WorldWideScience

Sample records for project management deliverables

  1. AMADEUS Project Deliverable 1.2: Data Management Plan

    OpenAIRE

    Ana Belén Cristobal

    2018-01-01

    This document describes the initial Data Management Plan (DMP) for AMADEUS project. It addresses Project administration data collected as part of the execution and management of a disruptive research that could be in the market in the incoming years.

  2. QUEST2: Release 1: Project plan deliverable set

    International Nuclear Information System (INIS)

    Braaten, F.D.

    1995-01-01

    This Project Management Plan combines the project management deliverables from the P+ methodology which are applicable to Release 1 of the QUEST2 work. This consolidation reflects discussions with WHC QA regarding an appropriate method for ensuring that P+ deliverables fulfill the intent of WHC-CM-3-10 and QR-19

  3. Project management support tool implementation. DynaLearn, EC FP7 STREP project 231526, Deliverable D1.1

    NARCIS (Netherlands)

    Bredeweg, B.; Liem, J.

    2009-01-01

    Different project management tools have been evaluated. We have chosen several well-known, flexible and mature tools to support management activities and communication between the DynaLearn project participants. We have created a DynaLearn website for stakeholders outside the DynaLearn website. An

  4. Guidelines for Inter-Enterprise Management (IEM), GLOBEMEN Deliverable D23

    DEFF Research Database (Denmark)

    Tølle, Martin; Vesterager, Johan

    2002-01-01

    This document is a deliverable of Work package 2 of the IMS Globemen (GMN) project: D23 Guidelines for Inter-Enterprise Management (IEM). IMS Globemen is an inter-regional project aiming to develop methods, tools and architectures to support inter-enterprise operations in one-of-kind industries......-Project, the developed solution for Inter-Enterprise Management. The structure of the deliverable is as follows: - Chapter 1 introduces the guidelines and outlines the structure of the deliverable - Chapter 2 defines key terms along with a list of acronyms used in the deliverable - Chapter 3 gives a general introduction...... for inter-enterprise management (IEM). - Chapter 5 contains the actual Guidelines The chapter contains guidelines for how to prepare enterprise network in being able to set up and manage virtual enterprises. The section consists of a set of activities an enterprise should/could consider when preparing...

  5. webinos project deliverable: Phase 1 Security Framework

    OpenAIRE

    webinos consortium

    2011-01-01

    The webinos project aims to deliver a cross-device web application runtime environment, providing a unified development platform and standardized inter-device communication and interaction. This document contains the first iteration of the technical security and privacy framework designed for the webinos project. It accompanies two other documents - D3.1 System Specification and D3.2 API Specifications - and refers to concepts developed in them. The security and privacy architecture aims to p...

  6. 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

  7. Ensuring on-time quality data management deliverables from global clinical data management teams

    Directory of Open Access Journals (Sweden)

    Zia Haque

    2010-01-01

    Full Text Available The growing emphasis on off-site and off-shore clinical data management activities mandates a paramount need for adequate solutions geared toward on-time, quality deliverables. The author has been leading large teams that have been involved in successful global clinical data management endeavors. While each study scenario is unique and has to be approached as such, there are several elements in defining strategy and team structure in global clinical data management that can be applied universally. In this article, key roles, practices, and high-level procedures are laid out as a road map to ensure success with the model.

  8. Speed support through the intelligent vehicle : perspective, estimated effects and implementation aspects.[Deliverable of the Intelligent Vehicles project, part of the Traffic Management project within TRANSUMO (TRANsition to SUstainable MObility).

    NARCIS (Netherlands)

    Morsink, P. Goldenbeld, C. Dragutinovic, N. Marchau, V. Walta, L. & Brookhuis, K.

    2008-01-01

    Speed management is a central theme in traffic management, aiming to optimize traffic in terms of safety, efficiency and the environment, by reducing speeding and speed differences in traffic. Intelligent vehicles can perform tasks that conventional measures cannot do at all, or do less efficiently.

  9. Suggested Guidelines for Transparency and Participation in Nuclear Waste Management Programmes. Deliverable 22

    International Nuclear Information System (INIS)

    Jonsson, Josefin Paeivioe; Andersson, Kjell; Bolado, Ricardo; Drottz Sjoeberg, Britt-Marie; Elam, Mark; Sundqvist, Goeran; Kojo, Matti; Meskens, Gaston; Pritrsky, Jozef; Richardson, Phil; Soneryd, Linda; Steinerova, Lucie; Szerszynski, Bronislaw; Wene, Clas-Otto; Vojtechova, Hana

    2010-02-01

    The ARGONA project intended to demonstrate how participation and transparency link to the political and legal systems and how new approaches can be implemented in nuclear waste management programmes. Thereby, studies have been done of the institutional and cultural context within which processes of participation and transparency take place in order to understand how the processes can be applied. The project also included studies of theory in order to build participation and transparency on a firm ground, a number of case studies in Czech Republic, Finland, Sweden and UK, as well as implementation in Czech Republic to make a difference, learn and demonstrate. These proposed guidelines are thus the result of observations and conclusions made in these efforts, and should not be regarded as an attempt to give a comprehensive set of guidelines for nuclear waste management or even for the implementation of transparency and participation therein. However, it is the hope among the ARGONA participants that they can give relevant thoughts and stimulation to those involved in the nuclear waste management area, especially organizations that have, or may become, responsible for the implementation of processes of transparency and participation, such as implementing organizations, government agencies, regulators as well as regional and local communities. It should be recognized that some of the proposed guidelines may be more relevant for a certain type of bodies (such as an implementer) than for another type (such as local community) and vice versa. Some of the proposed guidelines are also relevant at broader societal level and for the European Union bodies. It will be up to the respective reader to judge the relevance for her or his organization. The suggested guidelines are followed by more detailed recommendations on how to combine the two basic forms of mediation that have been identified in ARGONA, namely mediation by demonstration and mediation by dialogue in Annex 1

  10. 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...

  11. Natural Gas Deliverability Task Force report: A joint FERC/DOE project

    International Nuclear Information System (INIS)

    1992-09-01

    The purpose of the FERC/DOE Natural Gas Deliverability Task Force Report was threefold: (1) to review current deliverability data for utility, accuracy, and timeliness; (2) to identify mechanisms for closing significant gaps in information resulting from changing market structures; and (3) to ensure that technologies are available to meet the needs of the emerging, competitive natural gas industry

  12. 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.

  13. Project Turnover Deliverables for the SY Farm Enraf Annulus Leak Detectors

    International Nuclear Information System (INIS)

    SCAIEF, C.C.

    2000-01-01

    This document identifies the deliverables that ensure the end user of the SY Farm Enraf Annulus Leak Detectors (ALD) has all the documentation and training required for operating and maintaining the new system. All deliverable items checked on the Acceptance For Beneficial Use (ABU) form have been completed and are available to the end user. This document was written as required by HNF-IP-0842, Volume IV section 3.12 Acceptance of Structures, Systems, and Components for Beneficial Use. This document applies to the deliverable documentation required to operate and maintain the SY Farm Enraf ALD System. Appendix A provides a copy of the ABU form as listed in the appendix of TWR-4092, Engineering Task Plan for the New SY Farm Annulus Leak Detectors. This document attests that all required deliverable items checked on the ABU have been completed and are available to the end user

  14. 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....

  15. 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...

  16. Opening the SMS platform to users : Deliverable D7.2 - RISIS project

    NARCIS (Netherlands)

    van den Besselaar, P.A.A.; Khalili, A.; de Graaf, K.A.; Idrissou, O.A.K.; van Harmelen, Frank

    2017-01-01

    In this deliverable we describe the SMS (Semantically Mapping Science) data integration platform (http://sms.risis.eu), the technical core within the RISIS data infrastructure for Science, Technology and Innovation Studies (STI). The aim of the platform is to produce richer data to be used in social

  17. Road Safety Data, Collection, Transfer and Analysis DaCoTa. Deliverable 1.2: Road safety management investigation model and questionnaire.

    NARCIS (Netherlands)

    Dupont, H. Martensen, H. Papadimitriou, E. Yannis, G. Muhlrad, N. Jähi, H. Vallet, G. Giustiniani, G. Tripodi, A. Usami, D. Bax, C. Wijnen, W. Schöne, M.-L. Machata, K. Buttler, I. Zysinska, M. Talbot, R. Gitelman, V. & Hakkert, S. & Muhlrad, N. Gitelman, V. & Buttler, I. (Eds.)

    2012-01-01

    The aim of the DaCoTA Work Package 1 is to investigate road safety policy-making and management processes in Europe. In the Deliverables released previously, the Work Package 1 assessed the experts’ needs in terms of road safety knowledge, data and decision support tools (Deliverable 1.1/4.1), as

  18. Compilation and testing of tools and methods for sustainable coastal management at local and regional scales : Deliverable D2.5.4, Thresholds project, 6th framework programme, EU, 108 p.

    OpenAIRE

    Håkanson, Lars

    2008-01-01

    This work describes how general methods and models for sustainable coastal ecosystem management at local to regional scales may be used to address key questions in coastal management and threshold science. The general, process-based mass-balance model (CoastMab) for substances transported to, within and from for coastal areas may be used as a tool to: 1. Combat eutrophication, 2. Rank nutrient fluxes, 3. Estimate the system response related to nutrient reductions and 4. Estimate realistic val...

  19. Marrying project deliverability models and labour supply for the oil sands

    Energy Technology Data Exchange (ETDEWEB)

    Albright, R.; Whitaker, C.A. [Fluor Canada Ltd., Calgary, AB (Canada)

    2005-07-01

    Alberta is predicting a labour shortage to support the construction and operation of planned oil sands projects in the region. This paper provided a framework of options available to stakeholders in addressing resource constraints from the viewpoint of Fluor Canada Ltd. A background of previous projects was presented, which highlighted various strategies used in the management of human resources issues. Strategies included local hiring through the Alberta-based trade unions; recruitment from other Canadian provinces; a higher ratio of apprentices; extremely high utilization crew schedules; and extended use of overtime. It was noted that these strategies resulted in some cost overruns and lower productivity levels. A productivity analysis was used to determine and resolve productivity issues. Various regulations in Alberta were discussed in relation to training programs and skilled immigrants. Various international training facilities operated by Fluor were reviewed. A factor model of human resources issues was presented. Summaries of supply chain management, systems, and technologies were presented. Issues concerning prefabrication, pre-assembly, modularization and offsite fabrication were discussed. It was concluded that by taking advantage of lessons learned in previous projects a solid foundation is set from which to plan for future requirements. Successful project execution is achieved by taking advantage of current technology; enhancing modular construction standards; and using supply chain management techniques and enhanced labour supply solutions. tabs., figs.

  20. 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...

  1. A New Tool for Effective and Efficient Project Management

    Energy Technology Data Exchange (ETDEWEB)

    Willett, Jesse A [Washington State Univ., Pullman, WA (United States)

    2011-12-01

    Organizations routinely handle thousands of projects per year, and it is difficult to manage all these projects concurrently. Too often, projects do not get the attention they need when they need it. Management inattention can lead to late projects or projects with less than desirable content and/or deliverables. This paper discusses the application of Visual Project Management (VPM) as a method to track and manage projects. The VPM approach proved to be a powerful management tool without the overhead and restrictions of traditional management methods.

  2. Data needs and computational requirements for asset management decision making. Internal deliverable ID5.2.1

    DEFF Research Database (Denmark)

    Catrinu-Renstrom, Maria; Clement, Rémy; Tournebise, Pascal

    addressing to the requirements of RMAC criterion developed in work package 2. The report has been written by several partners, three of them being European TSOs, and the three other being academic partners. Special attention has been paid to address every topic in asset management decision making process......The objective of this deliverable is to present the requirements for adapting available tools/models and identifying data needs for reliability analysis and optimal decision-making for asset management decision making process. It will serve as a basis for the next tasks of GARPUR work package 5...... decision making process, as described in work package 2. Some advanced models exist in scientific literature to characterize the spatio-temporal variation and correlations of relevant factors. Some of these models have been proposed in academia, and offer improved representation with respect to those...

  3. Project Dickey: Evaluation of "Deliverance" Leads to Study in Research and Communications Theory

    Science.gov (United States)

    Birkhead, Douglas; Starck, Kenneth

    1973-01-01

    Reports on a journalism course at the University of South Carolina in which students follow their own interests by working on group projects to study the source, message, channel, and receiver while learning the principles of communication. (RB)

  4. Demonstration and Dialogue: Mediation in Swedish Nuclear Waste Management. Deliverable D10

    International Nuclear Information System (INIS)

    Elam, Mark; Sundqvist, Goeran; Lidberg, Maria; Soneryd, Linda

    2008-10-01

    This report analyses mediation and mediators in Swedish nuclear waste management. Mediation is about establishing agreement and building common knowledge. It is argued that demonstrations and dialogue are the two prominent approaches to mediation in Swedish nuclear waste management. Mediation through demonstration is about showing, displaying, and pointing out a path to safe disposal for inspection. It implies a strict division between demonstrator and audience. Mediation through dialogue on the other hand, is about collective acknowledgements of uncertainty and suspensions of judgement creating room for broader discussion. In Sweden, it is the Swedish Nuclear Fuel and Waste Management Co. (SKB) that is tasked with finding a method and a site for the final disposal of the nation's nuclear waste. Two different legislative frameworks cover this process. In accordance with the Act on Nuclear Activities, SKB is required to demonstrate the safety of its planned nuclear waste management system to the government, while in respect of the Swedish Environmental Code, they are obliged to organize consultations with the public. How SKB combines these requirements is the main question under investigation in this report in relation to materials deriving from three empirical settings: 1) SKB's safety analyses, 2) SKB's public consultation activities and 3) the 'dialogue projects', initiated by other actors than SKB broadening the public arena for discussion. In conclusion, an attempt is made to characterise the long-term interplay of demonstration and dialogue in Swedish nuclear waste management

  5. Discrete return lidar in natural resources: Recommendations for project planning, data processing, and deliverables

    Science.gov (United States)

    Jeffrey S. Evans; Andrew T. Hudak; Russ Faux; Alistair M. S. Smith

    2009-01-01

    Recent years have seen the progression of light detection and ranging (lidar) from the realm of research to operational use in natural resource management. Numerous government agencies, private industries, and public/private stakeholder consortiums are planning or have recently acquired large-scale acquisitions, and a national U.S. lidar acquisition is likely before...

  6. Similarities and Differences in Risk Communication Strategies on Nuclear Waste Management across Countries. Deliverable D9

    International Nuclear Information System (INIS)

    Drottz Sjoeberg, Britt-Marie; Engen, Ole A.; Richardson, Phil; Pritrsky, Jozef

    2009-12-01

    The part of the project dealt with in this report has, in the first year, focussed on eliciting the underlying assumptions and frameworks that are developed within different countries with respect to how risk communication strategies related to the management of nuclear wastes are understood and implemented in practice. The second year was devoted to discussions on such frameworks across groups within the various countries, and during the third year the discussion are extended in a cross-national discussion form. The activities in the second year of the project involved a series of Focus Group discussions designed to explore some of the issues raised in the face to face interviews that were held in the first year. It was intended to involve those who took part in the interviews in these subsequent discussions, together with any additional individuals whose participation might be considered valuable. This report documents Focus Groups held in the United Kingdom and the Slovak Republic

  7. H2FIRST Reference Station Design Task: Project Deliverable 2-2

    Energy Technology Data Exchange (ETDEWEB)

    Pratt, Joseph [Sandia National Lab. (SNL-NM), Albuquerque, NM (United States); Terlip, Danny [National Renewable Energy Laboratory (NREL), Golden, CO (United States); Ainscough, Chris [National Renewable Energy Laboratory (NREL), Golden, CO (United States); Kurtz, Jennifer [National Renewable Energy Laboratory (NREL), Golden, CO (United States); Elgowainy, Amgad [Argonne National Lab. (ANL), Argonne, IL (United States)

    2015-04-20

    This report presents near-term station cost results and discusses cost trends of different station types. It compares various vehicle rollout scenarios and projects realistic near-term station utilization values using the station infrastructure rollout in California as an example. It describes near-term market demands and matches those to cost-effective station concepts. Finally, the report contains detailed designs for five selected stations, which include piping and instrumentation diagrams, bills of materials, and several site-specific layout studies that incorporate the setbacks required by NFPA 2, the National Fire Protection Association Hydrogen Technologies Code. This work identified those setbacks as a significant factor affecting the ability to site a hydrogen station, particularly liquid stations at existing gasoline stations. For all station types, utilization has a large influence on the financial viability of the station.

  8. Towards implementation of transparency and participation in radioactive waste management programmes. ARGONA Final Summary Report. Deliverable 23b

    International Nuclear Information System (INIS)

    Jonsson, Josefin Paeivioe; Andersson, Kjell; Bolado, Ricardo; Drottz Sjoeberg, Britt-Marie; Elam, Mark; Sundqvist, Goeran; Kojo, Matti; Meskens, Gaston; Pritrsky, Jozef; Richardson, Phil; Soneryd, Linda; Steinerova, Lucie; Szerszynski, Bronislaw; Wene, Clas-Otto; Vojtechova, Hana

    2010-02-01

    organization. In such a case, it may be better to clarify the different aims of the two processes . The suggested guidelines in ARGONA Deliverable No. 22 give more advice on how mediation by demonstration and mediation by dialogue can be used and combined. It is evident that participative processes and transparency arenas can improve the quality of societal decision making in specific situations. But, as we have seen any project or programme with this purpose has it limits. Then somehow, society should be able to continue the process in a wider context than the explicit decision situations where transparency arenas take place. This wider context, or philosophical orientation, which we call reflexivity has two meanings; reflexivity as 'contextualisation' or 'becoming aware of how knowledge is produced', and reflexivity' in the meaning of 'self-confrontation' to become aware of the potential of and limits to own knowledge and own role in a discourse setting. Based on the analysis made in ARGONA it is recommended that formally organised transparency arenas should become a universal norm that should inspire and steer the practical political organisation of governance. For any decision making process, to be legitimate it needs to have a certain degree of trust among those affected, those participating and citizens at large. If a stakeholder does not trust the organization of a particular deliberative or transparency setting he will not take part and immediately it will lose legitimacy. This project highlighted four elements in building trust: 1) a jointly agreed aim to gain insight into the complexity of radioactive waste management, 2) real justification meaning that there is a real chance for stakeholders to influence the process, 3) looking back for understating 'why things went the way they went', and 4) adaptability of a decision process to the social and physical reality including reversibility of decisions

  9. Highway project cost estimating and management.

    Science.gov (United States)

    2009-02-01

    "This report provides detailed information about the project objectives, deliverables, and findings. The project team : thoroughly reviewed the Montana Department of Transportation (MDT) structure, operations, and current procedures as : related to M...

