WorldWideScience

Sample records for project management implementation

  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. 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.

  3. 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

  4. 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

  5. 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.

  6. 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

  7. ERP project implementation and risk management of nuclear power enterprise

    International Nuclear Information System (INIS)

    Wang Fei

    2008-01-01

    According to the characteristic and development trend of nuclear power enterprise informatization, combined with the general ERP implementation experience, the method is proposed to ensure the successful implementation and risk management of ERP project in nuclear power enterprise. (authors)

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

    International Nuclear Information System (INIS)

    Dronen, V.R.

    1998-01-01

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

  9. Project-Management Tools for Libraries: A Planning and Implementation Model Using Microsoft Project 2000

    OpenAIRE

    Ying Zhang; Corinne Bishop

    2005-01-01

    This paper discusses how Microsoft Project 2000 was utilized at the University of Central Florida Libraries to manage an e-reference implementation project. As libraries today adopt more information technologies, efficiently managing projects can be challenging. The authors’ experience in the implementation of QuestionPoint e-reference software in October 2003 is described. Their conclusion illustrates that project-management tools, such as Microsoft Project 2000, offer practical workflow-man...

  10. Dryden Flight Research Center Critical Chain Project Management Implementation

    Science.gov (United States)

    Hines, Dennis O.

    2012-01-01

    In Fiscal Year 2011 Dryden Flight Research Center (DFRC) implemented a new project management system called Critical Chain Project Management (CCPM). Recent NASA audits have found that the Dryden workforce is strained under increasing project demand and that multi-tasking has been carried to a whole new level at Dryden. It is very common to have an individual work on 10 different projects during a single pay period. Employee surveys taken at Dryden have identified work/life balance as the number one issue concerning employees. Further feedback from the employees indicated that project planning is the area needing the most improvement. In addition, employees have been encouraged to become more innovative, improve job skills, and seek ways to improve overall job efficiency. In order to deal with these challenges, DFRC management decided to adopt the CCPM system that is specifically designed to operate in a resource constrained multi-project environment. This paper will discuss in detail the rationale behind the selection of CCPM and the goals that will be achieved through this implementation. The paper will show how DFRC is tailoring the CCPM system to the flight research environment as well as laying out the implementation strategy. Results of the ongoing implementation will be discussed as well as change management challenges and organizational cultural changes. Finally this paper will present some recommendations on how this system could be used by selected NASA projects or centers.

  11. Decoupling, re-Engaging: managing trust relationships in implementation projects

    DEFF Research Database (Denmark)

    Rose, Jeremy; Schlichter, Bjarne Rerup

    2012-01-01

    , and the complex demands of managing those fluctuations. We investigate evolving trust relationships in a longitudinal case analysis of a large Integrated Hospital System implementation for the Faroe Islands. Trust relationships suffered various breakdowns, but the project was able to recover and eventually meet...... its goals. Based on concepts from Giddens’ later work on modernity, we develop two approaches for managing dynamic trust relationships in implementation projects: decoupling and re-engaging.......An important aspect of the successful implementation of large information systems (such as ERP systems) is trust. These implementations impact the legitimate interests of many groups of stakeholders, and trust is a critical factor for success. Trust in the project is contingent upon many factors...

  12. 49 CFR 633.27 - Implementation of a project management plan.

    Science.gov (United States)

    2010-10-01

    ... 49 Transportation 7 2010-10-01 2010-10-01 false Implementation of a project management plan. 633... TRANSIT ADMINISTRATION, DEPARTMENT OF TRANSPORTATION PROJECT MANAGEMENT OVERSIGHT Project Management Plans § 633.27 Implementation of a project management plan. (a) Upon approval of a project management plan by...

  13. Risk Management in the Implementation of Smart Building Projects

    Directory of Open Access Journals (Sweden)

    Kankhva Vadim

    2017-01-01

    Full Text Available This article contains the results of a study of the risk control structure in the implementation of smart building projects, which are presented herein in the form of an operational risk management mechanism developed by the author and an improved definition of the risk management system. The mechanism is developed based on the analysis of a review of the current state of the construction sector and the existing organizational structures of construction companies, as well as based on the identification of new necessary functions and objectives of risk management systems. The results of the study can be used in the process of development and integration of risk management systems by the existing construction companies specialized in the construction of smart buildings.

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

    International Nuclear Information System (INIS)

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

    1995-01-01

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

  15. The implementation of sustainability principles in project management

    NARCIS (Netherlands)

    Gilbert Gilbert Silvius; Debby Goedknegt

    2012-01-01

    It is becoming clear that the project management practice must embrace sustainability in order to develop into a 'true profession' (Silvius et al., 2012). In project management, sustainability can be gained in both the product of the project and in the process of delivering the product. (Gareis et

  16. Managing the Challenges of Leadership in ERP Implementations: An Exploratory Study of the Leadership Challenges Encountered by Project Managers Involved in ERP Implementation Projects

    Science.gov (United States)

    Wanjagi, James K.

    2013-01-01

    Increasingly, organizations are conducting more Enterprise Resource Planning (ERP) projects in order to promote organizational efficiencies. Meanwhile, minimal research has been conducted on the leadership challenges faced by project managers during the ERP project implementations and how these challenges are managed. The existing project…

  17. The management, control and implementation of SCADA projects

    OpenAIRE

    2012-01-01

    M.Ing. The dissertation covers the establishment of a project from the point of view of a project manager. The document refers to examples where possible to illustrate the actual process through which a project goes during the life-cycle of the project. The first chapter provides an introduction to the context of the project and informs the reader of the type of project which the dissertation discusses. An overview of SCAD A (Supervisory Control and Data Acquisition) systems is discussed f...

  18. D6.4 Implementation: Project Knowledge Management

    DEFF Research Database (Denmark)

    Dolog, Peter; Durao, Frederico; Jahn, Karsten

    2009-01-01

    This report presents the prototype for the project knowledge management in Logica. We describe the related theories and our approach, the ‘circle of knowledge’. According to our analysis it results in the data-based import or update process between two specialized applications, one for project...... management and one for knowledge sharing. We describe the applications involved and the features used. The main component here is a templating mechanism in the KiWi system....

  19. Implementation of an Intelligent Tutorial System for Socioenvironmental Management Projects

    Science.gov (United States)

    Vera, Gil; Daniel, Víctor; Awad, Gabriel

    2015-01-01

    The agents responsible of execution of physical infrastructure projects of the Government of Antioquia must know the theories and concepts related to the socio-environmental management of physical infrastructure projects. In the absence of tools and the little information on the subject, it is necessary to build a m-learning tool to facilitate to…

  20. Leadership in Real Time : A Model of Attributes Needed by a Project Manager in ERP Implementations

    OpenAIRE

    Gunson, John; De Blasis, Jean-Paul; Neary, Mary

    2003-01-01

    The characteristics and organizational impacts of an Enterprise Resource Planning (ERP) Implementation Project requires highly professional Project Manager skills and attributes. Some may be learned or bought but the more important skills need to be part of the Project Manager's personal makeup. Coaching, mentoring and leadership skills (and beyond) help the Project Manager to take right decisions as even unknown-unknown situations arise during the implementation. This paper contributes to id...

  1. MANAGING THE INTERACTION OF RESOURCE DISTRIBUTION IN PROJECT MANAGEMENT OF IMPLEMENTATION AND FUNCTIONING OF EMERGENCY CALL SYSTEMS

    Directory of Open Access Journals (Sweden)

    Дмитро Сергійович КОБИЛКІН

    2016-02-01

    Full Text Available There have been proposed to use a mobile module "Resources manager" and its component model – scheme for managing the distribution of resources during the project management of implementation and functioning of System 112 in Ukraine. Are described the formalized tasks of performance the processes of managing the model – scheme at all stages of the projects life cycle. Also is developed the model – scheme interaction the blocks of the mobile module of resource management at the System 112 project. It describes the step by step interaction of blocks project management with the project data for successful project implementation and obtaining a product of the project, pointing out the environmental impact of the project on each of the project blocks. The conclusions about the expediency and efficiency of implementation of model – scheme in conditions of managing the emergency call systems at a single number were made.

  2. Implementation of a Project Management Office (PMO)--experiences from year 1.

    Science.gov (United States)

    Isola, Miriam; Polikaitis, Audrius; Laureto, Rose Ann

    2006-01-01

    Recognized as an early leader in clinical information systems, the University of Illinois Medical Center was challenged to meet the ever-increasing demand for information systems. Interviews with key stakeholders revealed unfavorable attitudes toward the Information Services department. Reasons given were that projects often are not aligned with business strategy, projects are delayed, IS itself is a barrier to progress, and a lack of proactive planning precipitates crises. Under the leadership of a new CIO, IS began developing a Project Management Office, or PMO, to better meet medical center business objectives and to more effectively manage technology projects. Successes during the first year included comprehensive IT strategic planning. Collaborative relationships were established with departmental leaders for planning, prioritizing, budgeting, and executing projects. A formal Web-based process for requesting IS projects was implemented, project management training was provided, and elements of standard project management methodology were implemented. While a framework for effective project management was created, significant effort is still required to firmly root these new processes within the organizational culture. Project management office goals for the second year include implementing a project portfolio management tool, refining the benefits methodology, and continuing the advancement of the project management methodology.

  3. Systems engineering management and implementation plan for Project W-464, immobilized high-level waste storage

    International Nuclear Information System (INIS)

    Wecks, M.D.

    1998-01-01

    The Systems Engineering Management and Implementation Plan (SEMIP) for TWRS Project W-46 describes the project implementation of the Tank Waste Remediation System Systems Engineering Management Plan. (TWRS SEMP), Rev. 1. The SEMIP outlines systems engineering (SE) products and processes to be used by the project for technical baseline development. A formal graded approach is used to determine the products necessary for requirements, design, and operational baseline completion. SE management processes are defined, and roles and responsibilities for management processes and major technical baseline elements are documented

  4. Systems engineering management and implementation plan for Project W-465, immobilized low-activity waste storage

    International Nuclear Information System (INIS)

    Kaspar, J.R.; Latray, D.A.

    1998-01-01

    The Systems Engineering Management and Implementation Plan (SEMIP) for TWRS Project W-465 describes the project implementation of the Tank Waste Remediation System Systems Engineering Management Plan (TWRS SEMP), Rev. 1. The SEMIP outlines systems engineering (SE) products and processes to be used by the project for technical baseline development. A formal graded approach is used to determine the products necessary for requirements, design, and operational baseline completion. SE management processes are defined, and roles and responsibilities for management processes and major technical baseline elements are documented

  5. 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...

  6. Integrated Environment and Safety and Health Management System (ISMS) Implementation Project Plan

    Energy Technology Data Exchange (ETDEWEB)

    MITCHELL, R.L.

    2000-01-10

    The Integrated Environment, Safety and Health Management System (ISMS) Implementation Project Plan serves as the project document to guide the Fluor Hanford, Inc (FHI) and Major Subcontractor (MSC) participants through the steps necessary to complete the integration of environment, safety, and health into management and work practices at all levels.

  7. Integrated Environment and Safety and Health Management System (ISMS) Implementation Project Plan

    International Nuclear Information System (INIS)

    MITCHELL, R.L.

    2000-01-01

    The Integrated Environment, Safety and Health Management System (ISMS) Implementation Project Plan serves as the project document to guide the Fluor Hanford, Inc (FHI) and Major Subcontractor (MSC) participants through the steps necessary to complete the integration of environment, safety, and health into management and work practices at all levels

  8. System Engineering Management and Implementation Plan for Project W-211, ''Initial Tank Retrieval Systems'' (ITRS)

    International Nuclear Information System (INIS)

    VAN BEEK, J.E.

    2000-01-01

    This systems Engineering Management and Implementation Plan (SEMIP) describes the Project W-211 implementation of the Tank Farm Contractor Systems Engineering Management Plan (TFC SEMP). The SEMIP defines the systems engineering products and processes used by the project to comply with the TFC SEMP, and provides the basis for tailoring systems engineering processes by applying a graded approach to identify appropriate systems engineering requirements for W-211

  9. System Engineering Management and Implementation Plan for Project W-211 Initial Tank Retrieval Systems (ITRS)

    Energy Technology Data Exchange (ETDEWEB)

    VAN BEEK, J.E.

    2000-05-05

    This systems Engineering Management and Implementation Plan (SEMIP) describes the Project W-211 implementation of the Tank Farm Contractor Systems Engineering Management Plan (TFC SEMP). The SEMIP defines the systems engineering products and processes used by the project to comply with the TFC SEMP, and provides the basis for tailoring systems engineering processes by applying a graded approach to identify appropriate systems engineering requirements for W-211.

  10. MANAGEMENT OF A COMPANY’S ECONOMIC SUSTAINABILITY IN THE PROCESS OF INNOVATIVE PROJECTS IMPLEMENTATION

    Directory of Open Access Journals (Sweden)

    Juliana M. Sulejmanova

    2013-01-01

    Full Text Available The article is devoted to management of a company’s sustainability in the process of innovative projects implementation. The author suggests using dynamic index named aggregated index of a company’s economic stability. Criteria of choosing innovative projects to be implemented are worked out. These criteria add traditional estimation and take into account changing company’s economic stability at every stage of project lifecycle.

  11. Tank waste remediation system immobilized high-level waste storage project configuration management implementation plan

    International Nuclear Information System (INIS)

    Burgard, K.G.; Schaus, P.S.; Rossi, H.

