-01-01

    The Decommissioning Project Management Unit team comprises western experts as well as experts from INPP Decommissioning Service who all work as a single team. The DPMU will develop the Final Decommissioning Plan and a more detailed Decommissioning Project, which will describe how the plant will be removed from service and safely decommissioned

  9. Technological Innovation Projects: Proposal For an Integrative Model Between Project Management and Knowledge Management in a Customer-Supplier Perspective

    Directory of Open Access Journals (Sweden)

    Edval da Silva Tavares

    2014-10-01

    Full Text Available In face of strong competition, companies in Brazil have increased their financial investments in automation, offering new products and services and reducing operating costs. These companies are focusing their efforts on core competencies and, therefore, they often lack the internal expertise to implement new projects, especially those that bring technological innovation. For this reason, we use the processes of outsourcing or subcontracting to help implement such projects. The unit of analysis in this study is the project and the object of the study to analyze the process of knowledge transfer from a provider to a customer during the duration of the project, which involves new technologies. The main motivation of this work is to address the acquisition and retention of new knowledge related to projects designed for business customers. We have developed a study of three cases of multiple financial firms that buy new technologies and two suppliers of information technology. As a practical result, a management model of knowledge transfer and retention of knowledge in client companies is proposed and incorporated into project management.

  10. 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

  11. 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

  12. The Human Element of Project Management

    Science.gov (United States)

    Gillard, Sharlett

    2017-01-01

    Much research and dialogue have been published about project management. Studies have been conducted regarding the impact of size, member location, gender composition, cross-functional structure, stakeholder influence, confidence issues, technology usage, management style, generational differences, technical expertise vs. people skills, and a…

  13. Project-based organizing and strategic management

    DEFF Research Database (Denmark)

    very different industries such as management consulting, engineering or entertainment. Contributors analyze PBOs as firms, units or networks of firms set up to complete a specific assignment, as well as address the evolution from traditional operations-driven project management, to the strategic role...

  14. Spent Nuclear Fuel Project Document Management Plan

    International Nuclear Information System (INIS)

    Connor, M.D.; Harizison, G.L.; Rice, W.C.

    1995-12-01

    The SNF Project Document Management Plan identifies and describes the currently available systems and processes for implementing and maintaining an effective document control and records management program. This program governs the methods by which documents are generated, released, distributed, maintained current, retired, and ultimately disposed

  15. COORDINATES OF A RISK MANAGEMENT PROJECT

    OpenAIRE

    ALEXANDRU OLTEANU; MĂDĂLINA ANTOANETA RĂDOI

    2013-01-01

    High risk – high benefit: a well-known correlation both in the economic field and in the day-to-day life. Another correlation, on which this article is based: large project – numerous participants – increased risks and other malfunctions. The risk management concept is challenged by those projects and is forced to find the most adequate “customized” ways for each project at its turn. In this respect, the assessment of management has followed the trend of the last three decades, marked by movi...

  16. Applying the competence-based approach to management in the aerospace industry

    OpenAIRE

    Arpentieva Mariam; Duvalina Olga; Braitseva Svetlana; Gorelova Irina; Rozhnova Anna

    2018-01-01

    Problems of management in aerospace manufacturing are similar to those we observe in other sectors, the main of which is the flattening of strategic management. The main reason lies in the attitude towards human resource of the organization. In the aerospace industry employs 250 thousand people, who need individual approach. The individual approach can offer competence-based approach to management. The purpose of the study is proof of the benefits of the competency approach to human resource ...

  17. Entrepreneurs’ Expectations and Students’ Competencies According to the First Stage of the Synergy Project Evaluation

    Directory of Open Access Journals (Sweden)

    Lukasz Wiechetek

    2014-06-01

    Full Text Available The article presents the results of a research on students’ competencies selfesteem. The research was conducted in the years 2009–2012, on a sample of 1,831 students, under the project called ‘SYNERGY – MCSU Faculty of Economics students’ competencies development by gaining practical knowledge.’ co-financed by the European Union from the European Social Fund. The purpose of the research was to pinpoint the areas of competencies that are considered to be essential for business and determine the level of students’ self-esteem in the identified areas. The main objective of the article is to show the competencies that are desirable from the business point of view, but are, in the opinion of the students, at a rather low level and require special attention and development. The paper presents the key findings of the study: the lowest self-esteem level was observed in the area of knowledge needed by the employers, the highest in the attitudes wanted by the labor market. Positive relationship was found between the level of competence self-esteem and the respondents’ year of study.

  18. Exploring the current application of professional competencies in human resource management in the South African context

    Directory of Open Access Journals (Sweden)

    Nico Schutte

    2015-11-01

    Full Text Available Orientation: Human research (HR practitioners have an important role to play in the sustainability and competitiveness of organisations. Yet their strategic contribution and the value they add remain unrecognised. Research purpose: The main objective of this research was to explore the extent to which HR practitioners are currently allowed to display HR competencies in the workplace, and whether any significant differences exist between perceived HR competencies, based on the respondents’ demographic characteristics. Motivation for the study: Limited empirical research exists on the extent to which HR practitioners are allowed to display key competencies in the South African workplace. Research approach, design, and method: A quantitative research approach was followed. A Human Resource Management Professional Competence Questionnaire was administered to HR practitioners and managers (N = 481. Main findings: The results showed that HR competencies are poorly applied in selected South African workplaces. The competencies that were indicated as having the poorest application were talent management, HR metrics, HR business knowledge, and innovation. The white ethic group experienced a poorer application of all human research management (HRM competencies compared to the black African ethnic group. Practical/managerial implications: The findings of the research highlighted the need for management to evaluate the current application of HR practices in the workplace and also the extent to which HR professionals are involved as strategic business partners. Contribution/value-add: This research highlights the need for the current application of HR competencies in South African workplaces to be improved.

  19. Managerial competence of first-line nurse managers: A concept analysis.

    Science.gov (United States)

    Gunawan, Joko; Aungsuroch, Yupin

    2017-02-01

    A variety of terms are used interchangeably to define managerial competence of first-line nurse managers. This has resulted in a degree of ambiguity in the way managerial competence is described. The aim of this concept analysis is to clarify what is meant by managerial competence of first-line nurse managers internationally, what attributes signify it, and what its antecedents and consequences are. The Walker and Avant concept analysis approach was applied. The attributes of managerial competence include developing self, planning, organizing, leading, managing legal and ethical issues, and delivering health care. Antecedents to managerial competence include internal and external factors. Consequences include nurse performances, nurse and patient outcomes, intention to stay of nurses, and nurse and patient satisfaction. This analysis helps first-line nurse managers to understand the concept and determine where the responsibility lies in establishing a definition of managerial competence. It is recommended that middle and top managers should be aware of the internal and external factors as antecedents of the concept. Further research is needed to illuminate the attributes of managerial competence in relation to antecedents and the potential effect upon the consequences, and the need to establish managerial competence evaluation. © 2017 John Wiley & Sons Australia, Ltd.

  20. 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.