  10. H2020 692819 SIMPATICO - D1.1: Project Management Plan

    OpenAIRE

    Forner, Pamela; Gerosa, Matteo; Folograna, Antonio

    2017-01-01

    This document is the deliverable “D1.1 – Project Management Plan” of the European project “SIMPATICO - SIMplifying the interaction with Public Administration Through Information technology for Citizens and cOmpanies” (hereinafter also referred to as “SIMPATICO”, project reference: 692819). The SIMPATICO Project Management Plan (PMP) is the main planning document and describes how major aspects of the project are managed, monitored and controlled. It is intended to provide gu...

  11. 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.

  12. Risk management for independent power projects

    International Nuclear Information System (INIS)

    Owen, J.L.

    1993-01-01

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

  13. 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

  14. Interim report deliverable 3.2 : focus group management process of the restricted use technology study

    Science.gov (United States)

    2005-09-30

    The Altarum Institute, under contract to the Michigan Department of Transportation (MDOT), currently is engaged in a project called the Altarum Restricted Use Technology Study. This study, an 18-month effort, seeks to apply restricted use techn...

  15. Methodologies of Project Management

    Directory of Open Access Journals (Sweden)

    Wojciech Macek

    2011-07-01

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

  16. Rethinking the Business Model in Construction by the Use of Off-Site System Deliverance: Case of the Shaft Project

    DEFF Research Database (Denmark)

    Thuesen, Christian; Hvam, Lars

    2013-01-01

    This paper presents a set of insights to be used in the development of business models for off-site system deliveries contributing to the development of Off-Site Manufacturing practices (OSM). The theoretical offset for discussing the development of business models is the blue ocean strategy...... of installation shafts. Findings from the development and production of the installation shaft show that system deliveries represent a promising strategy for moving from red ocean competitive environment with the predominant cost+ business model, to a blue ocean situation in which the competition emerges...... in the constant pursue of value creation and cost reduction. On the basis of that system deliverances represent a promising strategy in the future development and application of off-site manufacturing practices. The application of system deliveries is however demanding as it represents a fundamental shift...

  17. 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…

  18. 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.

  19. 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.

  20. 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...

  1. 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

  2. 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

  3. 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

  4. 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...

  5. 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

  6. 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.

  7. 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

  8. Capacity Development and Strengthening for Energy Policy formulation and implementation of Sustainable Energy Projects in Indonesia CASINDO. Deliverable No. 27. Biogas Construction Plan in Segoroyoso Village Yogyakarta Region

    Energy Technology Data Exchange (ETDEWEB)

    Lesmana, Surya Budi; Putra, Sri Atmaja [Muhammadiyah University of Yogyakarta, Yogyakarta (Indonesia)

    2011-10-15

    The overall objective of the CASINDO programme is to establish a self-sustaining and self-developing structure at both the national and regional level to build and strengthen human capacity to enable the provinces of North Sumatra, Yogyakarta, Central Java, West Nusa Tenggara (WNT) and Papua to formulate sound policies for renewable energy and energy efficiency and to develop and implement sustainable energy projects. To achieve the CASINDO objective seven Technical Working Groups have been established with the aim to conduct the technical activities under the various work packages and to produce the agreed deliverables. This report presents results from Technical Working Group IV on Renewable Energy project development. Its main aims were: To identify suitable non-hydro RE projects that can be developed in the province; To conduct an energy needs assessment in a selected location; To develop a business plan for a proposed solution to the identified main energy problem of the target community; To identify potential investors; To construct the project.

  9. Driving simulator test results Deliverable no D6.3. Final draft

    NARCIS (Netherlands)

    Weiland, J.; Mattes, S.; Kuhn, F.; Gelau, Ch.; Schindhelm, R.; Hoedemaeker, D.D.M.

    2003-01-01

    Deliverable 6.3 reports the procedure and results from a driving simulator study. This study was carried out to test the efficiency of the principles of the in-vehicle information manager, which was developed within the Comunicar project. Thirty-six subjects were tested in a fixed-base driving

  10. Test results evaluation: Pilot evaluations Deliverable no D6.5. Final draft

    NARCIS (Netherlands)

    Hoedemaeker, D.M.; Dangelmaier, M.; Gelau, C.; Mattes, S.; Montanari, R.

    2003-01-01

    This deliverable describes the User Centred Design approach that has been adopted within the COMUNICAR project. In this design approach several iterative steps were taken to design and evaluate the multimedia Human Machine Interface that is able to manage all the information exchanges between the

  11. 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.

  12. 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

  13. 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...

  14. 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...

  15. Fundamentals of Project Management

    CERN Document Server

    Heagney, Joseph

    2011-01-01

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

  16. 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

  17. 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...

  18. 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...

  19. MORE: Management of Requirements in NPP Modernisation Projects, final report

    International Nuclear Information System (INIS)

    Fredriksen, R.; Katta, V.; Raspotnig, C.; Valkonen, J.

    2008-09-01

    This report documents the work and related activities of the MORE (Management of Requirements in NPP Modernisation Projects) (NKS-R project number NKS-R-2005-47) project. This report also provides a summary of the project activities and deliverables, and discusses possible application areas. The project has aimed at the industrial utilisation of the results from the TACO: (Traceability and Communication of Requirements in Digital I and C Systems Development) (NKS-R project number NKS-R-2002-16, completed June, 2005) project, and practical application of improved approaches and methods for requirements engineering and change management. Finally, the report provides a brief description of the extended industrial network and disseminations of the results in Nordic and NKS related events such as seminars and workshops. (au)

  20. MORE: Management of Requirements in NPP Modernisation Projects, final report

    Energy Technology Data Exchange (ETDEWEB)

    Fredriksen, R.; Katta, V.; Raspotnig, C. (Inst. for energiteknikk (IFE) (Norway)); Valkonen, J. (Technical Research Centre of Finland (VTT) (Finland))

    2008-09-15

    This report documents the work and related activities of the MORE (Management of Requirements in NPP Modernisation Projects) (NKS-R project number NKS-R-2005-47) project. This report also provides a summary of the project activities and deliverables, and discusses possible application areas. The project has aimed at the industrial utilisation of the results from the TACO: (Traceability and Communication of Requirements in Digital I and C Systems Development) (NKS-R project number NKS-R-2002-16, completed June, 2005) project, and practical application of improved approaches and methods for requirements engineering and change management. Finally, the report provides a brief description of the extended industrial network and disseminations of the results in Nordic and NKS related events such as seminars and workshops. (author)

  1. 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...

  2. Project Management Techniques

    OpenAIRE

    Mihalache Anita; Salagean Liana

    2010-01-01

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

  3. Characterization of unpaved road condition through the use of remote sensing project - phase II, deliverable 8-D: final report.

    Science.gov (United States)

    2016-03-07

    Building on the success of developing a UAV based unpaved road assessment system in Phase I, the project team was awarded a Phase II project by the USDOT to focus on outreach and implementation. The project team added Valerie Lefler of Integrated Glo...

  4. 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...

  5. 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.

  6. 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.

  7. 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…

  8. 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.

  9. 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...

  10. Interim report on visioning. BRAID, EC FP7 Coordinated action project 248485, deliverable D4.1

    NARCIS (Netherlands)

    Afsarmanesh, H.; Brielmann, M.S.

    2010-01-01

    The ageing population of Europe is growing very fast. The Bridging Research in Ageing and ICT Development (BRAID) project aims at approaching this phenomenon and many of its arisen challenges. BRAID develops a comprehensive RTD roadmap for "ageing well" which identifies advanced ICT-based approaches

  11. 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.

  12. The Dust Management Project: Final Report

    Science.gov (United States)

    Hyatt, Mark J.; Straka, Sharon

    2011-01-01

    A return to the Moon to extend human presence, pursue scientific activities, use the Moon to prepare for future human missions to Mars, and expand Earth s economic sphere, will require investment in developing new technologies and capabilities to achieve affordable and sustainable human exploration. From the operational experience gained and lessons learned during the Apollo missions, conducting longterm operations in the lunar environment will be a particular challenge, given the difficulties presented by the unique physical properties and other characteristics of lunar regolith, including dust. The Apollo missions and other lunar explorations have identified significant lunar dust-related problems that will challenge future mission success. Comprised of regolith particles ranging in size from tens of nanometers to microns, lunar dust is a manifestation of the complex interaction of the lunar soil with multiple mechanical, electrical, and gravitational effects. The environmental and anthropogenic factors effecting the perturbation, transport, and deposition of lunar dust must be studied in order to mitigate it s potentially harmful effects on exploration systems and human explorers. The Dust Management Project (DMP) is tasked with the evaluation of lunar dust effects, assessment of the resulting risks, and development of mitigation and management strategies and technologies related to Exploration Systems architectures. To this end, the DMP supports the overall goal of the Exploration Technology Development Program (ETDP) of addressing the relevant high priority technology needs of multiple elements within the Constellation Program (CxP) and sister ETDP projects. Project scope, approach, accomplishments, summary of deliverables, and lessons learned are presented.

  13. 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...

  14. 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

  15. Policy support for large scale demonstration projects for hydrogen use in transport. Deliverable D 5.1 (Part B)

    International Nuclear Information System (INIS)

    Ros, M.E.; Jeeninga, H.; Godfroij, P.

    2007-06-01

    This research addresses the possible policy support mechanisms for hydrogen use in transport to answer the question which policy support mechanism potentially is most effective to stimulate hydrogen in transport and especially for large scale demonstrations. This is done by investigating two approaches. First, the possible policy support mechanisms for energy innovations. Second, by relating these to the different technology development stages (R and D, early market and mass market stage) and reviewing their effect on different parts of the hydrogen energy chain (production, distribution and end-use). Additionally, a comparison of the currently policy support mechanisms used in Europe (on EU level) with the United States (National and State level) is made. The analysis shows that in principle various policy support mechanisms can be used to stimulate hydrogen. The choice for a policy support mechanism should depend on the need to reduce the investment cost (euros/MW), production/use cost (euros/GJ) or increase performance (euros/kg CO2 avoided) of a technology during its development. Careful thought has to be put into the design and choice of a policy support mechanism because it can have effects on other parts of the hydrogen energy chain, mostly how hydrogen is produced. The effectiveness of a policy support mechanism greatly depends on the ability to adapt to the developments of the technology and the changing requirements which come with technological progress. In time different policy support mechanisms have to be applied. For demonstration projects there is currently the tendency to apply R and D subsidies in Europe, while the United States applies a variety of policy support mechanisms. The United States not only has higher and more support for demonstration projects but also has stronger incentives to prepare early market demand (for instance requiring public procurement and sales obligations). In order to re-establish the level playing field, Europe may

  16. 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…

  17. 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).

  18. 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

  19. Saph Pani deliverables

    OpenAIRE

    Saph Pani

    2016-01-01

    Summary Saph Pani was an India-EU collaborative project with a duration of three years. The project aimed to improve natural water treatment systems such as bank filtration (BF), managed aquifer recharge (MAR) and natural treatment systems (NTS) for wastewater treatment (e.g. constructed wetlands) in India by building on a combination of local and international expertise. An enhancement of water resources and water supply, particularly in water stressed urban and peri-urban areas was targ...

  20. 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.

  1. Preliminary guidelines for priority setting between measures, Deliverable 3.4 of the H2020 project SafetyCube (Safety CaUsation, Benefits and Efficiency).

    NARCIS (Netherlands)

    Martensen, H. Van den Berghe, W. Wijnen, W. Weijermars, W.A.M. Carnis, L. & Elvik, R.

    2017-01-01

    The present deliverable describes the economic assessment of counter measures. Cost-effectiveness analysis and cost-utility analysis are compared to cost-benefit analysis. Cost-effectiveness analysis helps to estimate the costs per prevented fatality or injury. To evaluate the effectiveness in terms

  2. Identification of road user related risk factors, Deliverable 5.1 of the H2020 project SafetyCube (Safety CaUsation, Benefits and Efficiency).

    NARCIS (Netherlands)

    Filtness, A. & Papadimitriou, E. (Eds.) Leskovšek, B. Focant, N. Martensen, H. Sgarra, V. Usami, D.S. Soteropoulos, A. Stadlbauer, S. Theofilatos, A. Yannis, G. Ziakopoulos, A. Diamandouros, K. Durso, C. Goldenbeld, C. Loenis, B. Schermers, G. Petegem, J.-H. van Elvik, R. Hesjevoll, I.S. Quigley, C. & Papazikou, E.

    2017-01-01

    The present Deliverable (D5.1) describes the identification and evaluation of infrastructure related risk factors. It outlines the results of Task 5.1 of WP5 of SafetyCube, which aimed to identify and evaluate infrastructure related risk factors and related road safety problems by (i) presenting a

  3. QUEST2: Project plan for preliminary analysis/system architecture phase (PA/SA)

    International Nuclear Information System (INIS)

    Braaten, F.D.

    1995-01-01

    This Project Management Plan combines the project management deliverables from the P+ methodology that are applicable to this part of the QUEST2 work. This consolidation reflects discussions with WHC QA regarding an appropriate method for ensuring that P+ deliverables fulfill the intent of WHC-CM-3-10 and QR-19

  4. Evaluation, testing and application of participatory approaches in the Czech Republic Consensus panel - Spent nuclear fuel management alternatives. Deliverable 11

    International Nuclear Information System (INIS)

    Vojtechova, Hana

    2009-06-01

    An important part of the ARGONA project is the testing and application of novel participation and dialogue approaches. The ways in this is being done include a series of events involving different stakeholders such as a focused science shop, a consensus panel and an interaction panel. In the framework of these activities in the Czech Republic the consensus panel was held on June 12, 2008 in Rez and addressed the theme: 'Spent nuclear fuel management alternatives'. The main goals of this consensus panel were: 1. Identification of the main criteria relevant to the assessment of the existing alternatives and determination their importance (weight) from the perspective of all stakeholders; 2. Achieving at least a partial consensus on selecting the most suitable alternative (management of radioactive waste and spent nuclear fuel). A broader audience was selected with a suitable mixture of specialists and interested technical and non-technical peers including representatives from NRI, universities, Ministry of Industry and Trade, Ministry of the Environment, State Office for Nuclear Safety and Radioactive Waste Repository Authority, representatives of municipalities and NGOs, and waste producers such as CEZ plc etc. In opinion of all participants, there was a 'safe space' for debate ensured and everyone had the same opportunity to express his opinion. All participants also agreed that the whole course of seminar was transparent and correct. From this perspective, the chosen format of dialogue seems appropriate to ensure the exchange of new information and mutual discussion among the interested parties on the contentious issues in the NWM and nuclear energy in general. It was also found, however, that at present the social and political problems are the most important and the most urgent problems in the field of the nuclear waste management in the Czech Republic. It is very important not only to ensure a safe space for meaningful communication, but also: - To increase the

  5. 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....

  6. Deliverable 2.1

    DEFF Research Database (Denmark)

    Nunez, Heilyn Camacho; Jonasen, Tanja Svarre; Skov, Mette

    2016-01-01

    This deliverable describes in detail the problem based learning (PBL) approach and its potential for open data education. The first section provides a theoretical description of PBL with the purpose of offering a platform for the design of open data learning activities. Section two describes the ...... the current practice of open data training within the ODEdu partners along with international initiatives. The last section provides pedagogical recommendations for the process of designing the open data courses and online platform aimed at in WP3....

  7. 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.

  8. Agile Project Portfolio Management

    DEFF Research Database (Denmark)

    Andersen, Jesper Rank; Riis, Jens Ove; Mikkelsen, Hans

    2005-01-01

    This paper will provide a preliminary introduction to the application of Agile Thinking in management of project portfolio and company development. At any point in time, companies have a crowd of development initiatives spread around the organisation and managed at different levels...... in the managerial hierarchy. They compete for resources and managerial attention, and they often take too long time - and some do not survive in the rapid changing context. Top man¬agers ask for speed, flexibility and effectiveness in the portfolio of development activities (projects). But which competencies...

  9. 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.

  10. 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

  11. 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…

  12. 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

  13. 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.)

  14. 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

  15. 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.

  16. 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

  17. 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 ...

  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. Bioclim Deliverable D2: consolidation of needs of the European waste management agencies and the regulator of the consortium

    International Nuclear Information System (INIS)

    2002-01-01

    The nature of long-lived radioactive wastes is that they present a radiological hazard over a period of time that is extremely long compared with the timescale over which the engineered protection systems and institutional management of a disposal, or long-term storage, facility can be guaranteed. On such timescales, it is generally assumed that radionuclides may be slowly released from the containment system, migrating via geosphere pathways until they reach the accessible environment. Hence, there is a need to study the evolution of the environment external to the disposal system and the ways in which this might impact on its long-term radiological safety performance, for example in terms of influences on the migration and accumulation of radionuclides. One method that can contribute to understanding of how the biosphere might change in the future is to develop an awareness of how the characteristics of the region of interest have changed up to the present day as a result of the influences of past climate and environmental changes. It may then be possible to justify the use of environmental conditions that have occurred in the past as indicators of characteristics in the future, according to scientific understanding of the main influences on projected future change over the timescales relevant to the assessment. An important part of the basic understanding that underpins long-term radiological safety assessments is therefore information collected from site characterisation surveys; such data, coupled with palaeo-climate and palaeo-ecological records at regional and global scales, can then be used to reconstruct the progression of past environmental change over periods of time comparable with those of interest to the assessment. This report summarises work undertaken by national agencies from four European countries (France, Spain, United Kingdom and Czech Republic) to develop site and region-specific descriptions of environmental change during the Quaternary

  20. Short-term Canadian natural gas deliverability 2007-2009

    International Nuclear Information System (INIS)

    2007-01-01

    This report examined factors that may influence gas supply in the near future, and presented an outlook for natural gas deliverability up to the year 2009. Deliverability was projected under the following 3 scenarios to reflect varying levels of drilling investment that may occur: (1) a reference case; (2) a high case; and (3) a low case. Canadian natural gas has provided approximately 25 per cent of North America's natural gas production over the past few years. Marketable gas sales in 2006 were approximately $42 billion. Approximately 98 per cent of the total Canadian volume of natural gas is produced in the western Canadian sedimentary basin (WCSB). Results of the scenario analyses showed that deliverability decreased in all 3 projected scenarios. By 2009, Canadian natural gas deliverability was projected to decrease to between 410 and 449 million m 3 /d. The report also noted that the annual decline rate of the average natural gas well is 55 per cent. Producers have been maintaining deliverability by increasing the number of wells drilled annually. Gas producers are now targeting the western side of the basin, and are drilling deeper wells in order to access richer deposits of gas. Coalbed methane (CBM) production is also expected to increase over the next few years. It was concluded that Canadian deliverability will continue to play an important role in North American gas supplies. 6 tabs., 6 figs

  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. 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...

  4. 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

  5. CONTEMPORARY TRENDS IN PROJECT MANAGEMENT

    Directory of Open Access Journals (Sweden)

    Ana Argirova

    2015-09-01

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

  6. 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

  7. 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.