    1998-01-01

    This Configuration Management Implementation Plan was developed to assist in the management of systems, structures, and components, to facilitate the effective control and statusing of changes to systems, structures, and components; and to ensure technical consistency between design, performance, and operational requirements. Its purpose is to describe the approach Project W-464 will take in implementing a configuration management control, to determine the rigor of control, and to identify the mechanisms for imposing that control.This Configuration Management Implementation Plan was developed to assist in the management of systems, structures, and components, to facilitate the effective control and statusing of changes to systems, structures, and components; and to ensure technical consistency between design, performance, and operational requirements. Its purpose is to describe the approach Project W-464 will take in implementing a configuration management control, to determine the rigor of control, and to identify the mechanisms for imposing that control

  12. Conditions, factors and criteria for successful project implementation: generalization of experience of project management

    Directory of Open Access Journals (Sweden)

    Feraru Galina Sergeevna

    2014-11-01

    Full Text Available The article addresses issues characterizing features of project management contributing to their competitive advantage; shows the factors and criteria of success of projects and the main reasons for their failures, making the failed efforts of developers to create projects.

  13. Function of Management Consultation in Implementation of ERP Project

    Institute of Scientific and Technical Information of China (English)

    2002-01-01

    ERP(enterprise resource planning) is a huge and com pl ex system engineering which costs a great lot of fund and manpower. It is a refo rm in the enterprise management mode, management idea and management method whi ch needs mass fund import, with long period, full of risk, hard to perform and can't show its effects at once. The essence of the enterprise performing in ERP system is to run a "management engineering", which involves integration of opera tion process. The integration will touch business ...

  14. Contributions of the PMBok to the Project Management of an ERP System Implementation

    Directory of Open Access Journals (Sweden)

    Rui Manuel da Silva Gomes

    2013-12-01

    Full Text Available The implementation of Enterprise Resource Planning (ERP Systems has become generalized in companies and organizations, as a way to achieve the supply chain integration, to improve productivity and gain competitive advantages. Those implementations, more than simple technology projects, have revealed to be complex and time consuming business projects due to the structural and behaviour changes involved. This article analyzes, through the Project Coordinator’s point of view, two real cases of ERP implementation projects at Ibico Portuguesa, comparing the project management methodology adopted by Ibico with the Project Management Body of Knowledge (PMBoK, coming to the conclusion that the use of the PMBoK norms and best practices by the Project Manager could have been a success factor in those implementations, particularly referring to the elements that have been pointed as the most critical: planning, involvement and commitment of top management as well as stakeholders’ management.DOI:10.5585/gep.v4i2.37

  15. Scope Management: A Core Information System Implementation Project Pedagogy

    Science.gov (United States)

    Léger, Pierre-Majorique; Lyle, Derick; Babin, Gilbert; Charland, Patrick; Pellerin, Robert

    2013-01-01

    This article describes an initiative to provide IS management a capstone course that builds on the zone of proximal development concept, oriented towards developing prioritization and critical reasoning skills, and to promote self-learning. Request for proposal business cases appear to offer effective mechanisms for retaining context, while…

  16. System implementation: managing project and post project stage - case study in an Indonesian company

    NARCIS (Netherlands)

    Govindaraju, Rajesri; de Bruijn, E.J.; Fisscher, O.A.M.; Laptaned, U

    2007-01-01

    The research reported in this paper aims to get a better understanding of how the implementation process of enterprise systems (ES) can be managed, by studying the process from an organisational perspective. A review of the literature on previous research in ES implementation has been carried out

  17. Implementing Earned Value Management in the CxP EVA Systems Project Office

    Science.gov (United States)

    Sorge, Les L.

    2009-01-01

    Earned Value Management (EVM), like project management, is as much art as it is science to develop an implementation plan for a project. This presentation will cover issues that were overcome and the implementation strategy to deploy Earned Value Management (EVM) within the Constellation Program (CxP), EVA Systems Project Office (ESPO), as well as discuss additional hurdles that currently prevent the organization from optimizing EVM. Each organization and each project within an organization needs to mold an EVM implementation plan around existing processes and tools, while at the same time revising those existing processes and tools as necessary to make them compatible with EVM. The ESPO EVM implementation covers work breakdown structure, organizational breakdown structure, control account, work/planning package development; integrated master schedule development using an integrated master plan; incorporating reporting requirements for existing funding process such as Planning, Programming, Budgeting, and Execution (PPBE) and JSC Internal Task Agreements (ITA); and interfacing with other software tools such as the Systems Applications and Products (SAP) accounting system and the CxP wInsight EVM analysis tool. However, there are always areas for improvement and EVM is no exception. As EVM continues to mature within the NASA CxP, these areas will continue to be worked to resolution to provide the Program Managers, Project Managers, and Control Account Managers the best EVM data possible to make informed decisions.

  18. Methodology of project management at implementation of projects of high-rise construction

    Science.gov (United States)

    Papelniuk, Oksana

    2018-03-01

    High-rise construction is the perspective direction in urban development. An opportunity to arrange on rather small land plot a huge number of the living and commercial space makes high-rise construction very attractive for developers. However investment projects of high-rise buildings' construction are very expensive and complex that sets a task of effective management of such projects for the company builder. The best tool in this area today is the methodology of project management, which becomes a key factor of efficiency.

  19. The Conception of the Information Management of Innovation Project and the Stages of its Implementation

    Directory of Open Access Journals (Sweden)

    Babinska Solomiia Ya.

    2017-01-01

    Full Text Available The informational support plays an important role in the development and implementation of innovative projects, is a prerequisite for development of its conception. Proceeding from this, the article considers approaches of scientists to components of the life cycle of innovation project, revealing that the most of them would allocate three phases (development, implementation, and completion. In terms of the information support for each of these stages were defined objectives, tasks, managerial decisions (selecting of an innovation object; choosing the economy sector; identifying sources of financing; costing; substantiating expediency as to implementing a project; choosing counter-parties; product pricing; selecting markets; further use of the property objects, information arrays, necessary sources of information, it was considered how the conception of information management of innovation project is being implemented in stages.

  20. Storytelling Practices in Project Management : Exploratory study in new business process implementation in Information and Communication Technology projects

    OpenAIRE

    Abdubaliev, Ulukbek; Akysheva, Aizhan

    2017-01-01

    Stories have always been present in the life of people as a part of their culture, it is a rather ancient narrative technique. The message delivered in a form of a story is specifically appealing to listeners, which makes it a powerful communication tool. The thesis explores storytelling practices in project management by answering the question: “How project managers use storytelling in new business process implementation in ICT projects?” The choice of the topic was driven by the gap in the ...

  1. Implementation of quality management in early stages of research and development projects at a university.

    Science.gov (United States)

    Fiehe, Sandra; Wagner, Georg; Schlanstein, Peter; Rosefort, Christiane; Kopp, Rüdger; Bensberg, Ralf; Knipp, Peter; Schmitz-Rode, Thomas; Steinseifer, Ulrich; Arens, Jutta

    2014-04-01

    The ultimate objective of university research and development projects is usually to create knowledge, but also to successfully transfer results to industry for subsequent marketing. We hypothesized that the university technology transfer requires efficient measures to improve this important step. Besides good scientific practice, foresighted and industry-specific adapted documentation of research processes in terms of a quality management system might improve the technology transfer. In order to bridge the gap between research institute and cooperating industry, a model project has been accompanied by a project specific amount of quality management. However, such a system had to remain manageable and must not constrain the researchers' creativity. Moreover, topics and research team are strongly interdisciplinary, which entails difficulties regarding communication because of different perspectives and terminology. In parallel to the technical work of the model project, an adaptable quality management system with a quality manual, defined procedures, and forms and documents accompanying the research, development and validation was implemented. After process acquisition and analysis the appropriate amount of management for the model project was identified by a self-developed rating system considering project characteristics like size, innovation, stakeholders, interdisciplinarity, etc. Employees were trained according to their needs. The management was supported and the technical documentation was optimized. Finally, the quality management system has been transferred successfully to further projects.

  2. A Study of Using Simulation to Overcome Obstacles That Block the Implementation of Critical Chain Project Management to Project Management Environment

    OpenAIRE

    Chia-Ling Huang; Rong-Kwei Li; Chih-Hung Tsai; Yi-Chan Chung; Yao-Wen Hsu

    2014-01-01

    Since 1997, the Critical Chain Project Management (CCPM) method has received considerable attention. Hundreds of successful CCPM cases have achieved highly reliable on-time delivery (OTD) with short project lead-time (PLT) in multi-project environments. However, two obstacles have remained, blocking the implementation of CCPM to project management (PM) society. The first has been addressed by PM practitioners, who have been less than confident that OTD and PLT can be significantly improved by...

  3. IMPLEMENTATION OF WORK LIFE QUALITY PROGRAMS WITH THE PROJECT MANAGEMENT MODEL

    Directory of Open Access Journals (Sweden)

    Maria Lúcia Granja Coutinho

    2010-06-01

    Full Text Available The research studies the implementation of Quality of Working Life (QWL programs using project management techniques. Quality of Work Life projects have undergone a constant increase in scope to the point where they currently involve such diverse themes as change in dietary habits, exercise, stress management, socio environmental responsibility, and adult education. The major focus of this research is to analyze the processes and knowledge areas of project management being used to deal with this increased scope. The managerial processes identified were divided into categories of preparation, structuring, execution, and conclusion. The knowledge areas studied were: communication, risks, human resources, and acquisitions. The firms studied included mid to large sized firms located in the north, southeast and south of Brazil. We interviewed managers, directors, CEOs, plant managers, and line managers as part of this effort. The results suggest that the project management practices used were ad hoc and based on day to day needs. They also suggest that sound project management practices are applicable to QWL programs in the firms we studied.

  4. ON EXPERIENCE OF THE COLLABORATION AND PROJECT MANAGEMENT INFORMATION SYSTEM PODIO IMPLEMENTATION IN THE MEDICAL UNIVERSITY

    Directory of Open Access Journals (Sweden)

    Andrii V. Semenets

    2014-12-01

    Full Text Available The Information Technologies role in the medical university management is analyzed. The importance of the application of the electronic document management in the medical universities is shown. The implementation capabilities of the electronic document management system within a cloud services are shown. A Podio collaboration and project management cloud service features overview is presented. The methodology of the Podio capabilities usage to the medical university task management solving is developed. An approaches to the Podio Workspaces and Applications development for the faculties collaboration and project management in the departments of the medical universities are presented. The examples of the Podio features usage to the work-flow automation of the information-analytical and hardware and software support departments of the Ternopil State Medical University named after I. Ja. Horbachevsky are shown.

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

    International Nuclear Information System (INIS)

    Luehr, Anneke

    2011-08-01

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

  6. Managing your engineering consultants: Steps for simultaneously improving operations, project implementation, and your bottom line

    International Nuclear Information System (INIS)

    Kirchen, E.R.; Perilloux, B.L.

    1997-01-01

    The domestic oil and gas industry has responded to depleting reserves and increasing operating costs by downsizing the overhead required to maintain production and processing facilities. For many companies this downsizing has resulted in a reduced in-house engineering staff and a greater reliance on consulting engineering services. To get the most benefit from consulting engineering companies, the partnership between consultants and the oil and gas company needs to be carefully considered. Unfortunately, these partnerships are often developed at the home office with visionary goals in mind, only to be implemented reluctantly on a local level. A better strategy is to implement partnering tools on the local level and allow these partnerships to develop naturally, and at times, uniquely, at each location. The following such tools detailed in this paper are: manpower leveraging -- using field-trained consulting engineers to address project design/implementation and field/construction support so that the operating company's engineers may focus on management and detailed development of high-return projects; enhanced project scope and design review -- developing and reviewing project scope(s) and preliminary engineering designs to minimize engineering/construction costs as well as optimize the operability and constructability of the project; and consulting rate standardization -- understanding and structuring the consultant's rates so that neither side is exploited and so that the project is staffed in the interest of project execution and not maximum profits for the consultant

  7. Management systems oriented to projects: need for its implementation in sports academic institutions

    Directory of Open Access Journals (Sweden)

    Maidelyn Díaz Pérez

    2017-12-01

    Full Text Available The literature refers to the need that all academic institutions have today to use information systems articulated with the different processes that the organization executes. The idea of using this type of system is to convert the available information into knowledge that represents a competitive advantage for the organization. However, despite being a strength for any organization both to manage their strategic information and to manage the information generated by research projects, they are still not widely used. The reality shows that the academic sports institutions of the country and mainly the faculties of physical culture lack a culture in the use of systems to manage different substantive tasks of the center, such as the activity of research projects. It is estimated that if they rely more on the optimal use of the information and knowledge they have at the group level, all their scientific production indicators will be significantly increased. From this scenario, this research aims to expose the main strengths of information and knowledge management systems, mainly those aimed at projects for the stimulation of their use and implementation in academic institutions associated with sports. To achieve this objective, the logical historical method, direct observation, the method of analysis and synthesis, etc. were used. And among the main results obtained in this research there  is the relevance of the use of information management systems and knowledge aimed at projects to contribute to the promotion and success of research activities generated by projects.

  8. Project Management

    DEFF Research Database (Denmark)

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

  9. Project Management

    DEFF Research Database (Denmark)

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

    2015-01-01

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

  10. Decision making and senior management: the implementation of change projects covering clinical management in SUS hospitals.

    Science.gov (United States)

    Pacheco, José Márcio da Cunha; Gomes, Romeu

    2016-08-01

    This paper analyses the decision making process for senior management in public hospitals that are a part of the National Health Service in Brazil (hereafter SUS) in relation to projects aimed at changing clinical management. The methodological design of this study is qualitative in nature taking a hermeneutics-dialectics perspective in terms of results. Hospital directors noted that clinical management projects changed the state of hospitals through: improving their organizations, mobilizing their staff in order to increase a sense of order and systemizing actions and available resources. Technical rationality was the principal basis used in the decision making process for managers. Due to the reality of many hospitals having fragmented organizations, this fact impeded the use of aspects related to rationality, such as economic and financial factors in the decision making process. The incremental model and general politics also play a role in this area. We concluded that the decision making process embraces a large array of factors including rational aspects such as the use of management techniques and the ability to analyze, interpret and summarize. It also incorporates subjective elements such as how to select values and dealing with people's working experiences. We recognized that management problems are wide in scope, ambiguous, complex and do not come with a lot of structure in practice.

  11. Conflict free implementation of strategic project management office at the Entitie level utilizing “Evaporated cloud” diagram

    OpenAIRE

    Oganov, A.; Gogunsky, V.

    2015-01-01

    The analysis of reports on the last researches in area of project management office (PMO) in the organizations is carried out. Comparison of approaches in project management at the entities with PMO of different levels of a maturity and without it is executed. It is shown that the effectiveness of organizations orientation determined by the level of activity on project approaches, implemented with the help of Project Management Office through continuous improvement of design processes and ope...

  12. Day-to-day management of EU projects: Implementation of a local manager network to secure knowledge transfer

    Science.gov (United States)

    Hoffmann, Friederike; Meyer, Stefanie; de Vareilles, Mahaut

    2017-04-01

    In the past years there has been a strong push in Norway for increasing participation in the EU Framework Programmes for Research and Innovation. EU projects coordinated by the University of Bergen (UiB) usually receive management support from the central administration (mostly financial) in collaboration with a full- or part-time scientific project manager working on a fixed-term contract at the same institute as the project's principal scientist. With an increasing amount of granted EU projects, the number of scientific project managers employed across the whole university has also increased, and a need for coordination and professionalization of this service became obvious. Until recently, UiB had no unified structures and routines for training of newly recruited project managers, or for archiving and transferring routines and skills after the end of the project and the manager's employment contract. To overcome this administrative knowledge gap, the "Forum for scientific EU project managers at UiB" was founded in spring 2016 as an informal communication platform. Its purpose is to bring together current and previous scientific EU project managers from different disciplines to share their experiences. The main aim of the forum is to transfer and improve knowledge, skills and routines on effective management of EU funded projects, but also to function as a discussion forum where issues arising from handling international consortia can be reviewed. The group meets monthly and discusses current challenges from on-going EU projects as well as routines for specific project operation tasks. These routines are archived in an online best-practise guide which the group currently develops. The regular personal meetings are supplemented with an intense communication via a group mailing list and several individual mail- and phone-meetings. Since lessons learned during project implementation may improve future proposals, UiB research advisors for proposal support frequently

  13. What is the role of a project or program manager in implementing and maintaining a quality assurance program

    International Nuclear Information System (INIS)

    Anon.

    1989-01-01

    The task of managing a government-funded program has changed significantly from the days when a program manager managed the funds and depended on reports from a contractor to measure the program's progress. Today's manager of waste management program must be personally involved in every aspect of the program. The successful manager of a waste management program will lead the development of management controls to ensure successful accomplishment of project objectives. This paper describes the responsibilities of the project manager, the quality assurance staff and how they interface to develop and implement a quality assurance program for a waste management program

  14. Implementation of quality improvement techniques for management and technical processes in the ACRV project

    Science.gov (United States)

    Raiman, Laura B.

    1992-12-01

    Total Quality Management (TQM) is a cooperative form of doing business that relies on the talents of everyone in an organization to continually improve quality and productivity, using teams and an assortment of statistical and measurement tools. The objective of the activities described in this paper was to implement effective improvement tools and techniques in order to build work processes which support good management and technical decisions and actions which are crucial to the success of the ACRV project. The objectives were met by applications in both the technical and management areas. The management applications involved initiating focused continuous improvement projects with widespread team membership. The technical applications involved applying proven statistical tools and techniques to the technical issues associated with the ACRV Project. Specific activities related to the objective included working with a support contractor team to improve support processes, examining processes involved in international activities, a series of tutorials presented to the New Initiatives Office and support contractors, a briefing to NIO managers, and work with the NIO Q+ Team. On the technical side, work included analyzing data from the large-scale W.A.T.E.R. test, landing mode trade analyses, and targeting probability calculations. The results of these efforts will help to develop a disciplined, ongoing process for producing fundamental decisions and actions that shape and guide the ACRV organization .

  15. Implementation of quality improvement techniques for management and technical processes in the ACRV project

    Science.gov (United States)

    Raiman, Laura B.

    1992-01-01

    Total Quality Management (TQM) is a cooperative form of doing business that relies on the talents of everyone in an organization to continually improve quality and productivity, using teams and an assortment of statistical and measurement tools. The objective of the activities described in this paper was to implement effective improvement tools and techniques in order to build work processes which support good management and technical decisions and actions which are crucial to the success of the ACRV project. The objectives were met by applications in both the technical and management areas. The management applications involved initiating focused continuous improvement projects with widespread team membership. The technical applications involved applying proven statistical tools and techniques to the technical issues associated with the ACRV Project. Specific activities related to the objective included working with a support contractor team to improve support processes, examining processes involved in international activities, a series of tutorials presented to the New Initiatives Office and support contractors, a briefing to NIO managers, and work with the NIO Q+ Team. On the technical side, work included analyzing data from the large-scale W.A.T.E.R. test, landing mode trade analyses, and targeting probability calculations. The results of these efforts will help to develop a disciplined, ongoing process for producing fundamental decisions and actions that shape and guide the ACRV organization .

  16. UF's Lone Cabbage Oyster Reef Restoration Project: a use case in implementing a data management plan (DMP)

    OpenAIRE

    Aufmuth, Joe

    2018-01-01

    Data management plans are created to satisfy funding agency proposal requirements related to the data life cycle. Once an award is made researchers must implement the plan they described. But how is this best accomplished? The presentation UF’s Lone Cabbage Oyster Reef Restoration Project: a use case in implementing a data management plan (DMP) describes how PI's for this grant funded research project are achieving its data management plan goals using an academic library's consulting team.

  17. Implementation of an Integrated Information Management System for the US DOE Hanford Tank Farms Project

    International Nuclear Information System (INIS)

    Joyner, William Scott; Knight, Mark A.

    2013-01-01

    In its role as the Tank Operations Contractor at the U.S. Department of Energy's site in Hanford, WA, Washington River Protection Solutions, LLC is implementing an integrated document control and configuration management system. This system will combine equipment data with technical document data that currently resides in separate disconnected databases. The new system will provide integrated information, enabling users to more readily identify the documents that relate to a structure, system, or component and vice-versa. Additionally, the new system will automate engineering work processes through electronic workflows, and where practical and feasible provide integration with design authoring tools. Implementation of this system will improve configuration management of the technical baseline, increase work process efficiencies, support the efficient design of future large projects, and provide a platform for the efficient future turnover of technical baseline data and information

  18. Implementation of an Integrated Information Management System for the US DOE Hanford Tank Farms Project

    Energy Technology Data Exchange (ETDEWEB)

    Joyner, William Scott; Knight, Mark A.

    2013-11-14

    In its role as the Tank Operations Contractor at the U.S. Department of Energy's site in Hanford, WA, Washington River Protection Solutions, LLC is implementing an integrated document control and configuration management system. This system will combine equipment data with technical document data that currently resides in separate disconnected databases. The new system will provide integrated information, enabling users to more readily identify the documents that relate to a structure, system, or component and vice-versa. Additionally, the new system will automate engineering work processes through electronic workflows, and where practical and feasible provide integration with design authoring tools. Implementation of this system will improve configuration management of the technical baseline, increase work process efficiencies, support the efficient design of future large projects, and provide a platform for the efficient future turnover of technical baseline data and information.

  19. Implementation of knowledge management approach in project oriented activities. Experience from simulator upgrade project

    International Nuclear Information System (INIS)

    Pironkov, L.

    2010-01-01

    Project specifics: Replacement of analogue process control system with Ovation®based Distributed Control System; Hybrid solution with simulated I&C logic and stimulated Human Machine Interface; Initial design ‐“turn‐key” project based on standard relationship “single customer –single contractor

  20. Between a rock and a hard place: Management and implementation teams’ expectations of project managers in an agile information systems delivery environment

    Directory of Open Access Journals (Sweden)

    Songezo Nkukwana

    2017-08-01

    Objectives: This case study investigated how project managers could adapt to agile IS implementation environments to remain relevant. Specifically, the views of their key stakeholders (the management and implementation teams were elicited to provide insights into what is expected from agile project managers. Method: A qualitative, inductive content analysis approach using purposive sampling was used to identify 13 participants (comprising management and implementation team members within a large South African insurance company. Semi-structured interviews were conducted with all participants. Results: The management and implementation teams agreed that PM remains highly relevant in an agile environment for ensuring project governance including delivery, risk management, reporting and budgeting. There was, however, disagreement between the management and implementation teams on project management interaction with the implementation team. Management preferred a command and control type project manager, while the implementation team favoured a more inclusive, facilitative PM style. Conclusion: To remain viable in an agile IS project implementation environment within large corporates, project managers need to be aware of what various stakeholders expect of them. They need to retain some of the classic PM functions while adapting to the interpersonal and collaborative requirements of the agile way.

  1. Implementing practice management strategies to improve patient care: the EPIC project.

    Science.gov (United States)

    Attwell, David; Rogers-Warnock, Leslie; Nemis-White, Joanna

    2012-01-01

    Healthcare gaps, the difference between usual care and best care, are evident in Canada, particularly with respect to our aging, ailing population. Primary care practitioners are challenged to identify, prevent and close care gaps in their practice environment given the competing demands of informed, litigious patients with complex medical needs, ever-evolving scientific evidence with new treatment recommendations across many disciplines and an enhanced emphasis on quality and accountability in healthcare. Patient-centred health and disease management partnerships using measurement, feedback and communication of practice patterns and outcomes have been shown to narrow care gaps. Practice management strategies such as the use of patient registries and recall systems have also been used to help practitioners better understand, follow and proactively manage populations of patients in their practice. The Enhancing Practice to Improve Care project was initiated to determine the impact of a patient-centred health and disease management partnership using practice management strategies to improve patient care and outcomes for patients with chronic kidney disease (CKD). Forty-four general practices from four regions of British Columbia participated and, indeed, demonstrated that care and outcomes for patients with CKD could be improved via the implementation of practice management strategies in a patient-centred partnership measurement model of health and disease management.

  2. Implementation and implication of total quality management on client- contractor relationship in residential projects

    Science.gov (United States)

    Murali, Swetha; Ponmalar, V.

    2017-07-01

    To make innovation and continuous improvement as a norm, some traditional practices must become unlearnt. Change for growth and competitiveness are required for sustainability for any profitable business such as the construction industry. The leading companies are willing to implement Total Quality Management (TQM) principles, to realise potential advantages and improve growth and efficiency. Ironically, researches recollected quality as the most significant provider for competitive advantage in industrial leadership. The two objectives of this paper are 1) Identify TQM effectiveness in residential projects and 2) Identify the client satisfaction/dissatisfaction areas using Analytical Hierarchy Process (AHP) and suggest effective mitigate measures. Using statistical survey techniques like set of questionnaire survey, it is observed that total quality management was applied in some leading successful organization to an extent. The main attributes for quality achievement can be defined as teamwork and better communication with single agreed goal between client and contractor. Onsite safety is a paramount attribute in the identifying quality within the residential projects. It was noticed that the process based quality methods such as onsite safe working condition; safe management system and modern engineering process safety controls etc. as interlinked functions. Training and effective communication with all stakeholders on quality management principles is essential for effective quality work. Late Only through effective TQM principles companies can avoid some contract litigations with an increased client satisfaction Index.

  3. Implementation of Agile project management in spent nuclear fuel characterization process

    International Nuclear Information System (INIS)

    Vinas Pena, P.

    2015-01-01

    Full text of publication follows. Spent nuclear fuel characterization (SNFC) is a complex process that covers different areas of analysis and whose final goal is to provide an accurate description of spent nuclear fuel (SNF) status for its future classification for storage and transport. The need to reduce the SNFC processing time maintaining the quality of the product has motivated ENUSA to research and implement Agile project management and human performance techniques. The Agile management techniques are focused in accommodate changes or new requirements in the project during the elaboration process without suffering delays or lose of quality. For its SNF projects ENUSA uses 2 complementary techniques: SCRUM and Kanban. SCRUM methodology is based on divide the process into activities blocks. Each block is a finished part of the final product which allows periodical deliveries of the product and the easy introduction of changes if they are necessary. The characterization process is formed by blocks of activities based on different analysis for every fuel assembly as the existence of leaking rods; the analysis of the structural integrity considering the existence of missing rods, broken or missing grids or grid straps or grid springs...; the corrosion phenomenon on the rod that could affect its integrity during the storage and transport; the burnup of the fuel assembly; the analysis of the rod internal pressure and its effect on rod failure mechanism as creep or on the material embrittlement due to the radial hydride precipitation; the compatibility with the container to avoid operational problems during cask loading and unloading, and any new input based on the regulatory evolution and the industry state of the art. The different analysis can be developed at the same time as they are independent. Kanban methodology consists in a visual representation of the evolution of the process. In a chart, the different activities needed to perform any of the analysis

  4. Managing projects using a project management approach

    Directory of Open Access Journals (Sweden)

    Marko D. Andrejić

    2011-04-01

    these objectives should be like. Requirements and effects of the application of project management The goal of the project management methodology is to assist the manager in all of these elements, but also to provide a uniform way of evaluating his performance as an objective comparison of indicators in all projects that are implemented in the system. Project management methodology Efficient business operations and fulfilling the requests of users, or buyers if business is done for the third parties, require modern planning and management of projects using computers and appropriate software. Given that the project management with the help of network models requires frequent and rapid processing of large amount of data, it is obvious that the application of computers in this area is of utmost importance. System of reporting on project implementation To achieve effective monitoring, control and implementation of control actions, it is necessary to organize an effective reporting system that will provide timely and realistic information about the real state of the project, in terms of job performing time, the resources spent and the costs of project implementation. Concept of risk management In any project there are many different risk events by type, the probability of appearance, manner and size of the impact of the project. The process of testing the nature of risk events in the project as well as their potential impact on the outcome of the project and their interdependence are realized through the risk analysis. Conclusion Methodologies of project management surged from these differences, when it became apparent that a unified approach to the problem of project managing does not meet the unique project requirements. Taking into account that in the future projects will become more complex and that the methodology of project management will be required to deal with such projects, a proper selection of methodology within the organization is extremely important.