  8. The future of the Canadian oil sands: Engineering and project management advances

    Energy Technology Data Exchange (ETDEWEB)

    Madden, Peter; Morawski, Jacek

    2010-09-15

    Production technology and project management developments in Canada's oil sands industry, in the context of AMEC's experience as EPCM service provider, are discussed. Effective project management systems and workfront planning are critical to achieve cost and schedule targets and optimum construction execution. Construction Work Packages divide work into discrete pieces and Construction Work Execution Plans influence scheduling of engineering and procurement deliverables. AMEC's Engineering Data Warehouse works with intelligent engineering design tools to ensure information related to a piece of equipment is consistent across all systems. HSSE systems are proactively developed and AMEC's progressive improvement in safety performance is demonstrated.

  9. 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...

  10. 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

  11. 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

  12. 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...

  13. Management of research and development project

    International Nuclear Information System (INIS)

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

    2010-12-01

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

  14. 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,…

  15. 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.

  16. 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)

  17. Accident prediction models for rural junctions on four European countries. Road Infrastructure Safety Management Evaluation Tools (RISMET), Deliverable No. 6.1.

    NARCIS (Netherlands)

    Azeredo Lopes, S. de & Lourenço Cardoso, J.

    2014-01-01

    The "Road Infrastructure Safety Management Evaluation Tools (RISMET)" project targets objective A (Development of evaluation tools) of the Joint Call for Proposals for Safety at the Heart of Road Design ("The Call"). This project aims at developing suitable road safety engineering evaluation tools

  18. 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.

  19. Check-up Measurement (update). Deliverable D5.22

    NARCIS (Netherlands)

    Holtzer, A.C.G.; Giessen, A.M.D. van der; Djurica, M.

    2015-01-01

    This deliverable D5.22 presents the GEN6 check-up measurement. It describes the most prominent outcomes of the GEN6 project up to this point in time. The check-up measurement helps to focus the monitoring towards the most relevant achievements of the project, such that an efficient and well-targeted

  20. 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...

  1. 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.

  2. 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.

  3. 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

  4. Capacity Development and Strengthening for Energy Policy formulation and implementation of Sustainable Energy Projects in Indonesia CASINDO. Deliverable No. 20. Installation of Demonstration Units at the Indonesian Universities

    Energy Technology Data Exchange (ETDEWEB)

    Wijnker, M. [Eindhoven University of Technology TUE, Eindhoven (Netherlands)

    2011-08-15

    The overall objective of the CASINDO programme is to establish a self-sustaining and self-developing structure at both the national and regional level to build and strengthen human capacity to enable the provinces of North Sumatra, Yogyakarta, Central Java, West Nusa Tenggara and Papua to formulate sound policies for renewable energy and energy efficiency and to develop and implement sustainable energy projects. Each of the five Indonesian partner universities has managed to choose, purchase and install demonstration equipment within the timeline of the Casindo project. This equipment will be presented to students, visitors, lecturers, government personnel and staff of other organizations. Next to this, researchers made research proposals in which use of the demonstration equipment is presented according to the research agenda of the university. The procedure of purchasing and installing equipment has been delayed in several ways, but all universities have managed to finalise the procedure and install the equipment. First research results have been presented and more results will follow in the next months.

  5. 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

  6. Capacity Development and Strengthening for Energy Policy formulation and implementation of Sustainable Energy Projects in Indonesia CASINDO. Deliverable No. 17. Development of Education Programs at Indonesian Universities

    Energy Technology Data Exchange (ETDEWEB)

    Wijnker, M. [Eindhoven University of Technology TUE, Eindhoven (Netherlands)

    2011-08-15

    The overall objective of the CASINDO programme is to establish a self-sustaining and self-developing structure at both the national and regional level to build and strengthen human capacity to enable the provinces of North Sumatra, Yogyakarta, Central Java, West Nusa Tenggara and Papua to formulate sound policies for renewable energy and energy efficiency and to develop and implement sustainable energy projects. All five Indonesian partner universities managed to develop and implement an education program within the timeline of the CASINDO project. UMY (Muhammadiyah University of Yogyakarta, Indonesia), UNRAM (University of Mataram, Mataram, Indonesia) and UNCEN (Cenderawasih University, Jayapura, Papua, Indonesia) have chosen to develop a certificate program. UNDIP (Diponegoro University in Semarang, Java, Indonesia) and USU (University of Sumatra Utara, Medan, Indonesia) have both developed a master program in sustainable energy. UNDIP has already discussed the proposal of their master program with the Ministry of Education and will have to make some improvements. USU will first start the program as a specialisation within the Mechanical Engineering department and in some time continues to make it an independent master program. At all universities both contact persons and lecturers have put a lot of effort in developing the programs and succeeded. Additionally, through CASINDO a network of lecturers between the universities has developed, which will ease future cooperation, after the CASINDO project will have finished.

  7. 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.

  8. 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....

  9. 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.

  10. 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.

  11. 6 Project-Management Tips

    Science.gov (United States)

    Demski, Jennifer

    2012-01-01

    When it comes to project management, the IT department is typically its own worst enemy. When project requests are pushed through the budgeting process by different departments, it's up to IT to make them all work. The staff is required to be "heroic" to get the project load done. People get to work over weekends and postpone their vacations. The…

  12. Capacity Development and Strengthening for Energy Policy formulation and implementation of Sustainable Energy Projects in Indonesia CASINDO. Deliverable No. 19. Development or improvement of infrastructure for knowledge valorisation

    Energy Technology Data Exchange (ETDEWEB)

    Wijnker, M. [Eindhoven University of Technology TUE, Eindhoven (Netherlands)

    2011-11-15

    The overall objective of the CASINDO programme is to establish a self-sustaining and self-developing structure at both the national and regional level to build and strengthen human capacity to enable the provinces of North Sumatra, Yogyakarta, Central Java, West Nusa Tenggara and Papua to formulate sound policies for renewable energy and energy efficiency and to develop and implement sustainable energy projects. All five universities managed to organise workshops visited each by 30-60 participants. At these workshops the relationship and possibilities for co-operation between university, industry, companies, communities etc. were discussed. In total 13-14 workshops have been organised. Most workshops focussed on a specific topic interesting to both local industry and university. Although the contents, audience and (in-depth) discussions were very different at each university, it can be said that ties with local industry in all regions have been improved.

  13. 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...

  14. 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...

  15. 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.

  16. Review of Time Management for the Research Reactor Project

    International Nuclear Information System (INIS)

    Park, Kook-Nam; Park, Su-Jin; Choi, Min-Ho; Yoon, Hyung-Mo; Kim, Hyeonil; Lee, Eung-Jae

    2016-01-01

    In this paper, the processes for the time management, which have actually been implemented for JRTR, are presented. In JRTR, a master schedule was submitted in December 2012 whereas the project was contracted in October 2010. The schedule includes fixing the Engineering Deliverable List (EDL), the list of equipment, the actual issue date, the results of Primavera, a piece of software to manage progress, the progress rate and the issuance of the schedule based on the Project level III. Afterwards JAEC approved to the extension of the schedule from 56 months to 70.5 months mainly due to late preparation of the Jordanian nuclear legislative system. The project schedule was updated up to the fifth revision to compensate the delay by recovering measures such as for design, purchase, construction, and finally the owner of the project, Jordanian Atomic Energy Commission (JAEC) approved in August 2014. Construction work, the prerequisite for commissioning stage A had been finished in February 2016, and commissioning stage A has been being performed

  17. Review of Time Management for the Research Reactor Project

    Energy Technology Data Exchange (ETDEWEB)

    Park, Kook-Nam; Park, Su-Jin; Choi, Min-Ho; Yoon, Hyung-Mo; Kim, Hyeonil [KAERI, Daejeon (Korea, Republic of); Lee, Eung-Jae [DAEWOO E and C, Seoul (Korea, Republic of)

    2016-05-15

    In this paper, the processes for the time management, which have actually been implemented for JRTR, are presented. In JRTR, a master schedule was submitted in December 2012 whereas the project was contracted in October 2010. The schedule includes fixing the Engineering Deliverable List (EDL), the list of equipment, the actual issue date, the results of Primavera, a piece of software to manage progress, the progress rate and the issuance of the schedule based on the Project level III. Afterwards JAEC approved to the extension of the schedule from 56 months to 70.5 months mainly due to late preparation of the Jordanian nuclear legislative system. The project schedule was updated up to the fifth revision to compensate the delay by recovering measures such as for design, purchase, construction, and finally the owner of the project, Jordanian Atomic Energy Commission (JAEC) approved in August 2014. Construction work, the prerequisite for commissioning stage A had been finished in February 2016, and commissioning stage A has been being performed.

  18. 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

  19. 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

  20. 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)

  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. 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

  4. 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. .

  5. 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.

  6. Multivariate time series analysis of SafetyNet data. SafetyNet, Building the European Road Safety Observatory, Workpackage 7, Deliverable 7.7.

    NARCIS (Netherlands)

    Commandeur, J.J.F. Bijleveld, F.D. & Bergel, R.

    2009-01-01

    This deliverable provides an application of theories and methods documented in Deliverables 7.4 and 7.5 of work package 7 of the SafetyNet project. In this deliverable, use of select analysis techniques is demonstrated through real world road safety analysis problems, using aggregate data which may

  7. 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

  8. 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.

  9. 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

  10. Automated Procurement System (APS) revised project management plan (DS-03)

    Science.gov (United States)

    Murphy, Diane R.

    1995-01-01

    The Project Plan is the governing document for the implementation of the Automated Procurement System (APS). It includes a description of the proposed system, describes the work to be done, establishes a schedule of deliverables, and discusses the major standards and procedures to be followed.

  11. Wavetrain 2 : Deliverable 28

    DEFF Research Database (Denmark)

    Chozas, Julia Fernandez

    Denmark (the Danish TSO) and counts with the interest and collaboration of the wave device developers Pelamis, Wave Dragon and Wavestar. The second case study assesses the macro-economic impact of the introduction of a 100MW farm in Portugal. An Input-Output model based on Leontief theory was developed...... (HMRC) and Hans C. Sorensen (SPOK). It included 3 main parts: a first introduction to microeconomics at project level, a second practical session on the use of economic model Retscreen and a final session introducing macro and socio-economic aspects....

  12. 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

  13. Deliverable 2.2

    DEFF Research Database (Denmark)

    Tarabanis, Konstantinos; Efthimios, Tambouris; Zotou, Maria

    2016-01-01

    etc. The report also presents the OD-PBL design pathway, which is a further development of the OD-PBL methodological recommendations presented in the D2.1. This design pathway aims to guide educators when designing learning processes that aim to teach OD by utilizing the PBL learning strategy......The work carried out resulted in the description of the LA field and in the presentation of a total of 18 LA tools that can analyse educational data that can be utilized in the project to support multiple PBL aspects, such as feedback, reflection, self-driven learning, collaboration, application....... The pathway consists of 6 main steps, i.e. Analysis, Gathering of inputs, Design, Development, Implementation and Reflection. Each step provides guidelines on how to plan an OD course and learning processes, and combines all previous project results from D1.1, D1.2, D1.3 and D2.1. Finally, the report presents...

  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. Addiction and Lifestyles in Contemporary Europe: Reframing Addictions Project (ALICE RAP). Final Evaluation Report Deliverable 21.1, Work Package 21

    OpenAIRE

    Mittelmark, Maurice B.

    2016-01-01

    At the onset of the ALICE RAP project, the following objectives, description of work, and main tasks were agreed for Work Package 21: 1. To evaluate the overall functioning of the collaborative research project, using a state-of-art systems model of partnership functioning. 2. To document the interactions and linkages between project inputs, throughputs and outputs as the project unfolds over five years. 3. To facilitate structured discussions involving all pa...

  18. 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.

  19. 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.

  20. 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.

  1. 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...

  2. 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

  3. 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.

  4. 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

  5. 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

  6. 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....

  7. 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.

  8. Modeling & Simulation Education for the Acquisition and T&E Workforce: FY07 Deliverable Package

    National Research Council Canada - National Science Library

    Olwell, David H; Johnson, Jean; Few, Stephanie; Didoszak, Jarema M

    2007-01-01

    This technical report presents the deliverables for calendar year 2007 for the "Educating the Modeling and Simulation Workforce" project performed for the DoD Modeling and Simulation Steering Committee...

  9. 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.

  10. 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...

  11. 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.

  12. 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.

  13. 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.

  14. 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.

  15. 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...

  16. 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

  17. 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

  18. 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 ...

  19. 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....

  20. Capacity Development and Strengthening for Energy Policy formulation and implementation of Sustainable Energy Projects in Indonesia CASINDO. Deliverable No. 16. Development and execution of pilot research projects at the CASINDO partner universities

    Energy Technology Data Exchange (ETDEWEB)

    Wijnker, M. [Eindhoven University of Technology TUE, Eindhoven (Netherlands)

    2011-09-15

    The overall objective of the CASINDO programme is to establish a self-sustaining and self-developing structure at both the national and regional level to build and strengthen human capacity to enable the provinces of North Sumatra, Yogyakarta, Central Java, West Nusa Tenggara and Papua to formulate sound policies for renewable energy and energy efficiency and to develop and implement sustainable energy projects. Each of the five Indonesian universities managed to develop pilot research projects and wrote research proposals to outline and strengthen their ideas. All of the universities also purchased equipment for the purpose of executing this research. UNCEN (Cenderawasih University, Jayapura, Papua, Indonesia) and UNDIP (Diponegoro University in Semarang, Java, Indonesia) managed to finalize their research within the project period and wrote reports on their results. The other universities could not yet present results due to delay in one or several of the steps within the procedure.

  1. 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...

  2. 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.

  3. 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

  4. Dissemination material template, Deliverable 2.2 of the H2020 project SafetyCube (Safety CaUsation, Benefits and Efficiency).

    NARCIS (Netherlands)

    Tros, M. & Houtenbos, M.

    2016-01-01

    Safety CaUsation, Benefits and Efficiency (SafetyCube) is a European Commission supported Horizon 2020 project with the objective of developing an innovative road safety Decision Support System (DSS) that will enable policy-makers and stakeholders to select and implement the most appropriate

  5. Definition of user needs and “hot topics”, Deliverable 2.1 of the H2020 project SafetyCube (Safety CaUsation, Benefits and Efficiency).

    NARCIS (Netherlands)

    Hagström, L. Thomson, R. Skogsmo, I. Houtenbos, M. Durso, C. Thomas, P. Elvik, R. & Wismans, J.

    2016-01-01

    Safety CaUsation, Benefits and Efficiency (SafetyCube) is a European Commission supported Horizon 2020 project with the objective of developing an innovative road safety Decision Support System (DSS) that will enable policymakers and stakeholders to select and implement the most appropriate

  6. 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.

  7. 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.

  8. Capacity Development and Strengthening for Energy Policy formulation and implementation of Sustainable Energy Projects in Indonesia CASINDO. Deliverable No. 38. Pro-poor Energy Strategy in Central Java

    Energy Technology Data Exchange (ETDEWEB)

    Sumardi, R. Rizal Isnanto; Firdausi, Aulia Latifah Insan [Diponegoro University, Semarang (Indonesia)

    2012-01-15

    The overall objective of the CASINDO programme is to establish a self-sustaining and self-developing structure at both the national and regional level to build and strengthen human capacity to enable the provinces of North Sumatra, Yogyakarta, Central Java, West Nusa Tenggara and Papua to formulate sound policies for renewable energy and energy efficiency and to develop and implement sustainable energy projects.

  9. 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...

  10. Capacity Development and Strengthening for Energy Policy formulation and implementation of Sustainable Energy Projects in Indonesia CASINDO. Deliverable No. 38. Pro-poor Energy Strategy in Yogyakarta

    Energy Technology Data Exchange (ETDEWEB)

    Rosyidi Sri Atmaja P.; Lesmana, Surya Budi Lesmana [Muhammadiyah University of Yogyakarta, Yogyakarta (Indonesia)

    2011-12-15

    The overall objective of the CASINDO programme is to establish a self-sustaining and self-developing structure at both the national and regional level to build and strengthen human capacity to enable the provinces of North Sumatra, Yogyakarta, Central Java, West Nusa Tenggara and Papua to formulate sound policies for renewable energy and energy efficiency and to develop and implement sustainable energy projects. Chapter 2 provides a review of the national, regional and local policy and programs on energy access for poor communities that have been implemented in Yogyakarta region. However, the two villages, i.e., Dusun Srumbung, Segoroyoso village, Pleret District, Bantul Regency and Dusun Wirokerten, Botokenceng Village, Banguntapan District, Bantul Regency, Yogyakarta Region, selected as locations for energy need assessments in this project have not received any support from the energy programs mentioned in this section. Chapter 3 gives the criteria used to select the locations. Chapter 4 provides the results and analysis of the participatory rural appraisal used for the energy needs assessments which have been carried out in the selected locations. Chapter presents the renewable energy potentials in the study area. Chapter 6 gives the results of a stakeholder analysis for implementing the proposed programmes and roadmap. Chapter 7 is the roadmap for RE project implementation for poor community and provincial budget analysis.

  11. 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...

  12. 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.

  13. 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...

  14. Capacity Development and Strengthening for Energy Policy formulation and implementation of Sustainable Energy Projects in Indonesia CASINDO. Deliverable No. 4. Inception report

    Energy Technology Data Exchange (ETDEWEB)

    Van der Linden, N.; Smekens, K. [Unit Policy Studies, Energy research Centre of the Netherlands ECN, Petten (Netherlands); Wijnker, M.; Lemmens, L. [Eindhoven University of Technology TUE, Eindhoven (Netherlands); Kamphuis, E. [ETC Nederland, Leusden (Netherlands); Permana, I. [Technical Education Development Centre TEDC, Bandung (Indonesia); Winarno, O.T. [Institute of Technology of Bandung ITB, Bandung (Indonesia)

    2009-10-15

    The overall objective of the CASINDO programme is to establish a self-sustaining and self-developing structure at both the national and regional level to build and strengthen human capacity to enable the provinces of North Sumatra, Yogyakarta, Central Java, West Nusa Tenggara and Papua to formulate sound policies for renewable energy and energy efficiency and to develop and implement sustainable energy projects. This inception report presents the proposed programmes for addressing the identified training needs, the proposed changes to the monitoring framework and other relevant issues discussed during the inception phase.

  15. 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.

  16. 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 ...

  17. 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.

  18. 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.