  5. 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

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

    International Nuclear Information System (INIS)

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

    2009-01-01

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

  7. Evaluation of the Strategy Management Implementation in Project- Oriented Service Organizations

    Directory of Open Access Journals (Sweden)

    Abolfazl Sherafat

    2014-02-01

    Full Text Available Although developing strategic and operational plans is a difficult and complicated process, their successful implementation is much more difficult. Many organizations fail in the full implementation of their strategies. This is not due to the partial definition of strategies and organization‘s operational plan, but this is likely due to the lack of strong framework for creating alignment between employees and operational process and the organizational goals. To implement strategies effectively and to develop a comprehensive management system and to improve the performance, Robert Kaplan and David Norton introduced a modern management system which is Balanced ScoreCard. Likewise they introduced five main criteria: leadership, translation, alignment, every day process and ongoing process for a strategy oriented organization. This paper is intended to offer a systematic approach for measuring the effectiveness and efficiency of the strategic plan performance. For this study the questionnaire was distributed in a project- orientated service organization and after collection, by the use of statistical. Analysis especially factor analysis the grouping of sub-criteria under the five main criteria was confirmed. The statistical analysis showed that, two criteria of alignment and every day work had the lowest scores in terms of both implementation and effectiveness in the organization‘s senior and executive manager‘s point of view. With deep interview, studying of scorecards and meeting of the strategic committee of the studied organization, the two dimension of alignment and every day work were further examined and after identifying upgradeable areas, some suggestions for improving the effectiveness and efficiency of the studied organization were presented.

  8. Total Quality Management: Analysis, Evaluation and Implementation Within ACRV Project Teams

    Science.gov (United States)

    Raiman, Laura B.

    1991-01-01

    Total quality management (TQM) is a cooperative form of doing business that relies on the talents of everyone in an organization to continually improve quality and productivity, using teams and an assortment of statistical and measurement tools. The Assured Crew Return Vehicle (ACRV) Project Office was identified as an excellent project in which to demonstrate the applications and benefits of TQM processes. As the ACRV Program moves through its various stages of development, it is vital that effectiveness and efficiency be maintained in order to provide the Space Station Freedom (SSF) crew an affordable, on-time assured return to Earth. A critical factor for the success of the ACRV is attaining the maximum benefit from the resources applied to the program. Through a series of four tutorials on various quality improvement techniques, and numerous one-on-one sessions during the SSF's 10-week term in the project office, results were obtained which are aiding the ACRV Office in implementing a disciplined, ongoing process for generating fundamental decisions and actions that shape and guide the organization. Significant advances were made in improving the processes for two particular groups - the correspondence distribution team and the WATER Test team. Numerous people from across JSC were a part of the various team activities including engineering, man systems, and safety. The work also included significant interaction with the support contractor to the ACRV Project. The results of the improvement activities can be used as models for other organizations desiring to operate under a system of continuous improvement. In particular, they have advanced the ACRV Project Teams further down the path of continuous improvement, in support of a working philosophy of TQM.

  9. Project Management Information System: the Role and the Issues of Implementation

    Directory of Open Access Journals (Sweden)

    Dumitru OPREA

    2006-01-01

    Full Text Available We are coping more and more with the project and project management in day by day life. Even if some activities are the similarly with common organization actions, the life cycle project activities request more information and more actions. So it is necessary to have some tools, methods and rules to manage a large amount of information which must be disseminated to numerous stakeholders. This need could be solved by project management information systems (PMIS. PMIS is a complex one, with various components which are depending on type of project, type of organization etc. The latest evolution of information and communication technology was favorable to our research field. Therefore, there are different tools to support the structure, automation and efficiency of PMIS. Moreover from several years it is spread the following notions: web-based project management, project management office, enterprise project management. So, we can see the fast evolution of this field. But, our paper will bring general ideas relating to project management information systems, like definition of PMIS, the project life cycle and the information needed of each stage, various tools to support the PMIS procedures. The characteristics, tools, trends will be our future research.

  10. 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

  11. Evidence utilisation project: Management of inadvertent perioperative hypothermia. The challenges of implementing best practice recommendations in the perioperative environment.

    Science.gov (United States)

    Munday, Judy; Hines, Sonia Jane; Chang, Anne M

    2013-12-01

    The prevention of inadvertent perioperative hypothermia (IPH) remains an important issue in perioperative healthcare. The aims of this project were to: (i) assess current clinical practice in the management of IPH and (ii) promote best practice in the management of IPH in adult operating theatres. This project from August 2010 to March 2012 utilised a system of audit and feedback to implement best practice recommendations. Data were collected via chart audits against criteria developed from best practice recommendations for managing IPH. Evidence-based best practices, such as consistent temperature monitoring and patient warming, were implemented using multifaceted interventions. Perioperative records for 73 patients (baseline) and 72 patients (post-implementation) were audited. Post-implementation audit showed an increase in patients with temperatures >36°C admitted to the post-anaesthetic care unit (PACU) (8%) and discharged from PACU (28%). The percentage of patients receiving preoperative temperature monitoring increased (38%); however, low levels of intraoperative monitoring remained (31% of patients with surgery of 30 min or longer duration). Small increases were found in patient warming of 5% intraoperatively and 8% postoperatively. Preoperative warming was not successfully implemented during this phase of the project. Temperature monitoring, warming and rates of normothermia improved; however, barriers to best practice of IPH management were experienced, which negatively impacted on the project. Further stages of implementation and audit were added to further address IPH management in this department. © 2013 The Authors. International Journal of Evidence-Based Healthcare © 2013 The Joanna Briggs Institute.

  12. State and Federal project development procedures for bus rapid transit : managing differences and reducing implementation delays

    Science.gov (United States)

    2011-08-01

    This report documents an investigation into the transportation project development process in the : context of the implementation of bus rapid transit systems on the State Highway System as well as such : systems being part of the Federal New Starts ...

  13. Implementation of manufacturing data management application in the scientific research project. Case: CERN, the European Organization for Nuclear Research

    CERN Document Server

    Saifoulina, Margarita

    2010-01-01

    This Bachelor’s thesis examined the implementation process of an MTF (Manufacturing and Test Folder) application in the CLIC (Compact Linear Collider) Radio Frequency Structure Development project for manufacturing data management purposes. The primary goal of the study was to investigate how MTF implementation and its integration with CERN EDMS (Engineering and Equipment Data Management System) system could facilitate product life cycle through the supply chain, and could affect on manufacturing operations performance in internaland external levels. The aim of the study was also to find out implementation differences within CERN (European Organization for Nuclear Research) projects. The study is divided into two parts: a qualitative theory section and an empirical section. In the theory section differences of features between PDM (Product Data Management), EDM (Engineering Data Management) and PLM (Product Life Cycle Management) systems were studied. The thesis examined the benefits and managerial challeng...

  14. From Project Management Capabilities to ERP Implementation Success: The Mediating Effect of IT Executives' Capabilities

    Science.gov (United States)

    Touir, Maatallah

    2016-01-01

    Enterprise resource planning project implementation success is necessary for organizations to enhance productivity and achieve operational efficiency; however, the failure rates of ERP projects remain high, ranging between 10% and 90%, and costing organizations $500,000 to $300 million. The problem addressed in this study was the low success rate…

  15. Implementing care programmes for frail older people: A project management perspective

    NARCIS (Netherlands)

    Bindels, J.; Cox, K.; Abma, T.A.; van Schayck, O.C.P.; Widdershoven, G.

    2015-01-01

    Objective: To examine the issues that influenced the implementation of programmes designed to identify and support frail older people in the community in the Netherlands. Methods: Qualitative research methods were used to investigate the perspectives of project leaders, project members and members

  16. 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.

  17. Developing Asset Life Cycle Management capabilities through the implementation of Asset Life Cycle Plans – an Action Research project

    OpenAIRE

    Ruitenburg, Richard; Braaksma, Anne Johannes Jan

    2017-01-01

    Asset Life Cycle Management is a strategic approach to managing physical assets over their complete life cycle. However, the literature and the recent ISO 55,000 standard do not offer guidance as to how to develop such an approach. This paper investigates the main capabilities for Asset Life Cycle Management by means of a four year Action Research project implementing Asset Life Cycle Plans. Five main capabilities emerged: 1. strategic information use; 2. alignment of operations and strategy;...

  18. Project management as a tool to implement the strategy, the realities and prospects of oil and gas enterprises in the Republic of Kazakhstan

    Directory of Open Access Journals (Sweden)

    Karim Medet Sapiuly

    2017-01-01

    Full Text Available Project leadership is an important part of organizations’ activities. Project management makes it possible to solve some business tasks more effectively than the means of traditional and operational management. Projects hold a key role in the implementation of the organization’s strategy. Using the project leadership approach yielded uniting the functional units of the organization in a whole single team to achieve the goals and indicators of the strategy. Employing of project management in commercial and government organizations gets common in the CIS countries, including Republic of Kazakhstan. It is revealed that the implementation of a strategic management system will make it possible to minimize the consequences of the economic crisis for the oil and gas producing companies of Kazakhstan. A specific feature of Kazakhstan’s oil and gas industry lays in management system based on a functional approach, insufficient level of strategic management system and project management implementation. It is established that there are significant prospects for the development of project management in the oil and gas industry of Kazakhstan. Adoption and optimization of project leadership at the enterprises of the oil and gas industry in Kazakhstan will lead to the appropriate implementation of a strategic management system. In this regard, following measures are suggested to implement by enterprises: development of unified industry standards for project leadership; design of a training system for managers and employees; implementation of the process approach in the company’s management system; design and implementation of a Project Management Office (PMO in the company; development of a fair and progressive employees incentive program based on key performance indicators (KPI; implementation of specialized software for project management. The fulfillment of the above suggestions will significantly improve efficiency of the project management system

  19. Understanding and managing three-dimensional/four-dimensional model implementations at the project team level

    NARCIS (Netherlands)

    Hartmann, Timo; Levitt, R.

    2010-01-01

    This paper introduces an extant, theoretical, social-psychological model that explains the sense-making processes of project managers confronted with a new technology to improve our understanding of project-based innovation processes. The model represents the interlinked processes through which

  20. 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

  1. Impacts of the Implementation of a Project Management Information System – a Case Study of a Small R

    Directory of Open Access Journals (Sweden)

    Borštnar Mirjana Kljajić

    2014-02-01

    Full Text Available Background: The problems of resources management (human, financial, time in multi-project companies are inherently complex and need to be addressed systematically, in both small and large organizations. Furthermore, there is a need for transparent communication and collaboration within the organization as well as with partnering organizations. There are many methodologies and tools supporting project management, which are themselves complex and are therefore not widely adopted, especially among small companies. Objectives: The aim of this paper is to analyse impact of the implementation of a flexible cloud-based project management information system (PMIS from the human resources, financial management, and collaboration points of view. Method: We have conducted a case study in a small Slovenian research and development company, that has implemented the 4PM PMIS. Results: The findings imply the importance of keeping the balance of the creative processes that are unstructured, rule free and even chaotic, with structured processes monitor and control. Conclusions: The results of the study suggest that the use of “4PM” in support of multi-project management improves human resources and financial management in a collaborative and transparent way when implemented in an open and highly motivated environment

  2. 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

  3. Engineering Management Capstone Project EM 697: Compare and Contrast Risk Management Implementation at NASA and the US Army

    Science.gov (United States)

    Brothers, Mary Ann; Safie, Fayssal M. (Technical Monitor)

    2002-01-01

    NASA at Marshall Space Flight Center (MSFC) and the U.S. Army at Redstone Arsenal were analyzed to determine whether they were successful in implementing their risk management program. Risk management implementation surveys were distributed to aid in this analysis. The scope is limited to NASA S&MA (Safety and Mission Assurance) at MSFC, including applicable support contractors, and the US Army Engineering Directorate, including applicable contractors, located at Redstone Arsenal. NASA has moderately higher risk management implementation survey scores than the Army. Accordingly, the implementation of the risk management program at NASA is considered good while only two of five of the survey categories indicated that the risk management implementation is good at the Army.

  4. Implementation of a design and configuration management platform for fusion components on the Tore Supra WEST Project

    Energy Technology Data Exchange (ETDEWEB)

    Benoît, Fabrice, E-mail: fabrice-2.benoit@cea.fr [CEA, IRFM, F-13108 Saint-Paul-lez-Durance (France); Allegretti, Ludovic [CEA, IRFM, F-13108 Saint-Paul-lez-Durance (France); Aumeunier, Marie-Hélène [OPTIS, ZE de La Farlède, F-83078 Toulon Cedex 9 (France); Bucalossi, Jérôme; Doceul, Louis; Faïsse, Frederic; Firdaouss, Medhi; Geynet, Michel; Houtte, Didier van; Larroque, Sébastien; Magaud, Philippe; Maini, Patrick; Missirlian, Marc; Parrat, Hélène [CEA, IRFM, F-13108 Saint-Paul-lez-Durance (France); Robert, Julien [SOFYNE, F-69800 Saint Priest (France)

    2014-10-15

    Highlights: •A design and configuration management platform is under development for managing fusion components lifecycle at CEA. •Design platform ensures an efficient sharing of the data and provides connections between the different software and databases involved in fusion components design. •Design platform rollout on WEST project is ongoing as part of change control and configuration management implementation. -- Abstract: This paper presents the technical solutions and methodologies that are used and under development for managing the design lifecycle of the WEST project (W – for tungsten – Environment in Steady-state Tokamak, upgrade of Tore Supra's with actively cooled tungsten plasma facing components) fusion components and explains the interfaces that are implemented or in construction to connect together the different tools like documents management system, CAD modeler, or simulation codes around the data management backbone. It describes the methodologies used on the WEST project to optimize the design process by managing the engineering data workflow and ensuring the consistency between the different 3D representations for design or analysis as well as the specification or interfaces documents. Finally it explains how this platform contributes to reach the project targets in terms of performance, cost and schedule.

  5. Implementation of a design and configuration management platform for fusion components on the Tore Supra WEST Project

    International Nuclear Information System (INIS)

    Benoît, Fabrice; Allegretti, Ludovic; Aumeunier, Marie-Hélène; Bucalossi, Jérôme; Doceul, Louis; Faïsse, Frederic; Firdaouss, Medhi; Geynet, Michel; Houtte, Didier van; Larroque, Sébastien; Magaud, Philippe; Maini, Patrick; Missirlian, Marc; Parrat, Hélène; Robert, Julien

    2014-01-01

    Highlights: •A design and configuration management platform is under development for managing fusion components lifecycle at CEA. •Design platform ensures an efficient sharing of the data and provides connections between the different software and databases involved in fusion components design. •Design platform rollout on WEST project is ongoing as part of change control and configuration management implementation. -- Abstract: This paper presents the technical solutions and methodologies that are used and under development for managing the design lifecycle of the WEST project (W – for tungsten – Environment in Steady-state Tokamak, upgrade of Tore Supra's with actively cooled tungsten plasma facing components) fusion components and explains the interfaces that are implemented or in construction to connect together the different tools like documents management system, CAD modeler, or simulation codes around the data management backbone. It describes the methodologies used on the WEST project to optimize the design process by managing the engineering data workflow and ensuring the consistency between the different 3D representations for design or analysis as well as the specification or interfaces documents. Finally it explains how this platform contributes to reach the project targets in terms of performance, cost and schedule

  6. ORGANIZATIONAL PROJECT MANAGEMENT MATURITY

    Directory of Open Access Journals (Sweden)

    Yana Derenskaya

    2017-11-01

    , and documenting best practices and potential difficulties. Practical implications. For the purposes of the present research, the level of organizational project management maturity of the enterprise in question is evaluated according to the three-level model developed by H. Кеrzner. The conclusion is made that project management maturity of this enterprise corresponds to maturity level 2. Besides, the defined maturity level is specified in more detail along the life cycle phases in order to determine more precisely the position of project management activity of the enterprise within the maturity model. Potential problems (the so-called “bottlenecks” of the enterprise in the field of project management are identified. Based on the results of the analysis, a number of recommendations are suggested for further development of the corporate system of project management at the given enterprise. The results of the research showed that in order to achieve a higher level of maturity, it is necessary to create a project team, organize a project office, and distribute project management functions among the team members, develop a procedure of involving experts with different professional backgrounds into the project implementation, improve the procedure of creating project teams, ensure the accumulation of best practices of project implementation, establish the corporate standard of project management, and improve the strategic planning for project management, project implementation control, managing changes, labour resources and communication. The suggested guidelines are expected to facilitate the achievement of a higher level of maturity. They also envisage the terms of this transition and the responsible executives. Further enhancement of maturity level is achieved by means of performing a set of activities for improving and aligning various project management sub-processes aimed at managing costs, time, quality, and risks. Another important condition of enhancing

  7. Implementing a pain management nursing protocol for orthopaedic surgical patients: Results from a PAIN OUT project.

    Science.gov (United States)

    Cui, Cui; Wang, Ling-Xiao; Li, Qi; Zaslansky, Ruth; Li, Li

    2018-04-01

    To investigate the effect of introducing a standardised pain management nursing protocol in orthopaedic patients undergoing surgery. Postoperative pain is a common phenomenon but is still undertreated in hospitalised patients. Nurses' lack of sufficient knowledge and skills about pain management may be a contributing factor to poor outcomes. An interventional, separate sample pre- and post-test. A pain management nursing protocol was introduced and a handbook and training sessions regarding management of postsurgical pain were provided to the nurses on a Joint Orthopaedic ward at a university-affiliated general hospital in Guangzhou, China. Before and after the intervention, nurses' knowledge about pain management and attitudes were assessed, and perioperative management practices and pain-related patient-reported outcomes were evaluated. Sixteen and 15 registered nurses, and 77 and 71 patients participated in the study before and after the intervention, respectively. Nurses' scores related to knowledge and skills increased significantly after the protocol was introduced but were still insufficient with regard to pharmacological-related items. The proportion of patients receiving a combined opioid and nonopioid increased after the intervention. Clinically significant changes were observed in some patient-reported outcomes, such as worst pain since surgery, percentage of time experiencing severe pain, and pain interference with activities out of bed. There were significant changes in nonpharmacological methods administered by nurses to patients or used by patients to relieve pain. Implementation of a pain management nursing protocol combined with education in one surgical ward was associated with nurses' increased knowledge and attitudes regarding pain, a change in some management practices, and improvement in a number of pain-related patient-reported outcomes. It was feasible to develop and implement a standardised pain management nursing protocol and use it in the

  8. Assessment and management of burn pain at the Komfo Anokye Teaching Hospital: a best practice implementation project.

    Science.gov (United States)

    Bayuo, Jonathan; Munn, Zachary; Campbell, Jared

    2017-09-01

    Pain management is a significant issue in health facilities in Ghana. For burn patients, this is even more challenging as burn pain has varied facets. Despite the existence of pharmacological agents for pain management, complaints of pain still persist. The aim of this project was to identify pain management practices in the burns units of Komfo Anokye Teaching Hospital, compare these approaches to best practice, and implement strategies to enhance compliance to standards. Ten evidence-based audit criteria were developed from evidence summaries. Using the Joanna Briggs Institute Practical Application of Clinical Evidence Software (PACES), a baseline audit was undertaken on a convenience sample of ten patients from the day of admission to the seventh day. Thereafter, the Getting Research into Practice (GRiP) component of PACES was used to identify barriers, strategies, resources and outcomes. After implementation of the strategies, a follow-up audit was undertaken using the same sample size and audit criteria. The baseline results showed poor adherence to best practice. However, following implementation of strategies, including ongoing professional education and provision of assessment tools and protocols, compliance rates improved significantly. Atlhough the success of this project was almost disrupted by an industrial action, collaboration with external bodies enabled the successful completion of the project. Pain management practices in the burns unit improved at the end of the project which reflects the importance of an audit process, education, providing feedback, group efforts and effective collaboration.

  9. Teaching Management and Implementation of Pedagogical Classroom Projects in Basic Education

    Directory of Open Access Journals (Sweden)

    Waldemar Antonio Guerrero Matos

    2006-11-01

    Full Text Available The present article diffuses the results of the oriented study to determine the relationship between the administration of the educational one and the execution of the pedagogic projects of classroom in Basic Education. Theoretically it was based on the constructivismo and the contributions of the National Basic Curriculum. The investigation type was descriptive. The results allowed to corroborate in the teachers, weaknesses in the execution of the Pedagogic Projects of Classroom, evidencing difficulties to the moment to apply the pedagogic abilities. Therefore it is recommended to carry out courses of upgrade to manage with effectiveness this strategy of planning constructivist.

  10. 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...

  11. 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.

  12. Implementation of Project Management Concept into Industrial Energetics: Case Study in Paper Factory

    Directory of Open Access Journals (Sweden)

    Golub Markovic

    2015-05-01

    Full Text Available Fuel changing is directly linked to market movements of energy sources, consequently, large companies adapt to these changes and move towards economically worthwhile strategies. The appearance of an energy source, change or fuel production startup, is a complex investment project in the field of industrial energetics. This research paper brings a case study of transition from gas to solid fuel in the paper factory, where the factory achieved significant savings by changing the basic fuel. In this study we applied a large number of criteria and parameters of the project management concepts (such as WBS structure, Gantt chart, SWOT analysis, criteria for settlement date, etc.. The purpose of this study is to demonstrate and broaden the knowledge base of in the industrial and energy sectors and to show significant benefits and cost savings which occur as a result of changes of energy sources in the industry involving mass production processes.

  13. 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

  14. 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.

  15. An evaluation of the total quality management implementation strategy for the advanced solid rocket motor project at NASA's Marshall Space Flight Center. M.S. Thesis - Tennessee Univ.

    Science.gov (United States)

    Schramm, Harry F.; Sullivan, Kenneth W.

    1991-01-01

    An evaluation of the NASA's Marshall Space Flight Center (MSFC) strategy to implement Total Quality Management (TQM) in the Advanced Solid Rocket Motor (ASRM) Project is presented. The evaluation of the implementation strategy reflected the Civil Service personnel perspective at the project level. The external and internal environments at MSFC were analyzed for their effects on the ASRM TQM strategy. Organizational forms, cultures, management systems, problem solving techniques, and training were assessed for their influence on the implementation strategy. The influence of ASRM's effort was assessed relative to its impact on mature projects as well as future projects at MSFC.

  16. Scrum Project Management

    CERN Document Server

    Pries, Kim H

    2010-01-01

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

  17. Community-based management of multiple drug resistant tuberculosis in a tertiary hospital in Tanzania: a best practice implementation project.

    Science.gov (United States)

    Jelly, Isaya; Peters, Micah D J

    2017-12-01

    The World Health Organization (WHO) has prioritized collaboration with communities in its 2016 "End TB" implementation strategy. Acknowledging the difficulties that some communities face in gaining access to health facilities due to barriers such as stigma, discrimination, healthcare expenditure, transport and income loss, partnering with communities in the roll-out of community-based TB management activities is vital. The aim of this project was to make a contribution to promoting evidence-based practice with regards to the community-based management of multidrug-resistant tuberculosis (MDR-TB) at Kibong'oto National Infectious Disease Hospital, Tanzania, and thereby supporting improvements in patient outcomes and resource utilization. The project utilized the Joanna Briggs Institute Practical Application of Clinical Evidence System (JBI PACES) program to facilitate the collection of pre- and post-audit data. The Getting Research into Practice (GRiP) module was also used to analyze the potential barriers and for designing the final action plan. This project was conducted in three phases over a three-month period at the MDR-TB unit in a referral hospital in Northern Tanzania. The project showed that there were significant improvements in compliance rates in staff education and documentation of patients' suitability and preferences in receiving community-based care for MDR-TB. The compliance rate of criterion 2, which was already 100% at baseline, was slightly lower at follow-up. The project achieved significant improvements in the delivery of evidence-based practice with regards to community-based management of MDR-TB.

  18. 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.

  19. Design Project on Controlled-Release Drug Delivery Devices: Implementation, Management, and Learning Experiences

    Science.gov (United States)

    Xu, Qingxing; Liang, Youyun; Tong, Yen Wah; Wang, Chi-Hwa

    2010-01-01

    A design project that focuses on the subject of controlled-release drug delivery devices is presented for use in an undergraduate course on mass transfer. The purpose of the project is to introduce students to the various technologies used in the fabrication of drug delivery systems and provide a practical design exercise for understanding the…

  20. 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...

  1. Stakeholder management in IOS projects : analysis of an attempt to implement an electronic patient file

    NARCIS (Netherlands)

    Boonstra, A.; Bell, S.; Boddy, D.

    Implementing an inter-organizational system (IOS) requires significant organizational as well as technical changes. These will affect stakeholders (upon whom promoters depend) with varying degrees of power and with varying degrees of interest in the system. Identifying stakeholders and understanding

  2. Risk Management for Enterprise Resource Planning System Implementations in Project-Based Firms

    Science.gov (United States)

    Zeng, Yajun

    2010-01-01

    Enterprise Resource Planning (ERP) systems have been regarded as one of the most important information technology developments in the past decades. While ERP systems provide the potential to bring substantial benefits, their implementations are characterized with large capital outlay, long duration, and high risks of failure including…

  3. The implementation goals of geoinformation support to planning and spatial management at the local level in the framework of the ONIX project

    Directory of Open Access Journals (Sweden)

    Franc J. Zakrajšek

    1999-01-01

    Full Text Available The project objective is to strengthen the development, establishment, maintenance and use of the geographical data bases in the processes of physical planning and urban management on local level. It is a part of the Slovenian environmental project Onix. The current state is the phase of implementation.

  4. Implementation of patient blood management remains extremely variable in Europe and Canada: the NATA benchmark project: An observational study.

    Science.gov (United States)

    Van der Linden, Philippe; Hardy, Jean-François

    2016-12-01

    Preoperative anaemia is associated with increased postoperative morbidity and mortality. Patient blood management (PBM) is advocated to improve patient outcomes. NATA, the 'Network for the advancement of patient blood management, haemostasis and thrombosis', initiated a benchmark project with the aim of providing the basis for educational strategies to implement optimal PBM in participating centres. Prospective, observational study with online data collection in 11 secondary and tertiary care institutions interested in developing PBM. Ten European centres (Austria, Spain, England, Denmark, Belgium, Netherlands, Romania, Greece, France, and Germany) and one Canadian centre participated between January 2010 and June 2011. A total of 2470 patients undergoing total hip (THR) or knee replacement, or coronary artery bypass grafting (CABG), were registered in the study. Data from 2431 records were included in the final analysis. Primary outcome measures were the incidence and volume of red blood cells (RBC) transfused. Logistic regression analysis identified variables independently associated with RBC transfusions. The incidence of transfusion was significantly different between centres for THR (range 7 to 95%), total knee replacement (range 3 to 100%) and CABG (range 20 to 95%). The volume of RBC transfused was significantly different between centres for THR and CABG. The incidence of preoperative anaemia ranged between 3 and 40% and its treatment between 0 and 40%, the latter not being related to the former. Patient characteristics, evolution of haemoglobin concentrations and blood losses were also different between centres. Variables independently associated with RBC transfusion were preoperative haemoglobin concentration, lost volume of RBC and female sex. Implementation of PBM remains extremely variable across centres. The relative importance of factors explaining RBC transfusion differs across institutions, some being patient related whereas others are related to

  5. Facilitative Project Management: Constructing A Model For Integrated Change Implementation By Utilizing Case Studies

    Directory of Open Access Journals (Sweden)

    Veronica Hodgson

    2003-11-01

    Die teorie van veranderingsbestuur is omvattend. Organisasies moet op konstante wyse daarby aanpas en dit integreer. In Post-Apartheid Suid-Afrika bou ons tans ’n ras geïntegreerde besigheidsomgewing en gemeenskap, en benut dit maksimaal in ons toetrede tot die mededingende wêreld besigheidsarena. Huidige navorsing het bevind dat die meeste veranderingsinitiatiewe faal weens weerstand teen verandering wat deur swak konseptualisering en beplanning, en ’n gebrek aan behoorlike integrering van mense en die besigheidsdimensies van verandering veroorsaak is. Die model om ’n suksesvolle veranderingsprogram te implementeer, sal ontwerp word met geredelik beskikbare vaardighede en tegnieke. Die ontwikkeling en toetsing sal binne die konteks van drie gevallestudies plaasvind.