  19. Capacity Development and Strengthening for Energy Policy formulation and implementation of Sustainable Energy Projects in Indonesia CASINDO. Deliverable No. 24. Energy Efficiency in Central Java

    Energy Technology Data Exchange (ETDEWEB)

    Windarto, Joko; Nugroho, Agung; Hastanto, Ari; Mahartoto, Gigih [Diponegoro University, Semarang (Indonesia)

    2012-01-15

    The overall objective of the CASINDO programme is to establish a self-sustaining and self-developing structure at both the national and regional level to build and strengthen human capacity to enable the provinces of North Sumatra, Yogyakarta, Central Java, West Nusa Tenggara and Papua to formulate sound policies for renewable energy and energy efficiency and to develop and implement sustainable energy projects. Energy has a very important role and has become a basic necessity in national sustainable development. Therefore, energy should be used sparingly and in a rational manner so that present and future energy demand can be met. Given the importance of using energy efficiently Government needs to devise a framework regulating the utilization of energy resources through the efficient application of technology and stimulating energy-saving behaviours. The purpose of this technical working group in CASINDO project is to research the steps and policy measures needed to improve the efficiency of electrical energy consumption in the household, industrial, and commercial buildings sector for Central Java. The government's efforts in promoting energy efficiency in Indonesia are still hampered by public awareness factor. This study exists to promote public awareness of energy efficiency by describing the financial benefits and possibilities of savings energies in order to support the government's energy saving program, replacement of old equipment that uses high power consumption with a new low-power one, reduction of unnecessary lighting, appreciation to the people who find and develop energy-efficient power utilization, persuade industries to uses the speed controller driver for production and fan motor to streamline the electrical energy usage.

  20. 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.

  1. Capacity Development and Strengthening for Energy Policy formulation and implementation of Sustainable Energy Projects in Indonesia CASINDO. Deliverable No. 14. Fast-track program at UNDIP and UNCEN

    Energy Technology Data Exchange (ETDEWEB)

    Wijnker, M. (ed.) [Eindhoven University of Technology TUE, Eindhoven (Netherlands)

    2011-01-15

    The overall objective of the CASINDO programme is to establish a self-sustaining and self-developing structure at both the national and regional level to build and strengthen human capacity to enable the provinces of North Sumatra, Yogyakarta, Central Java, West Nusa Tenggara and Papua to formulate sound policies for renewable energy and energy efficiency and to develop and implement sustainable energy projects. The relationship between UNDIP (Diponegoro University in Semarang, Java, Indonesia) and TU/e (Eindhoven University of Technology) has improved because of organising two additional activities together. The chosen topics of the two workshops offered a good opportunity to get to know each other. The level of knowledge in sustainable energy and energy efficiency at UNDIP is already on a high level. The relationship between UNCEN (Cenderawasih University, Jayapura, Papua, Indonesia) and TU/e has also improved much through the organisation of two additional activities. Staff of UNCEN took the opportunity to organise two workshops improving their knowledge in the field of sustainable energy and energy efficiency.

  2. 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

  3. [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.

  4. 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...

  5. 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.

  6. 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....

  7. Capacity Development and Strengthening for Energy Policy formulation and implementation of Sustainable Energy Projects in Indonesia CASINDO. Deliverable No. 24. Regional Energy Efficiency Planning 2011 [for Yogyakarta

    Energy Technology Data Exchange (ETDEWEB)

    Prahara, Pamungkas Jutta; Hariadi, T.K. [Universitas Muhammadiyah PUSPER-UMY, Yogyakarta (Indonesia)

    2012-06-15

    The overall objective of the CASINDO programme is to establish a self-sustaining and self-developing structure at both the national and regional level to build and strengthen human capacity to enable the provinces of North Sumatra, Yogyakarta, Central Java, West Nusa Tenggara and Papua to formulate sound policies for renewable energy and energy efficiency and to develop and implement sustainable energy projects. Increasing energy demand and decreasing energy supply has to be faced by strategic measures. Daerah Istimewa Yogyakarta (DIY) faces the same problem with more burdens since DIY depends on energy supply from other region. One strategic measure is to reduce energy consumption across sectors. There are, in total, 805.468 electricity consumers in Yogyakarta in the household, social and industrial sector. Through direct measures electricity consumption can be reduced and financial resources can be saved. One of the measures is energy conservation campaign to all sectors in the region which expected to reduce the energy spent, for example to switch off electronic devices totally instead of to put them in standby mode. Survey in the region indicated there are various use of electronic devices in household dominated by refrigeration, television, and AC's. In industries and social, AC and motors are dominating the sector. By applying inverter technology and refrigerant retrofitting to air conditioner can reduce significantly the energy consumption. Changing from old refrigerator with new energy saver refrigerator would also reduce energy consumption. Strategic energy policy and tools has to be identified to push the community to apply the recommended measure. Energy labeling, tax reduction program and energy price increase would make the energy conservation program more feasible and create an environment where inventing in energy efficiency is more attractive. Furthermore a financial resource policy has to be prepared for community education through promotion

  8. 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

  9. 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...

  10. Transition plan: Project C-018H, 200-E Area Effluent Treatment Facility

    International Nuclear Information System (INIS)

    Connor, M.D.

    1994-01-01

    The purpose of this transition plan is to ensure an orderly transfer of project information to operations to satisfy Westinghouse Hanford Company (WHC) operational requirements and objectives, and ensure safe and efficient operation of Project C-018H, the 200-E Area Effluent Treatment Facility (ETF). This plan identifies the deliverables for Project C-018H upon completion of construction and turnover to WHC for operations, and includes acceptance criteria to objectively assess the adequacy of the contract deliverables in relation to present requirements. The scope of this plan includes a general discussion of the need for complete and accurate design basis documentation and design documents as project deliverables. This plan also proposes that a configuration management plan be prepared to protect and control the transferred design documents and reconstitute the design basis and design requirements, in the event that the deliverables and project documentation received from the contractor are less than adequate at turnover

  11. Capacity Development and Strengthening for Energy Policy formulation and implementation of Sustainable Energy Projects in Indonesia CASINDO. Deliverable No. 38. Pro-poor Energy Strategy In North Sumatra

    Energy Technology Data Exchange (ETDEWEB)

    Soeharwinto [University of Sumatra Utara, Medan (Indonesia)

    2011-12-15

    The overall objective of the CASINDO programme is to establish a self-sustaining and self-developing structure at both the national and regional level to build and strengthen human capacity to enable the provinces of North Sumatra, Yogyakarta, Central Java, West Nusa Tenggara and Papua to formulate sound policies for renewable energy and energy efficiency and to develop and implement sustainable energy projects. A key component of the recent political reforms undertaken in Indonesia is the decentralization and regional autonomy that were implemented in 2001. This process has devolved almost all powers and responsibilities from the central government to the local government, including responsibilities for energy sector development. This means that regional governments are now responsible for formulating their energy policy and, consequently, must reform their institutional structure and strengthen their human capacity to be able to carry out this new responsibility. In Indonesia, people living in urban areas generally have access to efficient and modern energy supplies. However, the rural communities are generally less fortunate and continue to rely on traditional fuels of firewood, because the energy and electricity production system available to them are costly and inefficient. The aim of CASINDO's Technical Working Group V (TWG V) on Identification of Energy Needs and Assessment for Poor Communities was to establish energy-related needs and priorities of poor communities in selected locations in the Province of Central Java. The target location for Casindo TWG V activities was the village of Sruni, in the Boyolali district, because it is a district which produces a great amount of milk from dairy cows (greatest amount in Central Java); and secondly, because it does not receive any funds from other development programs, as well as from other institutions, while other subdistricts do. In order to identify actual energy needs successfully, the Participatory

  12. Capacity Development and Strengthening for Energy Policy formulation and implementation of Sustainable Energy Projects in Indonesia CASINDO. Deliverable No. 38. Pro-poor Energy Strategy in Papua

    Energy Technology Data Exchange (ETDEWEB)

    Awaluddin, Duha [University of Cenderawasih, Jayapura (Indonesia)

    2011-11-15

    The overall objective of the CASINDO programme is to establish a self-sustaining and self-developing structure at both the national and regional level to build and strengthen human capacity to enable the provinces of North Sumatra, Yogyakarta, Central Java, West Nusa Tenggara and Papua to formulate sound policies for renewable energy and energy efficiency and to develop and implement sustainable energy projects. The need for energy is a very basic requirement for human life. All human activity relates directly or indirectly to the utilization of energy. Energy derived from fossil fuels (petroleum), will run out at a certain point. Because of this, the utilization of new and renewable energy becomes very important and will need to be improved and encouraged. CASINDO, in collaboration with several universities in Indonesia, including the University of Cenderawasih in Jayapura, Papua, has helped facilitate the implementation of new and renewable energy utilization in a target location in Papua. After a lengthy process, it was decided that Enggros village would be the target location for activities in TWG V, in accordance with pre determined criteria. Enggros is a fishermen village located just outside the city of Jayapura, which falls in the category of poor villages and has very limited access to electricity. Several energy laws and policies of central and local governments have been reviewed to assess their impact on the poor. Many of them claim they aim to accommodate the interests of the poor, but the application and implementation of those programs as they occur in the field, is very far from expectations. Most of the poor in the province of Papua, especially in mountainous and remote areas, still do not have access to any form of electricity. This calls for a more integrated over sight and planning for implementation of all the pro-poor energy policies and programs. In addition, an energy needs assessment has been conducted in the target location to obtain a

  13. THE MEASUREMENT AND EVALUATION OF THE INTERNAL COMMUNICATION PROCESS IN PROJECT MANAGEMENT

    Directory of Open Access Journals (Sweden)

    Pop Alexandra Mihaela

    2013-07-01

    The model is a useful tool for improving the internal communication process of a project and help the project raise its efficiency. It has been created based on the characteristics of the information flow within a project. Also the Internal Communication Analysis Model – ICAM – helps improve the projects‘ deliverables by making sure that everyone in the project understood their roles correctly.

  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. 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...

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

    International Nuclear Information System (INIS)

    Hoch, G.

    2008-01-01

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

  2. 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

  3. 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.

  4. 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...

  5. 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

  6. 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...

  7. 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

  8. 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...

  9. 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...

  10. 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...

  11. 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.

  12. 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.

  13. 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

  14. 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

  15. 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.

  16. 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

  17. 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

  18. 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

  19. 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.

  20. Data Management Plan

    DEFF Research Database (Denmark)

    Hansen, Ernst Jan de Place; Sørensen, Nils Lykke

    2016-01-01

    This document describes the Data Management Plan (DMP) (second version), relating to RIBuild WP8, deliverable D8.1. It draws the first lines for how data can be made findable, accessible, interoperable and re-usable after the project period.......This document describes the Data Management Plan (DMP) (second version), relating to RIBuild WP8, deliverable D8.1. It draws the first lines for how data can be made findable, accessible, interoperable and re-usable after the project period....

  1. 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...

  2. 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

  3. Southwest British Columbia natural gas supply and deliverability: Discussion paper

    International Nuclear Information System (INIS)

    1994-02-01

    A review is presented of energy in British Columbia, the role of natural gas, and options available to enhance gas supply security in the province's most densely populated area, the southwest. British Columbia has abundant natural gas supplies, and production exceeds domestic demand. In 1992, natural gas supplied ca 25% of total provincial end-use energy requirements, but this share is expected to rise to 30% by 2015. Although some say that the province's natural gas production and transmission system should serve only domestic needs, this would have significant negative impacts. Domestic gas supply policy allows gas consumers to contract their own supplies, but contract security is required. Provincial guidelines allow demand-side programs to compete with supply sources to ensure that the resource profile is achieved at least cost. In the southwest, natural gas demand is projected to increase from 189 PJ in 1991 to 262 PJ by 2005. Most gas supplied to this region comes from northeast British Columbia through pipelines that are generally fully contracted. Short-term deliverability can be a problem, especially in peak winter demand periods. The gas industry's contingency plans for shortages are outlined and alternatives to enhance deliverability to the southwest are assessed, including storage, expansion of the pipeline system, supply curtailment, and peaking supply contracts. Aspects of provincial natural gas planning are discussed, including security of supply and deliverability, economic and environmental impacts, consumer costs, safety, and the public interest. A least-cost option for enhancing deliverability (underground storage and an additional liquefied natural gas plant) is estimated to cost consumers $3.69/GJ over 20 years. 9 figs., 1 tab

  4. 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...

  5. 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.

  6. Record of principal work activities/deliverables

    International Nuclear Information System (INIS)

    1989-09-01

    Over the five year period of performance, thirteen task assignments were issued by the DOE to ARINC Research. During the two year base period seven tasks were assigned. Two task assignments were issued for each of the three consecutive one year option periods. Associated with all task assignments were multiple subtasks, some of which required significant effort. These subtasks are appropriately cited in this report under their respective task assignments as principal work activities or deliverables. The technical and management support provided to the DOE under this contract focused on two general areas: (1) appraisal activities and (2) non-appraisal activities. Support to appraisals included planning, document review, developing lines-of-inquiry, interviewing, data collection, report writing, and follow-up. Such work was executed both on-site at the DOE facility under review and off-site. Non-appraisal support was varied and included such areas as document review, data base development, technical assessments. statistical analysis, policy analysis, reliability engineering, and workshop and conference planning and execution

  7. Load Composition Model Workflow (BPA TIP-371 Deliverable 1A)

    Energy Technology Data Exchange (ETDEWEB)

    Chassin, David P.; Cezar, Gustavo V.; /SLAC

    2017-07-17

    This project is funded under Bonneville Power Administration (BPA) Strategic Partnership Project (SPP) 17-005 between BPA and SLAC National Accelerator Laboratory. The project in a BPA Technology Improvement Project (TIP) that builds on and validates the Composite Load Model developed by the Western Electric Coordinating Council's (WECC) Load Modeling Task Force (LMTF). The composite load model is used by the WECC Modeling and Validation Work Group to study the stability and security of the western electricity interconnection. The work includes development of load composition data sets, collection of load disturbance data, and model development and validation. This work supports reliable and economic operation of the power system. This report was produced for Deliverable 1A of the BPA TIP-371 Project entitled \\TIP 371: Advancing the Load Composition Model". The deliverable documents the proposed work ow for the Composite Load Model, which provides the basis for the instrumentation, data acquisition, analysis and data dissemination activities addressed by later phases of the project.

  8. 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...

  9. 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.

  10. 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.

  11. 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.

  12. 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...

  13. 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…

  14. 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

  15. 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...

  16. 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.

  17. 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...

  18. 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…

  19. 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…

  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. 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.

  2. 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.

  3. 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

  4. 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.

  5. 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...

  6. 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...

  7. 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…

  8. 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.

  9. Automated Procurement System (APS): Project management plan (DS-03), version 1.2

    Science.gov (United States)

    Murphy, Diane R.

    1994-01-01

    The National Aeronautics and Space Administration (NASA) Marshall Space Flight Center (MSFC) is implementing an Automated Procurement System (APS) to streamline its business activities that are used to procure goods and services. This Project Management Plan (PMP) is the governing document throughout the implementation process and is identified as the APS Project Management Plan (DS-03). At this point in time, the project plan includes the schedules and tasks necessary to proceed through implementation. Since the basis of APS is an existing COTS system, the implementation process is revised from the standard SDLC. The purpose of the PMP is to provide the framework for the implementation process. It discusses the roles and responsibilities of the NASA project staff, the functions to be performed by the APS Development Contractor (PAI), and the support required of the NASA computer support contractor (CSC). To be successful, these three organizations must work together as a team, working towards the goals established in this Project Plan. The Project Plan includes a description of the proposed system, describes the work to be done, establishes a schedule of deliverables, and discusses the major standards and procedures to be followed.

  10. 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...

  11. 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

  12. 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...

  13. 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 ...

  14. Monitoring framework and description of indicators. Deliverable D5.1

    NARCIS (Netherlands)

    Holtzer, A.C.G.; Giessen, A.M. van der; Munck, S.G.E. de; Poel, M.A.; Smets, R.C.J.

    2012-01-01

    This deliverable describes the monitoring framework that will be used to monitor and evaluate the GEN6 project and its nine pilots. The main topics are IPv6 uptake and governance, as described by the EC. Monitoring and evaluation will be done during the course of the project. This report describes

  15. 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.

  16. 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...

  17. 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...

  18. 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....

  19. 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...

  20. 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.

  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. 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

  8. 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...

  9. 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...

  10. Bioclim Deliverable D7: continuous climate evolution scenarios over western Europe (1000 km scale)

    International Nuclear Information System (INIS)

    2003-01-01

    The overall aim of BIOCLIM is to assess the possible long term impacts due to climate change on the safety of radioactive waste repositories in deep formations. This aim is addressed through the following specific objectives: - Development of practical and innovative strategies for representing sequential climatic changes to the geosphere-biosphere system for existing sites over central Europe, addressing the timescale of one million years, which is relevant to the geological disposal of radioactive waste. - Exploration and evaluation of the potential effects of climate change on the nature of the biosphere systems used to assess the environmental impact. - Dissemination of information on the new methodologies and the results obtained from the project among the international waste management community for use in performance assessments of potential or planned radioactive waste repositories. A key point of the project is therefore to develop strategies for representing sequential long-term climatic changes by addressing time scales of relevance to geological disposal of solid radioactive wastes. The integrated strategy, which first step is described in this deliverable (D7), consists of building an integrated, dynamic climate model, to represent all the known important mechanisms for long term climatic variations. The time-dependent results will then be interpreted in terms of regional climate using rule-based and statistical down-scaling approaches. Therefore, the continuous simulation of the climate evolution of the next 200 000 years selected for study is a major objective of the BIOCLIM project. This requires models that account for the simultaneous evolution of the atmosphere, biosphere, land-ice and the ocean. To be able to perform several 200 000-yearlong transient climate simulations, the models have to include all these components, but also need to be simple enough to run fast. Therefore, climate models of intermediate complexity have been chosen to

  11. 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.

  12. 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.

  13. 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)

  14. 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

  15. 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)

  16. 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...

  17. 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…

  18. 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…

  19. 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.

  20. 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)

  1. 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 ...

  2. Competitiveness Improvement Project Informational Workshop

    Energy Technology Data Exchange (ETDEWEB)

    Sinclair, Karin C [National Renewable Energy Laboratory (NREL), Golden, CO (United States); Preus, Robert W [National Renewable Energy Laboratory (NREL), Golden, CO (United States); Dana, Scott [National Renewable Energy Laboratory (NREL), Golden, CO (United States); Van Dam, Jeroen J [National Renewable Energy Laboratory (NREL), Golden, CO (United States); Damiani, Rick R [National Renewable Energy Laboratory (NREL), Golden, CO (United States); Jackson, Kyndall R [National Renewable Energy Laboratory (NREL), Golden, CO (United States); Baring-Gould, Edward I [National Renewable Energy Laboratory (NREL), Golden, CO (United States); Jain, Anant [Intertek

    2018-02-27

    This presentation was given at the Competitiveness Improvement Project (CIP) Informational Workshop on December 6, 2017. Topics covered during the workshop include an overview of the CIP, past projects, scoring criteria, technical support opportunities, certification body requirements, standards applicable to distributed wind generators, information on the National Electric Code, certification testing requirements, test site requirements, National Environmental Policy Act, design review, levelized cost of energy, procurement/contracting, project management/deliverables, and outreach materials.

  3. 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...

  4. 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.

  5. 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.

  6. 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

  7. 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.

  8. 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

  9. 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

  10. 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.

  11. 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.

  12. 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

  13. 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

  14. 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 ...

  15. 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.

  16. 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…

  17. 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…

  18. 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

  19. 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...

  20. 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

  1. 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...

  2. 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...

  3. 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.

  4. 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"

  5. 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.

  6. 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...