  6. 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.

  7. Comprehensive management of project changes

    Directory of Open Access Journals (Sweden)

    Aljaž Stare

    2010-06-01

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

  8. Managing the ERP implementation journey - change in discourse from classical IT project to technology-driven organisational change initiative

    DEFF Research Database (Denmark)

    Kræmmergaard, Pernille; Rose, Jeremy

    In the implementation of an ERP system in a large Danish production company (here referred to as Omega), discourse surrounding the project changed appreciably during the course of the project. Drawing on recent adaptations of discourse theory, we provide a theoretical model which relates technolo...

  9. Management of dexamethasone-induced hyperglycemia in patients undergoing chemotherapy in an outpatient setting: a best practice implementation project.

    Science.gov (United States)

    Sinaga, Gery; de Koeijer, Elizabeth

    2018-04-01

    The objective of this project was to implement best practice in an outpatient clinical setting in order to increase both nursing staff and patients' knowledge and awareness on the importance of blood sugar management during chemotherapy and to show that through compliance with best practice, the incidence of dexamethasone-induced hyperglycemia during chemotherapy can be minimized. Steroid-induced hyperglycemia is a commonly neglected symptom in cancer treatment, contributing to poor patient prognosis and extended hospital stay. Evidence shows that controlled blood sugar during chemotherapy is associated with improved patient outcomes and better tolerance to cancer treatment. For the purpose of this paper steroid-induced hyperglycemia will be referred to as dexamethasone-induced hyperglycemia. This project utilized the Joanna Briggs Institute Practical Application of Clinical Evidence System (JBI-PACES) and Getting Research into Practice (GRiP) audit tools to promote compliance in the clinical setting. Thirty patients participated in the audit, which was executed by nursing staff in the Medical Oncology Outpatient Unit at the Cancer Ambulatory and Community Health Support Department at the Canberra Hospital. The baseline audit revealed large gaps between best practice and current practice. This underlined the need for more education for both nursing staff and patients. Other barriers such as the absence of assessment and documentation by the clinicians and the minimum number of potential referrals to the diabetes educator were addressed by encouraging patients to speak about their diabetes, and also in the development of a simplified referral process in order to have patients reviewed by the Diabetes Educator in a timely manner. There were significant improvements after more information sessions were held and more resources made available to both nursing staff and patients, but there were also minimal to zero compliance drop on parts of the follow-up audit. In an

  10. Implementation of a change management solution based on a product lifecycle management system for a large international project; Einfuehrung eines Product-Lifecycle-Management-gestuetzten Aenderungsprozesses in einem internationalen Grossprojekt

    Energy Technology Data Exchange (ETDEWEB)

    Luehr, Anneke

    2011-10-15

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

  11. FAA Loran early implementation project

    Science.gov (United States)

    1990-03-01

    The Early Implementation Project (EIP), established by FAA Administrator Admiral : Donald C. Engen, was the initial step in the process of Loran integration into the : National Airsace System (NAS). The EIP was designed to give the FAA and the Loran ...

  12. 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)

  13. 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.

  14. IMPLEMENTING A RISK MANAGEMENT STANDARD

    Directory of Open Access Journals (Sweden)

    Constantin PREDA

    2013-01-01

    Full Text Available After risk management “conquered” more and more project managers’ minds and showed its benefits for business and programs, the need to have a global risk management standard has become a crucial issue in the world of risk management. But having a global risk management standard has been a big challenge, starting from the decision of developing the standard (March-June 2005, to the moment of publishing it, November 2009. So, developing the ISO 31000:2009 standard has been more or less like a bumpy ride. Apparently, the people involved in developing the global risk management standard understood from the very beginning that no challenges are too big, nor any tasks too small and that the task of having a new, comprehensive global risk management standard should be completed with excellence: defining the principles and the framework guiding the risk management process applicable for all type of organizations and for a wide range of activities. Coming up with a global standard should always be based on the real organizations’ needs and should fulfill real risk management requirements. The article is trying to present the pros and cons of risk management standard implementation, challenging the implementation process itself and the added value of implementing the standard due to the lack of implementation enablers, like risk culture, a real problem especially in an international environment.

  15. 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…

  16. 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.

  17. 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.

  18. 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

  19. Cardiovascular risk management in rheumatoid arthritis patients still suboptimal: the Implementation of Cardiovascular Risk Management in Rheumatoid Arthritis project.

    Science.gov (United States)

    van den Oever, Inge A M; Heslinga, Maaike; Griep, Ed N; Griep-Wentink, Hanneke R M; Schotsman, Rob; Cambach, Walter; Dijkmans, Ben A C; Smulders, Yvo M; Lems, Willem F; Boers, Maarten; Voskuyl, Alexandre E; Peters, Mike J L; van Schaardenburg, Dirkjan; Nurmohamed, Micheal T

    2017-09-01

    To assess the 10-year cardiovascular (CV) risk score and to identify treatment and undertreatment of CV risk factors in patients with established RA. Demographics, CV risk factors and prevalence of cardiovascular disease (CVD) were assessed by questionnaire. To calculate the 10-year CV risk score according to the Dutch CV risk management guideline, systolic blood pressure was measured and cholesterol levels were determined from fasting blood samples. Patients were categorized into four groups: indication for treatment but not treated; inadequately treated, so not meeting goals (systolic blood pressure ⩽140 mmHg and/or low-density lipoprotein ⩽2.5 mmol/l); adequately treated; or no treatment necessary. A total of 720 consecutive RA patients were included, 375 from Reade and 345 from the Antonius Hospital. The mean age of patients was 59 years (s.d. 12) and 73% were female. Seventeen per cent of the patients had a low 10-year CV risk (management remains a major challenge and better awareness and management are urgently needed to reduce the high risk of CVD in the RA population. © The Author 2017. Published by Oxford University Press on behalf of the British Society for Rheumatology. All rights reserved. For Permissions, please email: journals.permissions@oup.com

  20. Proposal for the risk management implementation phase in oil field development project by adding value on the refurbishment of critical equipment

    Directory of Open Access Journals (Sweden)

    Hamid Abdul

    2017-01-01

    Full Text Available Refurbishment process is a conceptual stage in product life cycle. It is utilized in existing equipment in the field by adding value to recondition and repaired equipment. The main interest of this paper is to implement and design risk management implementation phase in oil field development project on the refurbishment of critical equipment in oil and gas industry. This paper is provided base on research and experiences in risk management and learned from practical team in industry which matched by an application in oil field development project in refurbishment of critical equipment. A framework of implementation phase for risk management in oil field development project in refurbishment critical equipment were reviewed and added value on communication skills of the project team to the stakeholder and organization, which support to external body and vice-versa. Risk management framework can be used for reference of refurbishment process with simply process and developed with same concept for the next wide development project in industry.

  1. THE EVALUATION OF THE IMPLEMENTATION OF CONTRACTOR SAFETY MANAGEMENT SYSTEM (CSMS PROGRAM ON TURNAROUND PROJECT (TA AT PT. PUPUK SRIWIDJAJA (PUSRI PALEMBANG

    Directory of Open Access Journals (Sweden)

    Muhammad Arif

    2016-03-01

    Full Text Available Background :Turnaround is one of the done by contractor in which if it is not managed well, it could cause work accident. The purpose of this study was to evaluate the implementation of contractor safety management system (CSMS program on turnaround project at PT. Pupuk Sriwidjaja Palembang. Method : This study was a qualitative study. The information was obtained from deep interview, observation and the study of document. The data was analyzed by using content analysis. The validity of the instruments was tested through triangulation of sources, method and data Result : The program implementation Contractor Safety Management System (CSMS on a turnaround project is already well underway only on projects in addition to departments turnaround K3 & LH less involved in the risk assessment stage, pre-qualification and selection of contractors. Conclusion : The implementation of the program Contractor Safety Management System (CSMS on a turnaround project at PT. Pupuk Sriwidjaja Palembang are in accordance with the Code of Labor Management Health, Safety and Environmental Protection Contractor BPMIGAS. It is advisable to PT. Pupuk Sriwidjaja Palembang in order to improve communication between departments procure goods and services with K3 and LH-related departments work tendered as the risk assessment stage, pre-qualification and selection on work tendered. Need sanctions against contractors who do not regularly report performance data K3.

  2. 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...

  3. 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

  4. 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

  5. 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

  6. 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

  7. 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...

  8. 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.

  9. 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

  10. 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.

  11. Enterprise Content Management Implementation and Risk

    Directory of Open Access Journals (Sweden)

    Jaroslava Klegová

    2015-01-01

    Full Text Available Enterprise Content Management (ECM solutions are commonly used in many areas such as document management, record management, digital asset management, etc. Key features of ECM systems are capturing, indexing, preserving and retrieving of digital information. The state-of-the- art ECM solution can help revolutionize document management and further automated business processes which can lead to better decisions and competitive advantage. Risk management can reduce project failure and that is why controlling risk in ECM implementation projects is considered to be a major contributor to project success. To manage software risk, the first step is to identify a list of ECM projects’ risks. The present paper provides an overview of ECM implementation risks and contains findings from a small survey on experience of ECM implementation and risk in Czech enterprises. Risk of implementation in the public sector is discussed more deeply with case study examples.

  12. 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. .

  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. Project implementation plan: ASTD remote deployment

    International Nuclear Information System (INIS)

    CRASS, D.W.

    1999-01-01

    This document is the project implementation plan for the ASTD Remote Deployment Project. The Plan identifies the roles and responsibilities for the project and defines the integration between the ASTD Project and the B-Cell Cleanout Project

  17. Project management v praxi

    OpenAIRE

    Králová, Eliška

    2013-01-01

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

  18. Improving Nursing Communication Skills in an Intensive Care Unit Using Simulation and Nursing Crew Resource Management Strategies: An Implementation Project.

    Science.gov (United States)

    Turkelson, Carman; Aebersold, Michelle; Redman, Richard; Tschannen, Dana

    Effective interprofessional communication is critical to patient safety. This pre-/postimplementation project used a multifaceted educational strategy with high-fidelity simulation to introduce evidence-based communication tools, adapted from Nursing Crew Resource Management, to intensive care unit nurses. Results indicated that participants were satisfied with the education, and their perceptions of interprofessional communication and knowledge improved. Teams (n = 16) that used the communication tools during simulation were more likely to identify the problem, initiate key interventions, and have positive outcomes.

  19. 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

  20. 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...

  1. 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...

  2. 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...

  3. 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...

  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. Implementing clinical process management of vascular wounds in a tertiary facility: impact evaluation of a performance improvement project

    Directory of Open Access Journals (Sweden)

    Avruscio G

    2017-10-01

    Full Text Available Giampiero Avruscio,1,* Ilaria Tocco-Tussardi,1,2,* Greta Bordignon,3 Vincenzo Vindigni2 1Angiology Unit, Department of Cardiac, Thoracic and Vascular Sciences, University Hospital of Padova, Padova, Italy; 2Clinic of Plastic and Reconstructive Surgery, Department of Neurosciences, University Hospital of Padova, Padova, Italy; 3Clinical Management, University Hospital of Padova, Padova, Italy *These authors contributed equally to this work Background: Chronic vascular wounds have a significant economic and social impact on our society calling for allocation of a great deal of attention and resources. Efforts should be oriented toward the achievement of the most effective and efficient clinical management. The Angiology Unit at the University Hospital of Padova, Italy, developed a performance improvement project to enhance the quality of practice for vascular ulcers.Methods: The project consisted in a multistep process comprising a critical revision of the previous clinical process management, staff education, tightening connections between operators and services, and creation of a position for a wound care nurse. The previous standard of practice was modified according to the results of revision and the current evidence-based practice.Results: The new standard of practice reached its full application in September 2015. The number of patients treated and the number of visits in 2015 remained almost unvaried from 2014. However, the total annual expenditure for treating vascular ulcers was reduced by ~60% from the previous year.Conclusion: Standardization of guidelines and practice is effective in creating an efficient clinical management and in reducing the economic burden of vascular ulcers. Keywords: chronic wounds, clinical process management, cost-effectiveness, vascular ulcers

  7. Implementing clinical process management of vascular wounds in a tertiary facility: impact evaluation of a performance improvement project.

    Science.gov (United States)

    Avruscio, Giampiero; Tocco-Tussardi, Ilaria; Bordignon, Greta; Vindigni, Vincenzo

    2017-01-01

    Chronic vascular wounds have a significant economic and social impact on our society calling for allocation of a great deal of attention and resources. Efforts should be oriented toward the achievement of the most effective and efficient clinical management. The Angiology Unit at the University Hospital of Padova, Italy, developed a performance improvement project to enhance the quality of practice for vascular ulcers. The project consisted in a multistep process comprising a critical revision of the previous clinical process management, staff education, tightening connections between operators and services, and creation of a position for a wound care nurse. The previous standard of practice was modified according to the results of revision and the current evidence-based practice. The new standard of practice reached its full application in September 2015. The number of patients treated and the number of visits in 2015 remained almost unvaried from 2014. However, the total annual expenditure for treating vascular ulcers was reduced by ~60% from the previous year. Standardization of guidelines and practice is effective in creating an efficient clinical management and in reducing the economic burden of vascular ulcers.

  8. 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.

  9. Earned Value Management (EVM) Implementation Handbook

    Science.gov (United States)

    Terrell, Stefanie M.; Richards, Brad W.

    2018-01-01

    The purpose of this handbook is to provide Earned Value Management (EVM) guidance for the effective application, implementation, and utilization of EVM on NASA programs, projects, major contracts and subcontracts in a consolidated reference document. EVM is a project management process that effectively integrates a project?s scope of work with schedule and cost elements for optimum project planning and control. The goal is to achieve timely and accurate quantification of progress that will facilitate management by exception and enable early visibility into the nature and the magnitude of technical problems as well as the intended course and success of corrective actions.

  10. 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…

  11. Estimating the impact of enterprise resource planning project management decisions on post-implementation maintenance costs: a case study using simulation modelling

    Science.gov (United States)

    Fryling, Meg

    2010-11-01

    Organisations often make implementation decisions with little consideration for the maintenance phase of an enterprise resource planning (ERP) system, resulting in significant recurring maintenance costs. Poor cost estimations are likely related to the lack of an appropriate framework for enterprise-wide pre-packaged software maintenance, which requires an ongoing relationship with the software vendor (Markus, M.L., Tanis, C., and Fenema, P.C., 2000. Multisite ERP implementation. CACM, 43 (4), 42-46). The end result is that critical project decisions are made with little empirical data, resulting in substantial long-term cost impacts. The product of this research is a formal dynamic simulation model that enables theory testing, scenario exploration and policy analysis. The simulation model ERPMAINT1 was developed by combining and extending existing frameworks in several research domains, and by incorporating quantitative and qualitative case study data. The ERPMAINT1 model evaluates tradeoffs between different ERP project management decisions and their impact on post-implementation total cost of ownership (TCO). Through model simulations a variety of dynamic insights were revealed that could assist ERP project managers. Major findings from the simulation show that upfront investments in mentoring and system exposure translate to long-term cost savings. The findings also indicate that in addition to customisations, add-ons have a significant impact on TCO.

  12. 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...

  13. Project Planning and Implementation: Lessons Learned From the AQBMP Project

    National Research Council Canada - National Science Library

    1997-01-01

    ...). This NSRP report is funded as an addendum to the Air Quality Best Management Practices (AQBMP) project (N1 -944). The AQBMP project was completed using an intensive project planning process using a variety of quality management tools...

  14. Implementation of the model project: Ghanaian experience

    International Nuclear Information System (INIS)

    Schandorf, C.; Darko, E.O.; Yeboah, J.; Asiamah, S.D.

    2003-01-01

    Upgrading of the legal infrastructure has been the most time consuming and frustrating part of the implementation of the Model project due to the unstable system of governance and rule of law coupled with the low priority given to legislation on technical areas such as safe applications of Nuclear Science and Technology in medicine, industry, research and teaching. Dwindling Governmental financial support militated against physical and human resource infrastructure development and operational effectiveness. The trend over the last five years has been to strengthen the revenue generation base of the Radiation Protection Institute through good management practices to ensure a cost effective use of the limited available resources for a self-reliant and sustainable radiation and waste safety programme. The Ghanaian experience regarding the positive and negative aspects of the implementation of the Model Project is highlighted. (author)

  15. 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…

  16. 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.

  17. 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...

  18. 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...

  19. 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"

  20. 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

  1. The CAMU Rule: A tool for implementing a protective, cost-effective remedy at the Fernald Environmental Management Project

    International Nuclear Information System (INIS)

    Dupuis-Nouille, E.M.; Goidell, L.C.; Strimbu, M.J.

    1995-01-01

    The Fernald Environmental Management Project (FEMP) is a former uranium processing facility currently under remediation pursuant to the Comprehensive Environmental Response, Compensation, and Liability Act as amended (CERCLA). Contamination at the FEMP consists of low-level radioactivity, hazardous substances, hazardous wastes and/or mixed wastes. Regulations promulgated under the Resource Conservation and Recovery Act as amended (RCRA) are evaluated as applicable or relevant and appropriate requirements (ARARs) for remediation of the FEMP. Historically, joint CERCLA-RCRA guidance dictated that hazardous waste could not be treated, or moved out of the designated area of contiguous contamination (AOC), without triggering land disposal restrictions (LDRs) or minimum technology requirements (MTRs). To avoid invoking these stringent requirements, in situ capping was chosen as the lower cost remedy at many sites, although on-site disposal and/or treatment of hazardous wastes would have been more protective. The Corrective Action Management Units (CAMUs) and Temporary Units (TUs) Final Rule [58 FR 8658, Vol. 58, No. 29, hereinafter the open-quotes CAMU Ruleclose quotes], promulgated on February 16, 1993, provides facilities regulated under RCRA corrective action authority with greater flexibility to move, treat, and dispose of wastes on site without triggering LDRs or MTRs, thereby encouraging application of innovative technologies and more protective remedies. The waste acceptance criteria for the on-site disposal facility is based on site-specific considerations including the mobility of the contaminants through the underlying site geology and the protectiveness of the engineered liners. Application of the open-quotes CAMU Ruleclose quotes allows for disposition in the on-site facility based on these technical considerations rather than on regulatory classifications

  2. 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.

  3. 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

  4. 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…

  5. 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).

  6. PERFORMANCE ANALYSIS OF PROJECTS IMPLEMENTATION IN HEIS

    Directory of Open Access Journals (Sweden)

    Sergiu-Vlad PETCU

    2015-04-01

    Full Text Available According to the European Commission, Romania is still facing significant mismatch between the skills of graduates of tertiary education and the market needs. This paper is highly relevant for the future implementation of HEIs, since they have a strong economic role and they can significantly influence long-term national social and economical development. Romania did not manage to materialize community funds allocated for the 2007-2013 programming period to its full potential. Accordingly, the proposed thesis intends to analyse how Romanian HEIs were able to manage community resources attracted by grants and how the implemented projects achieved their set objectives. According to the data collected so far, the results will show that the performance of the projects is directly dependent on the proportion of fully dedicated staff in organizational design of the project. The originality of the undertaken study is that it starts from a realistic approach, according to which the rules of the game should be adapted, depending on the players (in our case – HEIs.

  7. 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.

  8. Management of radiodiagnostic equipment: Implementation of self-maintenance project of the conventional x-ray equipment of Hospital Universitario Clementino Fraga Filho - HUCFF-UFRJ

    International Nuclear Information System (INIS)

    Couto, N.F. do; Azevedo, A.C.P.; Koch, H.A.

    2001-01-01

    The project aims the implantation of a management program, for the maintenance of the conventional X-ray equipment at HUCFF. It has been implemented through the training of the electronic technicians who work at the Hospital. Essential courses were organized such as: Basics of Radioprotection, Radiographs Techniques, and Maintenance of equipment of X-Rays. Equipment: a library with the schemes of the equipment is being assembled in collaboration with UNICAMP. In order to manage the process, a software was created using the tools of the total quality for control of the maintenance. Preliminary tests: the equipment and their working conditions were evaluated, as well as the level of the employees' satisfaction with their use. The creation of a new routine for maintenance seeks to assist the demands of the new legislation in Brazil 5, and also reduce the costs to improve the quality of the images in the Radiodiagnostic Service. (author)

  9. 5 CFR 470.313 - Project implementation regulations.

    Science.gov (United States)

    2010-01-01

    ... project must be approved by OPM and shall have full force and authority pursuant to Title VI of the Civil... 5 Administrative Personnel 1 2010-01-01 2010-01-01 false Project implementation regulations. 470... PERSONNEL MANAGEMENT RESEARCH PROGRAMS AND DEMONSTRATIONS PROJECTS Regulatory Requirements Pertaining to...

  10. 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

  11. 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....

  12. 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.

  13. Innovative Urban Water Management as a Climate Change Adaptation Strategy: Results from the Implementation of the Project “Water Against Climate Change (WATACLIC”

    Directory of Open Access Journals (Sweden)

    Ilaria Principi

    2012-12-01

    Full Text Available The excessive use of water is damaging European groundwater and rivers: their environmental conditions are often below the “good status” that—according to Water Framework Directive 2000/60—should be reached by 2015. The already critical situation is tending to get worse because of climate change. Even in water rich countries, urban wastewater is still one of the main sources of water pollution. Currently, urban soil sealing and “conventional” rainwater management, which were planned to quickly move rainwater away from roofs and streets, are increasing the flood risk. “Green” technologies and approaches would permit a reduction in water abstraction and wastewater production while improving urban hydrological response to heavy rains. The Life+ WATACLIC project has been implemented to promote such sustainable technologies and approaches in Italy, however the results show huge difficulties: apparently water saving and sustainable urban water management have only low interest amongst the general public and even with public administrations and the relevant industrial sectors. In such a cultural and technical context, the project is bringing a new point of view to public debate. In the long term, the project will certainly have a positive impact, but most likely it will require more time than initially expected.

  14. A success story of regional projects implemented for the management of marine environment. Turkish experience related to the black sea and the mediterranean sea

    International Nuclear Information System (INIS)

    Goktepe, B.G.; Gungor, N.; Gungor, E.; Karakelle, B.

    2004-01-01

    Full text: A wide scope Regional Technical Co-operation Project RER/2/003 'Marine Environmental Assessment of the Black Sea Region' is implemented by the International Atomic Energy Agency (IAEA) in the period 1995-2001. This project was initiated in response to the needs of participating Member States - the six Black Sea coastal countries (Bulgaria, Romania, Ukraine, Russian Federation, Georgia and Turkey) to establish capabilities for reliably assessing radionuclides in the Black Sea environment and applying tracer techniques to marine pollution studies The project has various important aspects: Scientifically; one of the major environmental issue radioactivity pollution is addressed. Technically; laboratory capability for transuranic analysis is being developed. Economically; the reversing the ecological deterioration and developing sustainable uses of the Black Sea and its natural resources is one of the major interests. Politically; responsibility of pollution control and rehabilitation plans of six Black Sea countries are addressed through various convention and declarations. Socio-economically, fisheries and tourism sectors are expected to benefit. Highlights from the joint radioactivity-monitoring program of the project among six Black Sea countries are outlined. Examples from the Turkish monitoring work consist of the routine sampling of seawater, algae, mussels, fish samples and beach sand from the selected stations along the Black Sea coast are presented for illustration. The success of the Black Sea regional project has given rise to a new regional project 'Marine Environmental Assessment of the Mediterranean Region' based on the request of the member countries, which will be initiated in 2005 by the IAEA. The initial phase the project, its objectives and the schedule will be summarized. Key words: marine radioactivity, environmental management, Black Sea, Mediterranean Sea, regional cooperation

  15. 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.

  16. Agile Project Portfolio Management

    DEFF Research Database (Denmark)

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

    2005-01-01

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

  17. Project management 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.

  18. 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...

  19. 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

  20. 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.

  1. 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

  2. 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…

  3. 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

  4. Developing Asset Life Cycle Management capabilities through the implementation of Asset Life Cycle Plans – an Action Research project

    NARCIS (Netherlands)

    Ruitenburg, Richard; Braaksma, Anne Johannes Jan

    2017-01-01

    Asset Life Cycle Management is a strategic approach to managing physical assets over their complete life cycle. However, the literature and the recent ISO 55,000 standard do not offer guidance as to how to develop such an approach. This paper investigates the main capabilities for Asset Life Cycle

  5. 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.)

  6. 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

  7. Implementation Of Strategic Management

    African Journals Online (AJOL)

    Administrator

    Creativity and innovation is the new game plan inherent in strategic .... The diagram below is a simplified operational model of strategic management, ..... Bryson (1995) outlines four benefits of strategic (planning) Management in his ... champions, good strategic planning teams, enough slack to handle potentially disruptive.

  8. Risk Factors in ERP Implementation Projects for Process Oriented

    Directory of Open Access Journals (Sweden)

    Andrzej Partyka

    2009-09-01

    Full Text Available This paper present review and analysis of risk factors, which could affect successful implementation of ERP system, for project performed in project oriented organizations. Presented risk breakdown structure and the list of common risk factors, are well-suited for ERP implementation projects. Considered risk categories allow for complex risk analysis. Additionally, mapping of risk importance for particular implementation phases is presented. Making presented model an important input for project risk management process, especially for the beginning phases which require identification of risk factors.

  9. 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.

  10. 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 ...

  11. 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

  12. 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 ...

  13. The Challenge of Implementing an ERP System in a Small and Medium Enterprise--A Teaching Case of ERP Project Management

    Science.gov (United States)

    Xu, Hongjiang; Rondeau, Patrick J.; Mahenthiran, Sakthi

    2011-01-01

    Enterprise Resource Planning (ERP) system implementation projects are notoriously risky. While large-scale ERP cases continue to be developed, relatively few new ERP cases have been published that further ERP implementation education in small to medium size firms. This case details the implementation of a new ERP system in a medium sized…

  14. PROJECT IMPLEMENTATION IN ORGANISATIONS OF REPETITIVE ACTIVITIES

    Directory of Open Access Journals (Sweden)

    Marek WIRKUS

    2015-04-01

    Full Text Available The study presents the implementation of projects in organisations that achieve business objectives through the imple-mentation of repetitive actions. Projects in these organisations are, on the one hand, treated as marginal activities, while the results of these projects have significant impact on the delivery of main processes, e.g. through the introduction of new products. Human capital and solutions in this field bear impact on the success of projects in these organisations, which is not always conducive to smooth implementation of projects. Conflict results from the nature of a project, which is a one-time and temporary process, so organisational solutions are also temporary. It influences on attitudes and com-mitment of the project contractors. The paper identifies and analyses factors which affect the success of the projects.