  7. Arenas for risk governance in nuclear waste management - The European Union ARGONA Project

    Energy Technology Data Exchange (ETDEWEB)

    Jonsson, Josefin P.; Wetzel, Carina (Swedish Radiation Safety Authority, SE-171 16 Stockholm (Sweden)); Andersson, Kjell; Lidberg, Maria (Karita Research AB, Box 6048, SE-187 06 Taeby (Sweden))

    2009-12-15

    There is a large knowledge base about governance issues but how to implement the new processes of transparency and participation is not self-evident. In other words there is a common demand for bridging the gap between research and implementation for the governance of nuclear waste management. There are legal, organizational, historical and cultural factors that set conditions which have to be understood for effective implementation. We must also understand how deliberative methods and the transparency approach relate to each other, and to formal decision-making in representative democracy. Therefore, the ARGONA project intends to demonstrate how participation and transparency link to the political and legal systems and how new approaches can be implemented in nuclear waste management programmes. For this purpose, the project includes: Studies of the context within which processes of participation and transparency take place, in order to understand how the processes can be used in the waste management programs. Studies of theory - in order to build participation and transparency on a firm ground; Case studies - to understand how different processes work; Implementation - to make a difference, learn and demonstrate. The project now approaches its finalization and it is foreseen that the reporting, in addition to 25 deliverables to the European Commission, will include a full final report, a summary final report and recommendations with proposed guidelines that can be considered by national actors of nuclear waste programmes as well as the European Commission

  8. Arenas for risk governance in nuclear waste management - The European Union ARGONA Project

    International Nuclear Information System (INIS)

    Jonsson, Josefin P.; Wetzel, Carina; Andersson, Kjell; Lidberg, Maria

    2009-12-01

    There is a large knowledge base about governance issues but how to implement the new processes of transparency and participation is not self-evident. In other words there is a common demand for bridging the gap between research and implementation for the governance of nuclear waste management. There are legal, organizational, historical and cultural factors that set conditions which have to be understood for effective implementation. We must also understand how deliberative methods and the transparency approach relate to each other, and to formal decision-making in representative democracy. Therefore, the ARGONA project intends to demonstrate how participation and transparency link to the political and legal systems and how new approaches can be implemented in nuclear waste management programmes. For this purpose, the project includes: Studies of the context within which processes of participation and transparency take place, in order to understand how the processes can be used in the waste management programs. Studies of theory - in order to build participation and transparency on a firm ground; Case studies - to understand how different processes work; Implementation - to make a difference, learn and demonstrate. The project now approaches its finalization and it is foreseen that the reporting, in addition to 25 deliverables to the European Commission, will include a full final report, a summary final report and recommendations with proposed guidelines that can be considered by national actors of nuclear waste programmes as well as the European Commission

  9. ESTEEM manual. Deliverable 5 of Create Acceptance

    Energy Technology Data Exchange (ETDEWEB)

    Jolivet, E. [IAE, Toulouse (France); Mourik, R.; Raven, R.P.J.M.; Feenstra, C.F.J. [ECN Policy Studies, Petten (Netherlands); Alcantud Torrent, A.; Schaefer, B. [EcoInstitute, Barcelona (Spain); Heiskanen, E. [National Consumer Research Centre NCRC, Helsinki (Finland); Hodson, M. [Centre for Sustainable Urban and Regional Futures SURF, Manchester (United Kingdom); Oniszk-Poplawska, A. [Institute for Renewable Energy IEO, Warszawa (Poland); Difiore, M.; Fucsko, J. [Hungarian Environmental Economics Center MAKK, Budapest (Hungary); Maack, M.H. [Icelandic New Energy INE, Reykjavik (Iceland); Poti, B.M. [CERIS-CNR, Rome (Italy); Prasad, G. [University of Cape Town UCT, Capetown (South Africa); Brohmann, B.; Fritsche, U.R.; Huenecke, K. [OEKO Institut, Freiburg (Germany)

    2008-05-15

    The ESTEEM tool is one of the outcomes of Create Acceptance. ESTEEM (Engage stake-holders through a systematic toolbox to manage new energy projects) is a six step tool which is performed by a consultant in close cooperation with the project manager of a new energy project. The focus of the tool is put on the early recognition and discussion of stakeholders expectations and the integration of these in the design of the project. ESTEEM, including background information is freely available via www.esteem-tool.eu.

  10. 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...

  11. 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)

  12. 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....

  13. 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).

  14. 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.

  15. 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.

  16. 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

  17. Capacity Development and Strengthening for Energy Policy formulation and implementation of Sustainable Energy Projects in Indonesia CASINDO. Deliverable No. 27. Biogas construction plan in Jeruk Manis Village in Lombok, West Nusa Tenggara

    Energy Technology Data Exchange (ETDEWEB)

    Natsir, A. [University of Mataram, Mataram (Indonesia)

    2011-10-15

    The overall objective of the CASINDO programme is to establish a self-sustaining and self-developing structure at both the national and regional level to build and strengthen human capacity to enable the provinces of North Sumatra, Yogyakarta, Central Java, West Nusa Tenggara (WNT) and Papua to formulate sound policies for renewable energy and energy efficiency and to develop and implement sustainable energy projects. The proposed small-scale renewable energy project to be developed under the Casindo Technical Working Group IV in West Nusa Tenggara is focused on household biogas. The project will be implemented in Jeruk Manis, which has been selected as the target location for the implementation of the renewable energy project in the program Casindo. Administratively, the village of 'Jeruk Manis' is located in the district Sikur, East Lombok, West Nusa Tenggara province. The number of households eligible as the target of the program in Jeruk Manis is 63. To implement the project, the Casindo team in WNT has partnered with Hivos and its BIRU program (Biogas Rumah program or Indonesia Domestic Biogas Programme). The biogas digester construction will be conducted by BIRU Lombok, in collaboration with a construction partner organization called Yayasan Mandiri Membangun Masyarakat Sejahtera (YM3S) and managed by the Casindo project team from the Faculty of Engineering at the University of Mataram. If the project is implemented, it will bring many benefits for poor people in the target location, which are likely to be sustained for a long time. While the benefits of developing biogas in the selected low-income location are obvious and abundant, there are also many challenges. The main problem for the proposed project is finding other interested funders to support the building of household biogas, as the financial capacity of the target households is very small.

  18. 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

  19. 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)

  20. 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.

  1. Deliverable 2 (SustainAQ)

    NARCIS (Netherlands)

    Schneider, O.; Julian, B.; Bosman, R.; Eding, E.

    2009-01-01

    The European Project SustainAQ (Framework 6) aims to identify the limiting factors for the sustainable production of aquatic origin food in Eastern Europe. It focuses on the possible use of Recirculation Aquaculture Systems (RAS) as sustainable method for the production of aquatic animals as

  2. 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

  3. 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...

  4. Capabilities and costs for ancillary services provision by wind power plants. Deliverable D 3.1

    DEFF Research Database (Denmark)

    Faiella, Mariano; Hennig, Tobias; Cutululis, Nicolaos Antonio

    This report is the deliverable of the third work package of the REserviceS project and describes the technical options and related costs for the provision of ancillary services specifically from wind energy technologies. It is focused on the set of ancillary services defined in the previous work...

  5. 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...

  6. 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)

  7. 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.

  8. 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

  9. 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.'

  10. 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.

  11. 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.

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

    International Nuclear Information System (INIS)

    1995-01-01

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

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

    Energy Technology Data Exchange (ETDEWEB)

    NONE

    1995-07-15

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

  14. 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)

  15. 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.

  16. 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

  17. 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.

  18. 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…

  19. 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

  20. 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.

  1. 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, ...

  2. MORE - Management of requirements in NPP modernisation projects. Project report 2006

    Energy Technology Data Exchange (ETDEWEB)

    Thunem, A.P.J.; Thunem, H.P.J. [IFE (Norway); Valkonen, J. [VTT (Finland)

    2007-02-15

    The purpose of the report is to document the work and related activities in the period January 1 December 31 in 2006, including dissemination activities. The work in this period has been concentrated on further research for adopting an approach for dependable requirements engineering and its supporting tool. The majority of the efforts in 2006, however, was spent on making the researchers, developers, utilities and licensees more aware of the importance of the area of requirements engineering, and in that respect organising an international seminar on dependable requirements engineering. This seminar was defined as a deliverable in the Activity Plan for 2006 and became also the most important deliverable for 2006. Therefore, this report naturally features a detailed summary of the seminar, which proved to be a true success and at the same time a door opener for more initiatives within the topic, proposed by several participants. More efforts within dissemination of the background and objectives of the project MORE within the nuclear community and towards NPPs that do carry out modernisation projects continued to be one important focus. (au)

  3. MORE - Management of requirements in NPP modernisation projects. Project report 2006

    International Nuclear Information System (INIS)

    Thunem, A.P.J.; Thunem, H.P.J.; Valkonen, J.

    2007-02-01

    The purpose of the report is to document the work and related activities in the period January 1 December 31 in 2006, including dissemination activities. The work in this period has been concentrated on further research for adopting an approach for dependable requirements engineering and its supporting tool. The majority of the efforts in 2006, however, was spent on making the researchers, developers, utilities and licensees more aware of the importance of the area of requirements engineering, and in that respect organising an international seminar on dependable requirements engineering. This seminar was defined as a deliverable in the Activity Plan for 2006 and became also the most important deliverable for 2006. Therefore, this report naturally features a detailed summary of the seminar, which proved to be a true success and at the same time a door opener for more initiatives within the topic, proposed by several participants. More efforts within dissemination of the background and objectives of the project MORE within the nuclear community and towards NPPs that do carry out modernisation projects continued to be one important focus. (au)

  4. 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.

  5. 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...

  6. 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.

  7. 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.

  8. 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

  9. 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.

  10. 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.

  11. Deliverable D.8.4. Social data visualization and navigation services -3rd Year Update-

    NARCIS (Netherlands)

    Bitter-Rijpkema, Marlies; Brouns, Francis; Drachsler, Hendrik; Fazeli, Soude; Sanchez-Alonso, Salvador; Rajabi, Enayat; Kolovou, Lamprini

    2015-01-01

    Within the Open Discovery Space our study (T.8.4) focused on ”Enhanced Social Data Visualization & Navigation Services. This deliverable provides the prototype report regarding the deployment of adapted visualization and navigation services to be integrated in the ODS Social Data Management Layer.

  12. 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...

  13. 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.

  14. 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

  15. 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…

  16. 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

  17. 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

  18. 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

  19. 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

  20. 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

  1. 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…

  2. 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...

  3. 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

  4. 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...

  5. Gas deliverability forecasting - why bother?

    International Nuclear Information System (INIS)

    Trick, M.

    1996-01-01

    According to the author the answer to the question is an unequivocal 'yes' because gas production forecasting is extremely useful for the management and development of a gas field. To model a gas field, one must take into account reservoir performance, sandface inflow performance, wellbore pressure losses, gathering system pressure losses, and field facility performance. The integration of all these factors in a single computer-based model that incorporates proven technology will facilitate the evaluation of various development strategies. A good computer model can help to predict the most cost effective improvement methods, determine economic viability, estimate how much gas is available, evaluate whether drilling wells or adding compression will produce the most reserves, determine optimum placement of compression, evaluate changes to the gathering system, and determine if production from existing wells can be increased by wellbore modifications

  6. 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.

  7. When Serious Project Management is a Critical Business Requirement

    Science.gov (United States)

    Jansma, P. A.; Gibby, L.; Chambers, C.; Joines, J.; Egger, R.

    2000-01-01

    When serious project management is a critical business requirement, project managers need to integrate cost, schedule and technical scope of work across the project, and apply earned value management (EVM).

  8. Using facilitative skills in project management

    DEFF Research Database (Denmark)

    Rasmussen, Lauge Baungaard; Hansen, Mette Sanne; Jacobsen, Peter

    2013-01-01

    Project management can be seen as a profession, discipline and conceptual framework. It has been developed from different fields, including military engineering, mechanical engineering, social sciences and construction. During recent decades, there has been a number of challenges as to its efficacy...... cooperation, mediated by interconnected and diversified systems, is becoming more and more common. These relatively new forms of interaction imply new demands on skills and methods facilitating project cooperation within and among various organizations. Given the pervasiveness of these demands, project...... managers are frequently finding themselves in situations where using facilitating skills is not an option, but a requirement. Facilitation is to be viewed as a process of ‘obstetric’ aid to meet the challenges of coping with the changing conditions for project management described briefly above...

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

    International Nuclear Information System (INIS)

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

    2008-03-01

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

  10. A Communications Approach to Teaching Project Management

    DEFF Research Database (Denmark)

    Kampf, Constance Elizabeth

    2012-01-01

    in the Bachelor of Marketing and Management Communication at Aarhus University is examined and analyzed. The presence of the three Design Science Research Cycles combined with both process and product, highlights the critical role of communication in both understanding Project Management and applying Design...... to both frame the learners’ audience for Project Management Writing assignments, and to provide a concrete organizational context to aid in communication practices such as stakeholder analysis, and the development of a critical internal monitor for quality in the learner’s mind. The relevance of Design...

  11. Next Generation Nuclear Plant Project Preliminary Project Management Plan

    International Nuclear Information System (INIS)

    Dennis J. Harrell

    2006-01-01

    This draft preliminary project management plan presents the conceptual framework for the Next Generation Nuclear Plant (NGNP) Project, consistent with the authorization in the Energy Policy Act of 2005. In developing this plan, the Idaho National Laboratory has considered three fundamental project planning options that are summarized in the following section. Each of these planning options is literally compliant with the Energy Policy Act of 2005, but each emphasizes different approaches to technology development risks, design, licensing and construction risks, and to the extent of commercialization support provided to the industry. The primary focus of this draft preliminary project management plan is to identify those activities important to Critical Decision-1, at which point a decision on proceeding with the NGNP Project can be made. The conceptual project framework described herein is necessary to establish the scope and priorities for the technology development activities. The framework includes: A reference NGNP prototype concept based on what is judged to be the lowest risk technology development that would achieve the needed commercial functional requirements to provide an economically competitive nuclear heat source and hydrogen production capability. A high-level schedule logic for design, construction, licensing, and acceptance testing. This schedule logic also includes an operational shakedown period that provides proof-of-principle to establish the basis for commercialization decisions by end-users. An assessment of current technology development plans to support Critical Decision-1 and overall project progress. The most important technical and programmatic uncertainties (risks) are evaluated, and potential mitigation strategies are identified so that the technology development plans may be modified as required to support ongoing project development. A rough-order-of-magnitude cost evaluation that provides an initial basis for budget planning. This

  12. Application of PRINCE2 Project Management Methodology

    Directory of Open Access Journals (Sweden)

    Vaníčková Radka

    2017-09-01

    Full Text Available The methodology describes the principle of setting a project in PRINCE2 project management. The main aim of the paper is to implement PRINCE2 methodology to be used in an enterprise in the service industry. A partial aim is to choose a supplier of the project among new travel guides. The result of the project activity is a sight-seeing tour/service more attractive for customers in the tourism industry and a possible choice of new job opportunities. The added value of the article is the description of applying the principles, processes and topics of PRINCE2 project management so that they might be used in the field.

  13. 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...

  14. Managing uncertainty for sustainability of complex projects

    DEFF Research Database (Denmark)

    Brink, Tove

    2017-01-01

    Purpose – The purpose of this paper is to reveal how management of uncertainty can enable sustainability of complex projects. Design/methodology/approach – The research was conducted from June 2014 to May 2015 using a qualitative deductive approach among operation and maintenance actors in offshore...... wind farms. The research contains a focus group interview with 11 companies, 20 individual interviews and a seminar presenting preliminary findings with 60 participants. Findings – The findings reveal the need for management of uncertainty through two different paths. First, project management needs...... to join efforts. Research limitations/implications – Further research is needed to reveal the generalisability of the findings in other complex project contexts containing “unknown unknowns”. Practical implications – The research leads to the development of a tool for uncertainty management...

  15. Management of delayed nuclear power plant projects

    Energy Technology Data Exchange (ETDEWEB)

    NONE

    1999-09-01

    According to the available information at the IAEA PRIS (Power Reactor Information System) at the end of 1998 there were more than 40 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 showed large variations due to several issues, including financial, economic and public opinion factors. Taking into account the number of projects with several years delay in their original schedules, it was considered useful to identify the subject areas where exchange of experience among Member States would be mutually beneficial in identification of problems and development of guidance for successful management of the completion of these delayed projects. A joint programme of the IAEA Departments of Nuclear Energy (Nuclear Power Engineering Section) and Technical Co-operation (Europe Section, with additional support from the Latin America and West Asia Sections) was set up during the period 1997-1998. The specific aim of the programme was to provide assistance in the management of delayed nuclear power plants regarding measures to maintain readiness for resuming the project implementation schedule when the conditions permit. The integration of IAEA interdepartmental resources enabled the participation of 53 experts from 14 Member States resulting in a wider exchange of experience and dissemination of guidance. Under the framework of the joint programme, senior managers directly responsible for delayed nuclear power plant projects identified several issues or problem areas that needed to be addressed and guidance on management be provided. A work plan for the development of several working documents, addressing the different issues, was established. Subsequently these documents were merged into a single one to produce the present publication. This publication provides information and practical examples on necessary management actions to preserve

  16. Management of delayed nuclear power plant projects

    International Nuclear Information System (INIS)

    1999-09-01

    According to the available information at the IAEA PRIS (Power Reactor Information System) at the end of 1998 there were more than 40 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 showed large variations due to several issues, including financial, economic and public opinion factors. Taking into account the number of projects with several years delay in their original schedules, it was considered useful to identify the subject areas where exchange of experience among Member States would be mutually beneficial in identification of problems and development of guidance for successful management of the completion of these delayed projects. A joint programme of the IAEA Departments of Nuclear Energy (Nuclear Power Engineering Section) and Technical Co-operation (Europe Section, with additional support from the Latin America and West Asia Sections) was set up during the period 1997-1998. The specific aim of the programme was to provide assistance in the management of delayed nuclear power plants regarding measures to maintain readiness for resuming the project implementation schedule when the conditions permit. The integration of IAEA interdepartmental resources enabled the participation of 53 experts from 14 Member States resulting in a wider exchange of experience and dissemination of guidance. Under the framework of the joint programme, senior managers directly responsible for delayed nuclear power plant projects identified several issues or problem areas that needed to be addressed and guidance on management be provided. A work plan for the development of several working documents, addressing the different issues, was established. Subsequently these documents were merged into a single one to produce the present publication. This publication provides information and practical examples on necessary management actions to preserve

  17. APPLICATION OF PROJECT MANAGEMENT APPROACHES AT A SMALL BUSINESSES ENTERPRISES

    Directory of Open Access Journals (Sweden)

    Sergey V. Rajewski

    2016-01-01

    Full Text Available This article discusses the types of organizational structures of project management and their application in project management in small and medium-sized enterprises. Among the approaches and methods to organize projects emphasizing project management as part of the existing functional structure of the enterprise. Analyzed the most relevant organizational tools of project management in small business: a network schedule; matrix distribution of administrative and management tasks of the project; schedule of the project plan; information and technological methods and models used in the process of project management; software applications for project management, used in the sphere of small business.

  18. The study of the risk management model of construction project

    International Nuclear Information System (INIS)

    Jiang Bo; Feng Yanping; Liu Changbin

    2010-01-01

    The paper first analyzed the development of the risk management of construction project and the risk management processes, and then briefly introduced the risk management experience of foreign project management. From the project management by objectives point of view, the greatest risk came from the lack of clarity of the objectives in the project management, which led to the project's risk emergence. In the analysis of the principles of the project objectives identification and risk allocation, the paper set up a project management model which insurance companies involved in the whole process of the project management, and simply analyzed the roles of insurance company at last. (authors)

  19. Alternative techniques for environmental project management

    International Nuclear Information System (INIS)

    Reeves, S.

    1994-01-01

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

  20. Technology Management on Large Construction Projects

    DEFF Research Database (Denmark)

    Bonke, Sten

    The aim of this text is to discuss and to develop the concept of technology management in relation to the empirical field of construction projects. In the first of the two main sections central theories and their derived assertions concerning technology management criteria are summed up...... Fixed Link construction project. Finally on this basis the concluding remarks are pointing to the main theoretical problems and their practical implementations for the introduction of a technology management discipline in construction....... in a schematic theoretical framework. Hereafter the general characteristics of construction are examined from the point of view of serving as an empirical field for technology management analysis. In the second section the technology management theme is associated with the empirical properties of the Great Belt...

  1. COORDINATES OF A RISK MANAGEMENT PROJECT

    Directory of Open Access Journals (Sweden)

    ALEXANDRU OLTEANU

    2013-05-01

    Full Text Available 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 moving of management profit analysis by risk intermediation, respectively the transition from managing profit to risk-return relationship management. Such trend assumes the obligation of participants to identify objectives and expected benefits of the project on the basis of the strategies laid-down, the elements of risk management policies, in conjunction with the indication of the most negative scenarios which they may provide. This activity must take into consideration the process of obtaining and combining human, financial, physical and information resources in order to accomplish the primary goal of the proposed and wanted project by a certain segment of population. Project participants are directed to evaluate their own activities in terms of revenues and risks from the business access, opportunity, operating mode, as well as the limitations and boundaries on certain sides of activity. The paper focuses on the analysis and evaluation of incomes and risks, on simulations to streamline the activities and the determination of the optimal model of project choice. Also, the paper treats the risks that can be taken over by the sponsors, especially those related to implied guaranties, even implied guaranties.

  2. LINKING PROJECTS TO BUSINESS STRATEGY THROUGH PROJECT PORTFOLIO MANAGEMENT

    Directory of Open Access Journals (Sweden)

    A.J. Buys

    2012-01-01

    Full Text Available

    ENGLISH ABSTRACT: In many organisations, a chasm exists between the development of strategy and its successful implementation. Failure to cross this chasm may ultimately result in strategy failure and the loss of competitive advantage, profits, and employment. Project Portfolio Management (PPM is theorised as a management methodology that links a portfolio of projects to the business strategy. However, current literature lacks empirical evidence of the levels of employment, functionality, and success of the Project Portfolio Management approach in South Africa. A survey of respondents in 32 technology organisations was used to analyze the reasons for the following: strategy implementation and project delivery failure in South African technology organisations; the South African situation regarding the chasm that exists in many organisations between strategy development and successful strategy implementation; and the extent to which – and with what success – Project Portfolio Management is employed in South African technology organisations.

    AFRIKAANSE OPSOMMING: In baie organisasies bestaan daar ’n gaping tussen strategie-ontwikkeling en suksesvolle strategie-implementering. Die onvermoë om die gaping te oorbrug sal uiteindelik lei tot strategiefaling en die verlies van mededingende voordeel, winste, en werksgeleenthede. Projekportefeuljebestuur (PPB word voorgehou as ’n bestuursmetodologie wat ’n portefeulje van projekte koppel aan die besigheidstrategie. Bestaande literatuur gaan egter mank aan empiriese bewyse ten opsigte van die vlakke van indiensneming, funksionaliteit, en sukses van die Projekportefeuljebestuursbenadering in Suid-Afrika. ’n Opname van respondente in 32 tegnologie-organisasies is gebruik om die volgende aspekte te ondersoek: die redes vir falings in strategie-implementering en projekaflewering in Suid-Afrikaanse tegnologie-organisasies; die Suid-Afrikaanse situasie rakende die gaping wat bestaan tussen

  3. The ComSoc guide to managing telecommunications projects

    CERN Document Server

    Desmond, Celia

    2010-01-01

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

  4. Final Design Report for the RH LLW Disposal Facility (RDF) Project, Revision 3

    International Nuclear Information System (INIS)

    Austad, Stephanie Lee

    2015-01-01

    The RH LLW Disposal Facility (RDF) Project was designed by AREVA Federal Services (AFS) and the design process was managed by Battelle Energy Alliance (BEA) for the Department of Energy (DOE). The final design report for the RH LLW Disposal Facility Project is a compilation of the documents and deliverables included in the facility final design.

  5. Summary Report on Information Technology Integration Activities For project to Enhance NASA Tools for Coastal Managers in the Gulf of Mexico and Support Technology Transfer to Mexico

    Energy Technology Data Exchange (ETDEWEB)

    Gulbransen, Thomas C.

    2009-04-27

    Deliverable to NASA Stennis Space Center summarizing summarizes accomplishments made by Battelle and its subcontractors to integrate NASA's COAST visualization tool with the Noesis search tool developed under the Gulf of Mexico Regional Collaborative project.

  6. 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.

  7. New Production Reactor project-management plan

    International Nuclear Information System (INIS)

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

    1982-01-01

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

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

    Science.gov (United States)

    Burgher, Karl E.; Snyder, Michael B.

    2012-01-01

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

  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. Cesium legacy safety project management work plan

    International Nuclear Information System (INIS)

    Durham, J.S.

    1998-01-01

    This Management Work Plan (MWP) describes the process flow, quality assurance controls, and the Environment, Safety, and Health requirements of the Cesium Legacy Safety Project. This MWP provides an overview of the project goals and methods for repackaging the non-conforming Type W overpacks and packaging the CsCl powder and pellets. This MWP is not intended to apply to other activities associated with the CsCl Legacy Safety Program (i.e., clean out of South Cell)

  11. IS-ENES project management - lessons learnt

    Science.gov (United States)

    Parinet, Marie; Guglielmo, Francesca; Joussaume, Sylvie

    2017-04-01

    IS-ENES is the distributed e-infrastructure of models, model data and metadata of the European Network for Earth System Modelling (ENES). It has benefitted from two EC FP7 grants and aims towards further European and national funding to achieve sustainability. We highlight here several challenges related to project management that have risen in the course of these two project-phases spanning 8 years. Some challenges are related to the heterogeneity of the activities within IS-ENES, with different groups working on very diverse activities, not necessarily strictly interdependent. An immediate consequence is the need of implementing and setting up in early phases of the project efficient collection and circulation of information to preserve and reinforce the systemic view of the infrastructure as a whole and the pursuit of common goals, including coordinated provision of services. Toward and beyond such common goals, managing IS-ENES, covering both scientific and more strictly management-related aspects, implies a double-paced approach: besides setting up efficient project workflow, there is the need of setting up longer term objectives. This implies, within the project lifetime, to elaborate and implement a coherent organizational (consistent with scientific goals, funding schemes, research and technology landscape) strategy to pursue these goals beyond the project itself. Furthermore, a series of more generic project management challenges will also be listed and can be gathered around 3 main objectives: ease the internal processes in order to optimize the work, anticipate delays and budget issues, and motivate the project teams by ensuring an efficient internal and external communication.

  12. Measurement of Software Project Management Effectiveness

    Science.gov (United States)

    2008-12-01

    factors such as advertisement of project mission, top management support, client consultation, personnel issues, client acceptance, etc. Trouble...and PERT (Program/Project Evaluation and Review Technique) and CPM (Critical Path Analysis) charts are process models, and the development of Gantt...models (such as Gantt, PERT and CPM ) got wide-acceptance in industry, as Fuggetta (2000) pointed out few (if any) of the proposed PMLs and related

  13. Decommissioning Project Manager's Implementing Instructions (PMII)

    International Nuclear Information System (INIS)

    Mihalic, M.A.

    1998-02-01

    Decommissioning Project personnel are responsible for complying with these PMII. If at any time in the performance of their duties a conflict between these instructions and other written or verbal direction is recognized or perceived, the supervisor or worker shall place his/her work place in a safe condition, stop work, and seek resolution of the conflict from the Decommissioning Project Manager or his designee

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

    Directory of Open Access Journals (Sweden)

    Ronielton Rezende Oliveira

    2017-06-01

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

  15. International Project Management Committee: Overview and Activities

    Science.gov (United States)

    Hoffman, Edward

    2010-01-01

    This slide presentation discusses the purpose and composition of the International Project Management Committee (IMPC). The IMPC was established by members of 15 space agencies, companies and professional organizations. The goal of the committee is to establish a means to share experiences and best practices with space project/program management practitioners at the global level. The space agencies that are involved are: AEB, DLR, ESA, ISRO, JAXA, KARI, and NASA. The industrial and professional organizational members are Comau, COSPAR, PMI, and Thales Alenia Space.

  16. PMP Project Management Professional Exam Study Guide

    CERN Document Server

    Heldman, Kim

    2011-01-01

    Completely updated for the 2011 version of the PMP exam! If you're preparing for the Project Management Professional (PMP) exam, this thorough book is what you need. Not only does it reflect the very latest version of the exam, it is written by popular project management expert Kim Heldman—author of the five previous editions of this top-selling book—and it also includes a CD with practice exams, exam prep software, electronic flashcards, and over two hours of additional audio review. All exam objectives, as well as essential PMP topics, concepts, and key terms are covered.Prepares

  17. Analyzing Project Management Maturity Level in Indonesia

    Directory of Open Access Journals (Sweden)

    Eliot Simangunsong

    2013-05-01

    Full Text Available Normal 0 false false false IN X-NONE X-NONE MicrosoftInternetExplorer4 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 organization. As a developing country, Indonesia needs many development projects managed by government and private companies in different industries. Here, a study to assess project management 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 applied to professionals from Jakarta and surrounding area.  The result of analysis shows that construction and primary industry have a higher maturity level compare to manufacturing and services.  It is to be noted, however, that the level of project management understanding is low across industries.  This indicates that more quality project management training or certification is required to improve overall project management knowledge in Indonesia. /* Style Definitions */ table.MsoNormalTable {mso-style-name:"Table Normal"; mso-tstyle-rowband-size:0; mso-tstyle-colband-size:0; mso-style-noshow:yes; mso-style-priority:99; mso-style-qformat:yes; mso-style-parent:""; mso-padding-alt:0cm 5.4pt 0cm 5.4pt; mso-para-margin:0cm; mso-para-margin-bottom:.0001pt; mso-pagination:widow-orphan; font-size:11.0pt; font-family:"Calibri","sans-serif"; mso-ascii-font-family:Calibri; mso-ascii-theme-font:minor-latin; mso-fareast-font-family:"Times New Roman"; mso-fareast-theme-font:minor-fareast; mso-hansi-font-family:Calibri; mso-hansi-theme-font:minor-latin; mso-bidi-font-family:"Times New Roman"; mso-bidi-theme-font:minor-bidi;}

  18. Knowledge Management in Product Development Projects

    International Nuclear Information System (INIS)

    Sheik Muhamad, S.

    2016-01-01

    Full text: Product data management system (PDM) solutions control vast quantities of information generated by engineers during the product development process. They provide vaulting capabilities to control access to shared data,workflow to distribute it, and configured product structures to relate it to product components. Nuclear Malaysia has the desire to have a proper CAD management system and this is achieved with the use of PDM system to manage all their designs throughout the product lifecycle, i.e., for drawing distribution and design change. The type of documents that Nuclear Malaysia manages are CAD files (as generated by CATIA, AUTOCAD), engineering files, reports, project files, documents (WORD, PDF), spreadsheet (EXCEL), bills of material, manufacturing processes and drawings. Besides managing drawings, we also want to control and manage engineering changes (ECO & ECR) in electronic format. (author

  19. Project risk management in complex petrochemical system

    Directory of Open Access Journals (Sweden)

    Kirin Snežana

    2012-01-01

    Full Text Available Investigation of risk in complex industrial systems, as well as evaluation of main factors influencing decision making and implementation process using large petrochemical company as an example, has proved the importance of successful project risk management. This is even more emphasized when analyzing systems with complex structure, i.e. with several organizational units. It has been shown that successful risk management requires modern methods, based on adequate application of statistical analysis methods.

  20. Managing the first nuclear power plant project

    International Nuclear Information System (INIS)

    2007-05-01

    Energy is essential for national development. Nearly every aspect of development - from reducing poverty and raising living standards to improving health care, industrial and agricultural productivity - requires reliable access to modern energy resources. States may have different reasons for considering starting a nuclear power project to achieve their national energy needs, such as: lack of available indigenous energy resources, the desire to reduce dependence upon imported energy, the need to increase the diversity of energy resources and/or mitigation of carbon emission increases. The start of a nuclear power plant project involves several complex and interrelated activities with long duration. Experience shows that the time between the initial policy decision by a State to consider nuclear power up to the start of operation of its first nuclear power plant is about 10 to 15 years and that before specific project management can proceed, several key infrastructure issues have to be in place. The proper management of the wide scope of activities to be planned and implemented during this period represents a major challenge for the involved governmental, utility, regulatory, supplier and other supportive organizations. The main focus is to ensure that the project is implemented successfully from a commercial point of view while remaining in accordance with the appropriate engineering and quality requirements, safety standards and security guides. This publication is aimed at providing guidance on the practical management of a first nuclear power project in a country. There are many other issues, related to ensuring that the infrastructure in the country has been prepared adequately to ensure that the project will be able to be completed, that are only briefly addressed in this publication. The construction of the first nuclear power plant is a major undertaking for any country developing a nuclear power programme. Worldwide experience gained in the last 50 years

  1. 33 CFR 385.24 - Project Management Plans.

    Science.gov (United States)

    2010-07-01

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

  2. AVLIS Production Plant Project Management Plan

    International Nuclear Information System (INIS)

    1984-01-01

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

  3. A Framework for Effective Software Monitoring in Project Management

    African Journals Online (AJOL)

    A Framework for Effective Software Monitoring in Project Management. ... is shown to provide meaningful interpretation of collected metric data by embedding certain quality function. Key words: Project Management, Feedback, project control, metrics, process model, quantitative validity ... AJOL African Journals Online.

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

    Directory of Open Access Journals (Sweden)

    Veronika Abramova

    2017-05-01

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

  5. Risk management in public sector construction projects: Case ...

    African Journals Online (AJOL)

    a project environment. Since projects are complicated, experience ... work, delays trigger cost overruns in construction projects (African. Development Bank ..... quantity surveying, contract management, and engineering. Table 4: Research ..... professionals at the business and operational levels of construction management.

  6. The role of project manager in benefits realization management as a project constraint/driver

    Directory of Open Access Journals (Sweden)

    Amr Mossalam

    2016-12-01

    In summary, the results of this paper can be used to: enlarging the project manager responsibilities to acquire the benefits realization, giving a high level 6-step process for benefits management, suggesting a mechanism for managing these benefits through benefits register, benefits realization plan, measures and KPIs and closure business case.

  7. Project management characteristics and new product survival

    NARCIS (Netherlands)

    Thieme, R.J.; Song, X.M.; Shin, C.S.

    2003-01-01

    We develop a conceptual model of new product development (NPD) based on seminal and review articles in order to answer the question, "What project management characteristics will foster the development of new products that are more likely to survive in the marketplace?" Our model adopts Ruekert and

  8. 50 top IT project management challenges

    CERN Document Server

    Doraiswamy, Premanand

    2012-01-01

    This book offers a focused and concise summary of 50 challenges facing today's IT project manager. The authors draw on years of practical experience (rather than classroom theory) to outline these challenges and offer useful tips and advice on how to deal with them.

  9. Project Management Approaches for Online Learning Design

    Science.gov (United States)

    Eby, Gulsun; Yuzer, T. Volkan

    2013-01-01

    Developments in online learning and its design are areas that continue to grow in order to enhance students' learning environments and experiences. However, in the implementation of new technologies, the importance of properly and fairly overseeing these courses is often undervalued. "Project Management Approaches for Online Learning Design"…

  10. 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

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

    African Journals Online (AJOL)

    Ejiro O. Taghwo

    This study aimed to compare Community Managed Projects (CMP) approach with the ... Author(s) agree that this article remain permanently open access under the terms of the Creative Commons Attribution ... attention to repair and upgrade failed systems in ... In addition to low success in improving coverage, non-.

  12. E-learning for Project Management

    DEFF Research Database (Denmark)

    Kampf, Constance Elizabeth

    2011-01-01

    This is a series of online videos designed for the Project management course, in my YouTube channel. The video links are currently private for my university course. Please email me at cka@asb.dk if you are interested in viewing them. The videos total about 12 hours of lectures, and are adapted...

  13. MSFC Propulsion Systems Department Knowledge Management Project

    Science.gov (United States)

    Caraccioli, Paul A.

    2007-01-01

    This slide presentation reviews the Knowledge Management (KM) project of the Propulsion Systems Department at Marshall Space Flight Center. KM is needed to support knowledge capture, preservation and to support an information sharing culture. The presentation includes the strategic plan for the KM initiative, the system requirements, the technology description, the User Interface and custom features, and a search demonstration.

  14. 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

  15. Accumulating project management knowledge through process theory

    NARCIS (Netherlands)

    Niederman, Fred; March, Salvatore T.; Mueller, Benjamin

    2014-01-01

    This paper describes how the general notion of process theory can provide a foundational component in a portfolio of project management theories. The paper begins by outlining a variety of views pertaining to the nature of theory and theory development. This forms a basis for understanding how

  16. Learning the ABCs (of Project Management)

    Science.gov (United States)

    Frandsen, Allan

    2003-01-01

    To lead a project effectively, one has to establish and maintain the flexibility to take appropriate actions when needed. Overconstrained situations should be avoided. To get on top of matters and stay there, a manager needs to anticipate what it will take to successfully complete the job. Physical and financial resources, personnel, and management structure are all important considerations. Carving out the necessary turf up front can make a world of difference to the project's outcome. After the "what," "where," and "when" of a project are nailed down, the next question is "how" to do the job. When I first interviewed for the job of Science Payload Manager on the Advanced Composition (ACE) Explorer mission, Dr. Edward Stone (ACE Principal Investigator) asked, "Al, give me an idea of your management style." It was a question I had not considered before. I thought about it for a few seconds and then answered, "Well, the first descriptive term that comes to mind is the word "tranquility". That seemed to startle him. So I added, "I guess what I mean is, that if the situation is tranquil and the project is running smoothly, then I've anticipated all the problems and taken necessary actions to head them off." He then asked: "Have you ever reached this state?" "No," I admitted, "but I strive for it." That seemed to satisfy him because I got the job.

  17. Les Robertson, CERN's LCG project manager

    CERN Multimedia

    Maximilien Brice

    2003-01-01

    "The LCG will provide a vital test-bed for the new Grid computing technologies that are set to revolutionise the way scientists use the world's computing resources in areas ranging from fundamental research to medical diagnosis," said Les Robertson, CERN's LCG project manager. The Grid is a new method of sharing processing power between computers in centres around the world.

  18. Workload management in the EMI project

    International Nuclear Information System (INIS)

    Andreetto, Paolo; Bertocco, Sara; Dorigo, Alvise; Frizziero, Eric; Gianelle, Alessio; Sgaravatto, Massimo; Zangrando, Luigi; Capannini, Fabio; Cecchi, Marco; Mezzadri, Massimo; Prelz, Francesco; Rebatto, David; Monforte, Salvatore; Kretsis, Aristotelis

    2012-01-01

    The EU-funded project EMI, now at its second year, aims at providing a unified, high quality middleware distribution for e-Science communities. Several aspects about workload management over diverse distributed computing environments are being challenged by the EMI roadmap: enabling seamless access to both HTC and HPC computing services, implementing a commonly agreed framework for the execution of parallel computations and supporting interoperability models between Grids and Clouds. Besides, a rigourous requirements collection process, involving the WLCG and various NGIs across Europe, assures that the EMI stack is always committed to serving actual needs. With this background, the gLite Workload Management System (WMS), the meta-scheduler service delivered by EMI, is augmenting its functionality and scheduling models according to the aforementioned project roadmap and the numerous requirements collected over the first project year. This paper is about present and future work of the EMI WMS, reporting on design changes, implementation choices and longterm vision.

  19. Sample management implementation plan: Salt Repository Project

    International Nuclear Information System (INIS)

    1987-01-01

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

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

    Directory of Open Access Journals (Sweden)

    Fábio Cocchi da Silva Eiras

    2017-03-01

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

  1. An Operational ’Project Management Culture’ Framework (Part 1

    Directory of Open Access Journals (Sweden)

    Yvonne du Plessis

    2006-11-01

    Full Text Available The aim of this research is to develop an operational ‘project management culture’ framework, which can be used by project managers and organisations to support project work. One of the main causes of project failure is attributed to a non-supportive project management culture in organisations. A triangulation method is followed inclusive of a thorough literature review, a survey questionnaire and a concept mapping process. A project management culture framework with descriptive elements, based on Deal and Kennedy’s (1982 definition of organisational culture, comprising of four dimensions i.e. project process; people in projects; project systems and structure, and project environment was developed.

  2. Experiences in managing the Prometheus Project

    Science.gov (United States)

    Lehman, David H.; Clark, Karla B.; Cook, Beverly A.; Gavit, Sarah A.; Kayali, Sammy A.; McKinney, John C.; Milkovich, David C.; Reh, Kim R.; Taylor, Randall L.; Casani, John R.

    2006-01-01

    Congress authorized NASA?s Prometheus Project in February 2003, with the first Prometheus mission slated to explore the icy moons of Jupiter. The Project had two major objectives: (1) to develop a nuclear reactor that would provide unprecedented levels of power and show that it could be processed safely and operated reliably in space for long-duration, deep-space exploration and (2) to explore the three icy moons of Jupiter - Callisto, Ganymede, and Europa - and return science data that would meet the scientific goals as set forth in the Decadal Survey Report of the National Academy of Sciences. Early in Project planning, it was determined that the development of the Prometheus nuclear powered Spaceship would be complex and require the intellectual knowledge residing at numerous organizations across the country. In addition, because of the complex nature of the Project and the multiple partners, approaches beyond those successfully used to manage a typical JPL project would be needed. This paper1 will describe the key experiences in managing Prometheus that should prove useful for future projects of similar scope and magnitude

  3. Strategic Context of Project Portfolio Management

    Directory of Open Access Journals (Sweden)

    Nedka Nikolova

    2016-06-01

    Full Text Available In 2014 Bulgaria entered its second programming period (2014-2020 which opened a new stage in the development of project management in our country. Project-oriented companies are entering a new stage in which based on experience and increased design capacity they will develop their potential and will accelerate growth. This poses new challenges for science and business to identify strategic opportunities and formulation of project objectives, programs and portfolios of projects that will increase the competitive potential of companies and the economy as a whole. This article is an expression of the shared responsibility of science to develop the scientific front to solve methodologically difficult and practically new tasks that are derived from the needs to increase the competitive potential of the business-based project approach. The main objective of this study is based on the systematization of the results of theoretical research and development of methodology of Project Portfolio Management to explore the opportunities for its application in Bulgarian industrial companies.

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

    Institute of Scientific and Technical Information of China (English)

    LI Gui-jun; ZHANG Yue-song

    2006-01-01

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

  5. Projects management in organization on the selected example

    OpenAIRE

    A. Kania; M. Spilka; S. Griner

    2013-01-01

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

  6. APPLICATION OF PROJECT MANAGEMENT APPROACHES AT A SMALL BUSINESSES ENTERPRISES

    OpenAIRE

    Sergey V. Rajewski

    2016-01-01

    This article discusses the types of organizational structures of project management and their application in project management in small and medium-sized enterprises. Among the approaches and methods to organize projects emphasizing project management as part of the existing functional structure of the enterprise. Analyzed the most relevant organizational tools of project management in small business: a network schedule; matrix distribution of administrative and management tasks of the projec...

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

    OpenAIRE

    Veronika Abramova; Francisco Pires; Jorge Bernardino

    2017-01-01

    The dimensional growth and increasing difficulty in project management promoted the development of different tools that serve to facilitate project management and track project schedule, resources and overall progress. These tools offer a variety of features, from task and time management, up to integrated CRM (Customer Relationship Management) and ERP (Enterprise Resource Planning) modules. Currently, a large number of project management software is available, to assist project team during t...

  8. Project communication management in complex environments

    CERN Document Server

    Ying, Zhong

    2014-01-01

    This unique book that deals with project communication management in complex environments, taking a leaf from China’s experience with a major earthquake in Sichuan, would be a timely contribution to fill this lacuna. Readers would be able to understand how companies and organizations that are unprepared for crisis management would react to their detriment. The lessons provided in this book are the only one of its kind to highlight the lessons for companies and organizations to prepare themselves for successful project communication management through the complexity-informed framework. Although the book is written by two building professionals, the concepts and lessons presented are generic and equally applicable for businesses outside of the construction industry; for example, for airports, resorts, hotels, shipyards, etc.

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

    Science.gov (United States)

    Pollard, Carol E.

    2012-01-01

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

  10. Pointing the Way to the Future of Project Management: How the Past and Present Point Towards Project Management's Future

    National Research Council Canada - National Science Library

    Ballister, Robert

    2003-01-01

    .... The lessons learned from those projects, coupled with a look at project management history in general, will be checked against a current project management theory to determine if the focus of today's...

  11. Software Support for the Classical, Contemporary and Future Project Management

    OpenAIRE

    Jakov Crnkovic; Peter Ross; Sanjay Desai

    2006-01-01

    The volume and complexity of Project Management (PM) raises many questions for managers. What exactly are we managing? People? Performance? Efficiency? Effectiveness? Cost? Time? At what levels do projects become challenging and worthy of significant management attention? Can some projects be left on auto-pilot? Must others be managed more aggressively? What metrics are useful in Project Management? How can they be integrated with normal performance metrics in the organization? How can metric...

  12. Draft project management update to the Iowa DOT Project Development Manual : final report.

    Science.gov (United States)

    2016-08-01

    This work supported drafting project management guidance for the Iowa Department of Transportation (DOT). The goal is to : incorporate a greater focus on project management in their project development process. : A technical advisory committee (TAC) ...

  13. How Agile Methods Conquers General Project Management - The Project Half Double Initiative

    DEFF Research Database (Denmark)

    Tordrup Heeager, Lise; Svejvig, Per; Schlichter, Bjarne Rerup

    2016-01-01

    Increased complexity in projects has forced new project management initiatives. In software development several agile methods have emerged and methods such as Scrum are today highly implemented in practice. General project management practice has been inspired by agile software development...

  14. Project management in nuclear equipment manufacture

    International Nuclear Information System (INIS)

    Liu Jiancheng

    2005-01-01

    The completion of the management organization shall be firstly considered in project management for a nuclear power plant. The organization of nuclear equipment quality assurance program and project management consists of 5 departments such as the nuclear power container department, the manufacture department and the quality assurance department. The general manager takes the overall responsibility for the quality of the nuclear press usr bearing equipment, and the vice general manager takes responsibility for the quality, technology and schedule related with the manufacture of the equipment, and organizes the organization department for the audit. The director of the quality assurance department takes the responsibility for the establishment and completion of the quality assurance program, with enough rights authorized by the general manager, including the right not bounded by the cost and schedule, and confirms the implementation of the program by related departments and personnel. The manufacture schedule shall be prepared to ensure the implementation feasibility, process continuity and flexibility. The schedule shall be followed and monitored for the whole process, to check and feedback the implementation. (authors)

  15. Project management skills for nuclear power plants

    International Nuclear Information System (INIS)

    Bhatikar, R.J.

    2002-01-01

    Full text: The E and C Division of L and T has executed several power projects in India and abroad and thus possesses the requisite wherewithal to execute nuclear power projects on a fast track basis. To achieve this L and T has set up a separate Strategic Business Unit (SBU) to have a focused attention to the nuclear power industry in the country. All the four important and necessary hallmarks for successful implementation of any project namely (i) engineering capabilities, (ii) sophisticated project management tools, (iii) ability to mobilize resources, and (iv) skilled personnel to execute the project have been adequately addressed. These could be realized either by establishing fruitful collaborations with other specialist Companies and/or creating powerful and multitasking software tools for effective implementation. The execution of nuclear power projects on a fast track basis could be implemented by following the EPC route and by minimizing the number of packages. Details of this scheme for project implementation will be highlighted during the talk

  16. Integrated Project Teams - An Essential Element of Project Management during Project Planning and Execution - 12155

    Energy Technology Data Exchange (ETDEWEB)

    Burritt, James G.; Berkey, Edgar [Longenecker and Associates, Las Vegas, NV 89135 (United States)

    2012-07-01

    Managing complex projects requires a capable, effective project manager to be in place, who is assisted by a team of competent assistants in various relevant disciplines. This team of assistants is known as the Integrated Project Team (IPT). he IPT is composed of a multidisciplinary group of people who are collectively responsible for delivering a defined project outcome and who plan, execute, and implement over the entire life-cycle of a project, which can be a facility being constructed or a system being acquired. An ideal IPT includes empowered representatives from all functional areas involved with a project-such as engineering design, technology, manufacturing, test and evaluation, contracts, legal, logistics, and especially, the customer. Effective IPTs are an essential element of scope, cost, and schedule control for any complex, large construction project, whether funded by DOE or another organization. By recently assessing a number of major, on-going DOE waste management projects, the characteristics of high performing IPTs have been defined as well as the reasons for potential IPT failure. Project managers should use IPTs to plan and execute projects, but the IPTs must be properly constituted and the members capable and empowered. For them to be effective, the project manager must select the right team, and provide them with the training and guidance for them to be effective. IPT members must treat their IPT assignment as a primary duty, not some ancillary function. All team members must have an understanding of the factors associated with successful IPTs, and the reasons that some IPTs fail. Integrated Project Teams should be used by both government and industry. (authors)

  17. Accidental oil spills - project management strategy

    International Nuclear Information System (INIS)

    Bobic, V.; Benkovic, Z.

    2009-01-01

    Planning and organisation, as well as actions taken during accidental discharging of hazardous substances (hydrocarbons) into the soil and water, show that without integrating all the functions of safety, occupational safety, fire and explosion protection, technical safety, all the way to the environmental protection, procedure of cleaning, rehabilitation and remediation of polluted areas into their original state cannot be successfully carried out. Neglecting any of the mentioned links/components of the procedure represents a risk to people's health and life, while pollution to the environment remains a constant threat. Development of technologies is quickly transforming the environment in which the professionals of all disciplines work. Therefore, the response to changes by application of new technologies and procedures in all domains is indispensable, however, through a comprehensive and expert perception and consideration of each of the essential correlations comprising the safety management in all the fields. Through management of safety projects in environmental protection, it has become obvious that a united management of different fields is necessary, as well as management of safety in general. Engineering, health, legislation, public, environmental standards, occupational safety, hazards, biophysical and socio-economic aspects are parts of an integral management. Experts joined efforts through interaction and communications are inter-disciplinary characteristics, i.e. multi-disciplinary safety management, but also the management of each project separately. Exactly this knowledge exchange is highly productive and becomes an indispensable element in recognition of indirect and cumulative actions, thus applicable in any field. Implementation of European standards and accreditation of procedures pursuant to the corresponding standards, from risk assessment through rehabilitation to independent expert confirmation of efficiency in implementing the entire

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

    DEFF Research Database (Denmark)

    Leimbach, Timo; Goodall, Julie Bladt

    2017-01-01

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

  19. Managing Uncertainty and Conflict in IT Project Portfolio Management

    DEFF Research Database (Denmark)

    Pedersen, Keld; Agger Nielsen, Jeppe

    2011-01-01

    Maximizing the outcome of IT project investments has been a major concern for years. Several approaches have been suggested one of them being Project Portfolio Management (PPM). Even though PPM offers valuable techniques for aligning IT project portfolios with organizational needs and maximizing...... rational decision-making ideals and incorporating other decision-making styles more aligned with decision-making practices in organizations might ease PPM implementation and improve the outcome of systematic PPM efforts. The research is based upon a multisite case study from public sector organizations...

  20. Agent-Based Simulations for Project Management

    Science.gov (United States)

    White, J. Chris; Sholtes, Robert M.

    2011-01-01

    Currently, the most common approach used in project planning tools is the Critical Path Method (CPM). While this method was a great improvement over the basic Gantt chart technique being used at the time, it now suffers from three primary flaws: (1) task duration is an input, (2) productivity impacts are not considered , and (3) management corrective actions are not included. Today, computers have exceptional computational power to handle complex simulations of task e)(eculion and project management activities (e.g ., dynamically changing the number of resources assigned to a task when it is behind schedule). Through research under a Department of Defense contract, the author and the ViaSim team have developed a project simulation tool that enables more realistic cost and schedule estimates by using a resource-based model that literally turns the current duration-based CPM approach "on its head." The approach represents a fundamental paradigm shift in estimating projects, managing schedules, and reducing risk through innovative predictive techniques.

  1. The construction project manager in South Africa: Analysis of ...

    African Journals Online (AJOL)

    Journal Home > Vol 22, No 1 (2015) > ... Construction project managers in the built environment come from various backgrounds and knowledge bases; therefore, the project managers' project ... Industry-specific guidelines for construction project management (PMBOK and SACPCMP) were obtained and analysed.

  2. Power Production Management of Three Gorges Project

    Institute of Scientific and Technical Information of China (English)

    Zhang Cheng

    2010-01-01

    @@ The Three Gorges Hydropower Plant is the one with the largest installed capacity in the world today and has a decisive and important influence upon the security of the national power grids. It has been operated stably and supplied the East China, Central China, South China,Sichuan and Chongqing with clean renewable energy. This paper presents the management of the project's dispatch, operation and maintenance and puts forward new ideas and new methods for the plant management, which may provide valuable references for the operation of oversized hydropower plants.

  3. 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

  4. Application of project management in technology improvement of Qinshan III

    International Nuclear Information System (INIS)

    Liu Xiaonian

    2008-01-01

    During the operation of Qinshan III, many engineering modifications and renovation projects are being carried out. Advanced international project management methodologies accustomed to the policy and organizational characteristics of TQNPC were applied to the management of these projects. After practical application and development of these methodologies, the company finally sets up its own classification of project management system. The project management system is introduced and discussed for its evolving direction in this paper. (authors)

  5. EVALUATION OF THE PROJECT MANAGEMENT ORGANISATIONAL ABILITY OF PUBLIC ORGANISATIONS

    OpenAIRE

    Florescu Margareta

    2012-01-01

    The quality of the results of a project or a public programme, as well as the quality of project management consist in management process performance.This analysis tool promotes the idea of initiating a new organisational/functional policy – organisational tools regarding project management, a new standard concerning the complexity of the project and the associated risk, as well as a new standard concerning the project management organisational/functional ability. Political decision makers,...

  6. Competitiveness in organizational integrated computer system project management

    Directory of Open Access Journals (Sweden)

    Zenovic GHERASIM

    2010-06-01

    Full Text Available The organizational integrated computer system project management aims at achieving competitiveness by unitary, connected and personalised treatment of the requirements for this type of projects, along with the adequate application of all the basic management, administration and project planning principles, as well as of the basic concepts of the organisational information management development. The paper presents some aspects of organizational computer systems project management competitiveness with the specific reference to some Romanian companies’ projects.

  7. Correlational Study of Risk Management and Information Technology Project Success

    Science.gov (United States)

    Gillespie, Seth J.

    2014-01-01

    Many IT projects fail despite the best efforts to keep these projects within budget, schedule, and scope. Few studies have looked at the effect of project risk management tools and techniques on project success. The primary focus of this study was to examine the extent to which utilization of project risk management processes influence project…

  8. Project management – the way to performance among corporations

    Directory of Open Access Journals (Sweden)

    Luminiţa PISTOL

    2012-06-01

    Full Text Available Project management has developed from a simple management philosophy restricted to a few functional areas into a business process that include various areas from global market. Nowadays, most of the corporations are using project management systems to achieve performance on the global market, and they realize that project management and productivity are related.

  9. Project management: a new service delivery paradigm

    Directory of Open Access Journals (Sweden)

    G. van der Walt

    2007-07-01

    Full Text Available In line with international trends in governance, the South African Government’s initial focus on the development of policy frameworks, structures and systems in order to give effect to the values and principles of the Constitution, shifted to the most critical issue, namely service delivery. The Government became increasingly aware that a significant expansion in the scope and quality of service provision was not possible with traditional delivery settings and approaches. There is growing evidence that there is a need for a significant departure from conventional approaches and that a leap into a new service delivery paradigm is necessary. Increasingly this new paradigm highlights the need to further develop the government’s project management skills and applications with a view to achieving improved delivery capability. In this article the focus will be placed on the changing service delivery paradigm – from an “old” traditional model through the transition to a “new” paradigm. This paradigm is shaped by international and national trends and events in government. The contribution and advantages of project management applications for effective governance are highlighted and the article concludes with an explanation of project management organisational arrangements necessary to support the new paradigm.

  10. A project manager's primer on data validation

    International Nuclear Information System (INIS)

    Ramos, S.J.

    1991-01-01

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

  11. HISPANIC ENVIRONMENTAL AND WASTE MANAGEMENT OUTREACH PROJECT

    Energy Technology Data Exchange (ETDEWEB)

    Sebastian Puente

    1998-07-25

    The Department of Energy Office of Environmental Management (DOE-EM) in cooperation with the Self Reliance Foundation (SRF) is conducting the Hispanic Environmental and Waste Management Outreach Project (HEWMO) to increase science and environmental literacy, specifically that related to nuclear engineering and waste management in the nuclear industry, among the US Hispanic population. The project will encourage Hispanic youth and young adults to pursue careers through the regular presentation of Spanish-speaking scientists and engineers and other role models, as well as career information on nationally broadcast radio programs reaching youth and parents. This project will encourage making science, mathematics, and technology a conscious part of the everyday life experiences of Hispanic youth and families. The SRF in collaboration with the Hispanic Radio Network (HRN) produces and broadcasts radio programs to address the topics and meet the objectives as outlined in the Environmental Literacy Plan and DOE-EM Communications Plan in this document. The SRF has in place a toll-free ''800'' number Information and Resource Referral (I and RR) service that national radio program listeners can call to obtain information and resource referrals as well as give their reactions to the radio programs that will air. HRN uses this feature to put listeners in touch with local organizations and resources that can provide them with further information and assistance on the related program topics.

  12. HISPANIC ENVIRONMENTAL AND WASTE MANAGEMENT OUTREACH PROJECT

    International Nuclear Information System (INIS)

    Sebastian Puente

    1998-01-01

    The Department of Energy Office of Environmental Management (DOE-EM) in cooperation with the Self Reliance Foundation (SRF) is conducting the Hispanic Environmental and Waste Management Outreach Project (HEWMO) to increase science and environmental literacy, specifically that related to nuclear engineering and waste management in the nuclear industry, among the US Hispanic population. The project will encourage Hispanic youth and young adults to pursue careers through the regular presentation of Spanish-speaking scientists and engineers and other role models, as well as career information on nationally broadcast radio programs reaching youth and parents. This project will encourage making science, mathematics, and technology a conscious part of the everyday life experiences of Hispanic youth and families. The SRF in collaboration with the Hispanic Radio Network (HRN) produces and broadcasts radio programs to address the topics and meet the objectives as outlined in the Environmental Literacy Plan and DOE-EM Communications Plan in this document. The SRF has in place a toll-free ''800'' number Information and Resource Referral (I and RR) service that national radio program listeners can call to obtain information and resource referrals as well as give their reactions to the radio programs that will air. HRN uses this feature to put listeners in touch with local organizations and resources that can provide them with further information and assistance on the related program topics

  13. Ecological Forecasting Project Management with Examples

    Science.gov (United States)

    Skiles, J. W.; Schmidt, Cindy; Estes, Maury; Turner, Woody

    2017-01-01

    Once scientists publish results of their projects and studies, all too often they end up on the shelf and are not otherwise used. The NASA Earth Science Division established its Applied Sciences Program (ASP) to apply research findings to help solve and manage real-world problems and needs. ASP-funded projects generally produce decision support systems for operational applications which are expected to last beyond the end of the NASA funding. Because of NASAs unique perspective of looking down on the Earth from space, ASP studies involve the use of remotely sensed information consisting of satellite data and imagery as well as information from sub-orbital platforms. ASP regularly solicits Earth science proposals that address one or more focus areas; disasters mitigation, ecological forecasting, health and air quality, and water resources. Reporting requirements for ASP-funded projects are different from those typical for research grants from NASA and other granting agencies, requiring management approaches different from other programs. This presentation will address the foregoing in some detail and give examples of three ASP-funded ecological forecasting projects that include: 1) the detection and survey of chimpanzee habitat in Africa from space, 2) harmful algal blooms (HABs) in the California Current System affecting aquaculture facilities and marine mammal populations, and 3) a call for the public to identify North America wildlife in Wisconsin using trail camera photos. Contact information to propose to ASP solicitations for those PIs interested is also provided.

  14. Designing the owner's nuclear project management organization

    International Nuclear Information System (INIS)

    Cooke, T.C.; Peck, B.H.

    1976-01-01

    Few decisions are more important to an electric utility company than the one to build a nuclear generating facility. This decision will require continuous management attention to the nuclear project for periods of up to ten years on the part of the utility. Effective management of such a large, complex project requires an owner's organization skilled in such areas as engineering, heavy construction, procurement, and project control. The paper describes a method for designing the owner's nuclear organization. Factors considered include the identification of milestone events and phases of the project and identification of key organizational groups and their degree of involvement. A series of important decision milestones is also identified for structuring the organization. A step-by-step analysis involving a set of evaluation criteria results in a recommended organization that can be staffed by the owner according to the degree of involvement desired. This technique of analysis could also be performed using different evaluation criteria resulting in other options for the owner's organization

  15. The Future of Project Management in Technical Communication

    DEFF Research Database (Denmark)

    Kampf, Constance

    2006-01-01

    Project Management increasing shapes workplace communication, especially when technical commuicators participate in cross-disciplinary development teams. This paper looks at the future of project management in technical communication and argues for a communicative approach to project management...... for technical communication students. The Project Management course in the International Bachelor Program of Marketing and Management Communication at the Aarhus School of Business is described, and the implications fortechnical communication curricula are discussed....

  16. Engineering schedule control of nuclear power project planning and management

    International Nuclear Information System (INIS)

    Meng Hao

    2014-01-01

    Nuclear power design is the important part of project management of nuclear power project, it is the way to control the project organization, design schedule, design progress, design quality and cost control. The good schedule system and control is the key to the success for the project. It is also analyzed the problem during the project, by using some theory and analyze the project structure, design schedule management, IED and document management and interface management propose some new idea for better improve the design management to finally better improve the management quality and efficiency. (author)

  17. Using Options to Manage Dynamic Uncertainty in Acquisition Projects

    National Research Council Canada - National Science Library

    Ceylan, B. K; Ford, David N

    2002-01-01

    Uncertainty in acquisition projects and environments can degrade performance. Traditional project planning, management tools, and methods can effectively deal with uncertainties in relatively stable environments...

  18. Organizational structures of companies versus project management effectiveness

    Directory of Open Access Journals (Sweden)

    Joanna Haffer

    2012-12-01

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

  19. Risk Management for New Product Development Projects in Food Industry

    Directory of Open Access Journals (Sweden)

    Porananond, D.

    2014-07-01

    Full Text Available Project risk management provides a guideline for decision making in new product development (NPD projects, reducing uncertainty and increasing success rate. However, the acceptance of formal risk management applications in industry, especially for NPD projects is still in question. A study of a food conglomerate in Thailand found that only 9% of NPD projects used a systematic approach for managing risk. 61% of the projects realised the importance of risk management, while the remaining 30% did not involve risk management at all. This study aims to develop a risk management model for NPD projects in the food industry. The first section of this paper reviews the literature on risk management theory, including international standards for risk and project management (ISO31000 and ISO21500, publications for the Project Management Body of Knowledge (PMBOK, by a professional organisation the Project Management Institute (PMI, and also academic research. 182 academic papers, published between January 2002 and August 2012 were selected. The second part interviews conducted with eight NPD experts from five of the major food manufacturers in Thailand to examine their risk management practices and problems. Conclusions are made on five topics : classification of research method, project type and industrial segment, distribution of articles by region, tools & techniques for risk management and risk factors in projects. Specific requirements of risk management for NPD projects in the food industry are identified. A risk management model and the concept of risk management applications for the food industry are proposed.

  20. Failure Modes Effects and Criticality Analysis, an Underutilized Safety, Reliability, Project Management and Systems Engineering Tool

    Science.gov (United States)

    Mullin, Daniel Richard

    2013-09-01

    The majority of space programs whether manned or unmanned for science or exploration require that a Failure Modes Effects and Criticality Analysis (FMECA) be performed as part of their safety and reliability activities. This comes as no surprise given that FMECAs have been an integral part of the reliability engineer's toolkit since the 1950s. The reasons for performing a FMECA are well known including fleshing out system single point failures, system hazards and critical components and functions. However, in the author's ten years' experience as a space systems safety and reliability engineer, findings demonstrate that the FMECA is often performed as an afterthought, simply to meet contract deliverable requirements and is often started long after the system requirements allocation and preliminary design have been completed. There are also important qualitative and quantitative components often missing which can provide useful data to all of project stakeholders. These include; probability of occurrence, probability of detection, time to effect and time to detect and, finally, the Risk Priority Number. This is unfortunate as the FMECA is a powerful system design tool that when used effectively, can help optimize system function while minimizing the risk of failure. When performed as early as possible in conjunction with writing the top level system requirements, the FMECA can provide instant feedback on the viability of the requirements while providing a valuable sanity check early in the design process. It can indicate which areas of the system will require redundancy and which areas are inherently the most risky from the onset. Based on historical and practical examples, it is this author's contention that FMECAs are an immense source of important information for all involved stakeholders in a given project and can provide several benefits including, efficient project management with respect to cost and schedule, system engineering and requirements management

  1. Overview of the Systems Analysis Framework for the EU Bioeconomy. Deliverable 1.4 of the EU FP 7 SAT-BBE project Systems Analysis Tools Framework for the EU Bio-Based Economy Strategy (SAT BBE)

    NARCIS (Netherlands)

    Leeuwen, van M.G.A.; Meijl, van H.; Smeets, E.M.W.; Tabeau-Kowalska, E.W.

    2014-01-01

    In November 2012 the Systems Analysis Tools Framework for the EU Bio-Based Economy Strategy project (SAT-BBE) was launched with the purpose to design an analysis tool useful to monitoring the evolution and impacts of the bioeconomy. In the SAT-BBE project the development of the analysis tool for the

  2. Integrating workflow and project management systems for PLM applications

    Directory of Open Access Journals (Sweden)

    Fabio Fonseca Pereira de Paula

    2008-07-01

    Full Text Available The adoption of Product Life-cycle Management Systems (PLMs concept is fundamental to improve the product development, mainly to small and medium enterprises (SMEs. One of the challenges is the integration between project management and product data management functions. The paper presents an analysis of the potential integration strategies for a specifics product data management system (SMARTEAM and a project management system (Microsoft Project, which are commonly used for SMEs. Finally the article presents some considerations about the study of Project Management solutions in SMB’s companies, considering the PLM approach. Key-words: integration, project management (PM, workflow, PDM, PLM.

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

    Directory of Open Access Journals (Sweden)

    Gordana ŽURGA

    2018-02-01

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

  4. Public participation in UMTRA Project Program Management

    International Nuclear Information System (INIS)

    Majors, M.J.; Ulland, L.M.

    1993-01-01

    The U.S. Department of Energy (DOE) is cleaning up radioactive soil and ore residue from 24 inactive uranium processing sites under the Uranium Mill Tailings Remedial Action (UMTRA) Project. In early 1993, the DOE adopted new guidelines strongly encouraging public participation. This guidance commits to providing the public with opportunities to participate in the decision-making process for program planning, design, and implementation. Rooted in the conviction that an effective public participation program will enable citizens to take part in policy decisions, the full adoption of the guidance by the UMTRA project can also help DOE make better decisions, provide a means to build consensus, and assist in building credibility. This transition to open communication parallels the climate of corporate America in which increases in productivity are often the result of workers and management teaming together to solve problems. While these guidelines have been embraced by public affairs staff from headquarters to the field offices, barriers still exist that inhibit substantive public involvement. The challenge for the UMTRA project is to overcome these barriers to ensure that public participation is an integral part of the way business is conducted. This paper discusses lessons learned by the UMTRA project in its efforts to address barriers to public participation and the project's plans for full compliance with the DOE guidelines

  5. LANL12-RS-107J PYTHON Radiography Analysis Tool (PyRAT). Mid-Year Deliverable Report for FY15

    International Nuclear Information System (INIS)

    Temple, Brian Allen; Armstrong, Jerawan Chudoung

    2015-01-01

    This document is a mid-year report on a deliverable for the PYTHON Radiography Analysis Tool (PyRAT) for project LANL12-RS-107J in FY15. The deliverable is deliverable number 2 in the work package and is titled ''Add the ability to read in more types of image file formats in PyRAT''. Right now PyRAT can only read in uncompressed TIF files (tiff files). It is planned to expand the file formats that can be read by PyRAT, making it easier to use in more situations. A summary of the file formats added include jpeg, jpg, png and formatted ASCII files.

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

    International Nuclear Information System (INIS)

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

    2006-01-01

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

  7. Successful healthcare programs and projects: organization portfolio management essentials.

    Science.gov (United States)

    Pickens, Scott; Solak, Jamie

    2005-01-01

    Many healthcare organization projects take more time and resources than planned and fail to deliver desired business outcomes. Healthcare IT is a major component of many projects and often undeservedly receives the blame for failure. Poor results are often not a result of faulty healthcare IT or poor project management or poor project execution alone. Many projects fail because of poor portfolio management--poor planning and management of the portfolio of initiatives designed to meet an organization's strategic goals. Because resources are limited, portfolio management enables organizations to more strategically allocate and manage their resources so care delivery, service delivery, and initiatives that advance organizations toward their strategic goals, including healthcare IT initiatives, can be accomplished at the levels of quality and service desired by an organization. Proper portfolio management is the essential foundation for program and project success and supports overall organization success. Without portfolio management, even programs and projects that execute flawlessly may not meet desired objectives. This article discusses the essential requirements for porfolio management. These include opportunity identification, return on investment (ROI) forecast, project prioritization, capacity planning (inclusive of human, financial, capital, and facilities resources), work scheduling, program and project management and execution, and project performance and value assessment. Portfolio management is essential to successful healthcare project execution. Theories are drawn from the Organizational Project Management Maturity Model (OPM3) work of the Project Management Institute and other leading strategy, planning, and organization change management research institutes.

  8. Traditional Project Management and the Visual Workplace Environment to Improve Project Success

    Science.gov (United States)

    Fichera, Christopher E.

    2016-01-01

    A majority of large IT projects fail to meet scheduled deadlines, are over budget and do not satisfy the end user. Many projects fail in spite of utilizing traditional project management techniques. Research of project management has not identified the use of a visual workspace as a feature affecting or influencing the success of a project during…

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

    International Nuclear Information System (INIS)

    Chen Mao

    2004-01-01

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

  10. Review of the project risk management plan in the capital projects organization at ConocoPhillips

    OpenAIRE

    Meidell, Camilla

    2011-01-01

    Master's thesis in Risk management Project Risk Management (PRM) has in recent years become an important aspect of business organization and project management. There has always been a requirement for some risk management at COPNO. However about 3 years ago the process became much more defined and has become a requirement for the contingency used on projects to be based upon the risking process. Since risk management in projects is a requirement in the CP organization it is ...

  11. TRANSIT WP3 deliverable D3.2 – “A first prototype of TSI theory”

    DEFF Research Database (Denmark)

    Haxeltine, Alex; Kemp, René; Dumitru, Adina

    2015-01-01

    The purpose of this deliverable (D3. 2) of the TRANSIT research project is to report on the development of a 'first prototype'of a middle-range theory of transformative social innovation. The 'prototype'is presented here in the form a framework for Transformative Social Innovation, which at this ...

  12. Deliverable 1.1 Smart grid scenario

    DEFF Research Database (Denmark)

    Korman, Matus; Ekstedt, Mathias; Gehrke, Oliver

    2015-01-01

    The purpose of the SALVAGE project is to develop better support for managing and designing a secure future smart grid. This approach includes cyber security technologies dedicated to power grid operation as well as support for the migration to the future smart grid solutions, including the legacy...... of ICT that necessarily will be part of it. The objective is further to develop cyber security technology and methodology optimized with the particular needs and context of the power industry, something that is to a large extent lacking in general cyber security best practices and technologies today...

  13. Project management: a case of fixed price IS/IT projects. Analysis of projects by project scopes

    Directory of Open Access Journals (Sweden)

    Miroslav Kral

    2012-10-01

    Full Text Available The paper provides an overview of major issues of IS / IT projects. Attention will be focused on projects that are implemented under a contract for a specified amount of work and fixed price. The main purpose of the paper is to analyse the project parameters in terms of the types of projects, and to confirm, or refuse, a hypothesis related to this. There is some evidence from the portfolio of projects that have been implemented by the international companies providing IT services. Regarding the localisation, CEE region was selected for our research. The outputs of the paper should be a contribution to managing IS/IT projects in IT service delivery organizations and for the support of innovative thinking about project management generally.

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

    Science.gov (United States)

    Burmistrov, Andrey; Siniavina, Maria; Iliashenko, Oksana

    2018-03-01

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

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

    Directory of Open Access Journals (Sweden)

    Burmistrov Andrey

    2018-01-01

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

  16. Project management a systems approach to planning, scheduling, and controlling

    CERN Document Server

    Kerzner, Harold

    2013-01-01

    The bestselling project management text for students andprofessionals-now updated and expanded This Eleventh Edition of the bestselling "bible" ofproject management maintains the streamlined approach of the prioreditions and moves the content even closer to PMI's ProjectManagement Body of Knowledge (PMBOK). New content has been added tothis edition on measuring project management ROI, value to theorganization and to customers, and much more. The capstone "super"case on the "Iridium Project" has been maintained, covering allaspects of project management. Increased use of sidebars throughoutthe book helps further align it with the PMBOK and the ProjectManagement Professional (PMP) Certification Exam. This new edition features significant expansion, including morethan three dozen entirely new sections and updates on processsupporting; types of project closure; project sponsorship; andculture, teamwork, and trust. This comprehensive guide to theprinciples and practices of project management: Offers new sections...

  17. Project management a systems approach to planning, scheduling, and controlling

    CERN Document Server

    Kerzner, Harold

    2017-01-01

    Project Management is the bestselling text for students and professionals, presenting a streamlined approach to project management functions in full alignment with PMI(r)'s latest Project Management Body of Knowledge (PMBOK(r)). This new 12th edition has been updated to reflect the latest changes found in the PMBOK(r) Guide--Sixth Edition, and features new coverage of emerging topics including global stakeholder management, causes of failure, agile project management, project governance failure, customer approval milestones, classifying project metrics, and more. Supplementary materials are available for students, working professionals, and instructors. * Understand organizational structures and project management functions * Learn how to control costs, manage risk, and analyze trade-offs * Examine different methods used for planning, scheduling, QA, and more * Work effectively with customers and stakeholders from around the globe Project Management is the comprehensive reference to keep within arm's reach. ...

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

    African Journals Online (AJOL)

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

  19. Prototype road weather performance management tool : project report : draft report.

    Science.gov (United States)

    2016-09-30

    This report is the Project Report for the Road Weather Performance Management (RW-PM) Tool developed for the project on Development and Demonstration of a Prototype Road Weather Performance Management Application that Uses Connected Vehicle Data (RW-...

  20. Project and Production Management in the Construction Industry

    OpenAIRE

    Chien-Ho Ko

    2012-01-01

    In this issue, the Journal of Engineering, Project, and Production Management (EPPM-Journal) presents five original research papers related to project and production management in the construction industry from authors in Africa, Asia, and Europe.