  15. 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....

  16. Fy00 Treasure Valley ITS Deployment Project : advanced traffic management system (ATMS) software procurement and implementation process

    Science.gov (United States)

    2006-08-02

    In 2000, the Treasure Valley area of the State of Idaho received a federal earmark of $390,000 to develop an Advanced Transportation Management System (ATMS) for the Treasure Valley region of Idaho. The Ada County Highway District (ACHD), located in ...

  17. Diabetes self-management arrangements in Europe: a realist review to facilitate a project implemented in six countries.

    Science.gov (United States)

    Kousoulis, Antonis A; Patelarou, Evridiki; Shea, Sue; Foss, Christina; Ruud Knutsen, Ingrid A; Todorova, Elka; Roukova, Poli; Portillo, Mari Carmen; Pumar-Méndez, María J; Mujika, Agurtzane; Rogers, Anne; Vassilev, Ivaylo; Serrano-Gil, Manuel; Lionis, Christos

    2014-10-02

    Self-management of long term conditions can promote quality of life whilst delivering benefits to the financing of health care systems. However, rarely are the meso-level influences, likely to be of direct relevance to these desired outcomes, systematically explored. No specific international guidelines exist suggesting the features of the most appropriate structure and organisation of health care systems within which to situate self-management approaches and practices. This review aimed to identify the quantitative literature with regard to diabetes self-management arrangements currently in place within the health care systems of six countries (The United Kingdom, The Netherlands, Norway, Spain, Bulgaria, and Greece) and explore how these are integrated into the broader health care and welfare systems in each country. The methodology for a realist review was followed. Publications of interest dating from 2000 to 2013 were identified through appropriate MeSH terms by a systematic search in six bibliographic databases. A search diary was maintained and the studies were assessed for their quality and risk of bias. Following the multi-step search strategy, 56 studies were included in the final review (the majority from the UK) reporting design methods and findings on 21 interventions and programmes for diabetes and chronic disease self-management. Most (11/21, 52%) of the interventions were designed to fit within the context of primary care. The majority (11/21, 52%) highlighted behavioural change as an important goal. Finally, some (5/21, 24%) referred explicitly to Internet-based tools. This review is based on results which are derived from a total of at least 5,500 individuals residing in the six participating countries. It indicates a policy shift towards patient-centred self-management of diabetes in a primary care context. The professional role of diabetes specialist nurses, the need for multidisciplinary approaches and a focus on patient education emerge as

  18. Implementing Livestock Anaerobic Digestion Projects

    Science.gov (United States)

    Page provides information to help make an informed decision about installing an anaerobic digester. Is it a good match for a farm’s organic waste, project financing, development guidelines and permit requirements?

  19. Factors influencing implementation of integrated management of ...

    African Journals Online (AJOL)

    Background: Save the Children Tanzania has been supporting several projects in Lindi Region including implementation of health facility based Integrated Management of Childhood Illness (IMCI) services in Kilwa, Ruangwa and Lindi rural districts. The objective of this study was to assess the IMCI services in a sample of ...

  20. 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

  1. 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...

  2. Design and Implementation of a Research Data Management System: The CRC/TR32 Project Database (TR32DB)

    OpenAIRE

    Curdt, Constanze

    2014-01-01

    Research data management (RDM) includes all processes and measures which ensure that research data are well-organised, documented, preserved, stored, backed up, accessible, available, and re-usable. Corresponding RDM systems or repositories form the technical framework to support the collection, accurate documentation, storage, back-up, sharing, and provision of research data, which are created in a specific environment, like a research group or institution. The required measures for the impl...

  3. 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...

  4. Nuclear power project construction quality acceptance standards Implementation and discussion

    International Nuclear Information System (INIS)

    Lai Shifu

    2013-01-01

    Project quality construction acceptance is an important element of nuclear power project quality management. Based on characteristics of NPP construction and refer to national construction quality acceptance code and industry regulation, this paper introduces and discusses NPP construction quality acceptance regulation improvement and implementation under current situation. (authors)

  5. Systemwide Implementation of Project-Based Learning: The Philadelphia Approach

    Science.gov (United States)

    Schwalm, Jason; Tylek, Karen Smuck

    2012-01-01

    Citywide implementation of project-based learning highlights the benefits--and the challenges--of promoting exemplary practices across an entire out-of-school time (OST) network. In summer 2009, the City of Philadelphia and its intermediary, the Public Health Management Corporation (PHMC), introduced project-based learning to a network of more…

  6. 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.

  7. 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.

  8. 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.

  9. Implementation of Pilot Protection System for Large Scale Distribution System like The Future Renewable Electric Energy Distribution Management Project

    Science.gov (United States)

    Iigaya, Kiyohito

    A robust, fast and accurate protection system based on pilot protection concept was developed previously and a few alterations in that algorithm were made to make it faster and more reliable and then was applied to smart distribution grids to verify the results for it. The new 10 sample window method was adapted into the pilot protection program and its performance for the test bed system operation was tabulated. Following that the system comparison between the hardware results for the same algorithm and the simulation results were compared. The development of the dual slope percentage differential method, its comparison with the 10 sample average window pilot protection system and the effects of CT saturation on the pilot protection system are also shown in this thesis. The implementation of the 10 sample average window pilot protection system is done to multiple distribution grids like Green Hub v4.3, IEEE 34, LSSS loop and modified LSSS loop. Case studies of these multi-terminal model are presented, and the results are also shown in this thesis. The result obtained shows that the new algorithm for the previously proposed protection system successfully identifies fault on the test bed and the results for both hardware and software simulations match and the response time is approximately less than quarter of a cycle which is fast as compared to the present commercial protection system and satisfies the FREEDM system requirement.

  10. 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…

  11. Challenges in Implementing FP7 Projects in the Public Institutions

    Directory of Open Access Journals (Sweden)

    Viorel VULTURESCU

    2012-06-01

    Full Text Available National Authority for Scientific Research (ANCS and Executive Unit for Higher Education, Research and Development and Innovation Funding (UEFISCDI participate to several projects funded under the Framework Programmes, since 1998. The staff from each the two organisations participating in projects are merely the same, typically from “international cooperation” departments. In each of the two organisations, dedicated teams were set and a distinct specialization emerged. In this respect, dedicated procedures and good practices in project management were developed. Even the Framework Programs had different structures and the focused was different (e.g. knowledge creation, EU problem solving, scientific support for policies and programs, etc., the funding instruments (projects were not radically different from a Framework Program to another, so the staff could gain experience in managing this type of projects. Experience and expertise gained during this long period of time led to definition of a general framework within the two institutions and setting up of a general guideline for participation to this type of projects. The main dimensions of this framework are: project team organization, project management process, managing results and risk, organisational framework, good practices, factors which ensure success in project implementation.The paper presents a specific framework for FP 7 project implementation and how this framework is applied by both organisations, a set of rules and procedures that should be followed by any organisation, in particular governmental ones, participating in FP 7 projects and a set of good practices developed by ANCS and UEFISCDI.

  12. Once the shovel hits the ground : Evaluating the management of complex implementation processes of public-private partnership infrastructure projects with qualitative comparative analysis

    NARCIS (Netherlands)

    S. Verweij (Stefan)

    2015-01-01

    markdownabstractAbstract Much attention is being paid to the planning of public-private partnership (PPP) infrastructure projects. The subsequent implementation phase – when the contract has been signed and the project ‘starts rolling’ – has received less attention. However, sound agreements

  13. Implementing Large Projects in Software Engineering Courses

    Science.gov (United States)

    Coppit, David

    2006-01-01

    In software engineering education, large projects are widely recognized as a useful way of exposing students to the real-world difficulties of team software development. But large projects are difficult to put into practice. First, educators rarely have additional time to manage software projects. Second, classrooms have inherent limitations that…

  14. Implementation of integrated management system

    International Nuclear Information System (INIS)

    Gaspar Junior, Joao Carlos A.; Fonseca, Victor Zidan da

    2007-01-01

    In present day exist quality assurance system, environment, occupational health and safety such as ISO9001, ISO14001 and OHSAS18001 and others standards will can create. These standards can be implemented and certified they guarantee one record system, quality assurance, documents control, operational control, responsibility definition, training, preparing and serve to emergency, monitoring, internal audit, corrective action, continual improvement, prevent of pollution, write procedure, reduce costs, impact assessment, risk assessment , standard, decree, legal requirements of municipal, state, federal and local scope. These procedure and systems when isolate applied cause many management systems and bureaucracy. Integration Management System reduce to bureaucracy, excess of documents, documents storage and conflict documents and easy to others standards implementation in future. The Integrated Management System (IMS) will be implemented in 2007. INB created a management group for implementation, this group decides planing, works, policy and advertisement. Legal requirements were surveyed, internal audits, pre-audits and audits were realized. INB is partially in accordance with ISO14001, OSHAS18001 standards. But very soon, it will be totally in accordance with this norms. Many studies and works were contracted to deal with legal requirements. This work have intention of show implementation process of ISO14001, OHSAS18001 and Integrated Management System on INB. (author)

  15. Classification of Implemented Foreign Assisted Projects into ...

    African Journals Online (AJOL)

    Classification of Implemented Foreign Assisted Projects into Sustainable And. Non-sustainable ... services or benefits is the most discriminating factor. Key Words: ..... Table 2: Relative discriminatory power of the variables equation (18).

  16. Development and implementation of a residency project advisory board.

    Science.gov (United States)

    Dagam, Julie K; Iglar, Arlene; Kindsfater, Julie; Loeb, Al; Smith, Chad; Spexarth, Frank; Brierton, Dennis; Woller, Thomas

    2017-06-15

    The development and implementation of a residency project advisory board (RPAB) to manage multiple pharmacy residents' yearlong projects across several residency programs are described. Preceptor and resident feedback during our annual residency program review and strategic planning sessions suggested the implementation of a more-coordinated approach to the identification, selection, and oversight of all components of the residency project process. A panel of 7 department leaders actively engaged in residency training and performance improvement was formed to evaluate the residency project process and provide recommendations for change. These 7 individuals would eventually constitute the RPAB. The primary objective of the RPAB at Aurora Health Care is to provide oversight and a structured framework for the selection and execution of multiple residents' yearlong projects across all residency programs within our organization. Key roles of the RPAB include developing expectations, coordinating residency project ideas, and providing oversight and feedback. The development and implementation of the RPAB resulted in a significant overhaul of our entire yearlong resident project process. Trends toward success were realized after the first year of implementation, including consistent expectations, increased clarity and engagement in resident project ideas, and more projects meeting anticipated endpoints. The development and implementation of an RPAB have provided a framework to optimize the organization, progression, and outcomes of multiple pharmacy resident yearlong projects in all residency programs across our pharmacy enterprise. Copyright © 2017 by the American Society of Health-System Pharmacists, Inc. All rights reserved.

  17. Perspectives of joint implementation projects in Lithuania

    OpenAIRE

    Štreimikienė, Dalia; Mikalauskienė, Asta

    2004-01-01

    The paper deals with the perspectives of joint implementation (JI) projects in Lithuania. The analysis of flexible mechanisms under the Kyoto protocol including Jl benefits is presented in the paper. The main aim of the article is to analyze current macroeconomic environment which has impact on the JI perspectives in Lithuania and based on this analysis to define activities, measures and institutions necessary for the implementation of these projects. A very important issue in this context is...

  18. 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

  19. 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

  20. Evaluating safety management system implementation

    International Nuclear Information System (INIS)

    Preuss, M.

    2009-01-01

    Canada is committed to not only maintaining, but also improving upon our record of having one of the safest aviation systems in the world. The development, implementation and maintenance of safety management systems is a significant step towards improving safety performance. Canada is considered a world leader in this area and we are fully engaged in implementation. By integrating risk management systems and business practices, the aviation industry stands to gain better safety performance with less regulatory intervention. These are important steps towards improving safety and enhancing the public's confidence in the safety of Canada's aviation system. (author)

  1. 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.

  2. Globalization And Knowledge Management In Projects

    Directory of Open Access Journals (Sweden)

    Bubel Dagmara

    2015-06-01

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

  3. Enhancing public project implementation in Botswana during the NDP 11 period

    Directory of Open Access Journals (Sweden)

    Emmanuel Botlhale

    2017-08-01

    Full Text Available Successful project implementation is critical in development planning. If there is poor project implementation, economic development will be stalled. Generally, public project implementation has a chequered history. This is particularly true in developing countries which are characterised by low levels of project management maturity. The objective of this article is to review public project implementation in Botswana and recommend improvements for the National Development Plan (NDP 11 period (2017/2018-2022/2023. The article used the survey strategy and adopted the descriptive approach. Data collection sources were mixed, that is, primary and secondary sources. It concluded that public projects are either poorly implemented (i.e. not implemented in accordance with the ‘Project Management Triple Constraint’ of cost, time and scope or not implemented at all. Given a constrained revenue envelope post 2008, there is a need for improved project implementation. Amongst others, this calls for professional public project implementation so that NDPs become a reality.

  4. 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

  5. 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

  6. 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

  7. Integrated management system implementation strategy for PUSPATI TRIGA Reactor

    International Nuclear Information System (INIS)

    Phongsakorn Prak Tom; Shaharum Ramli; Mohamad Azman Che Mat Isa; Shahirah Abdul Rahman; Mohd Zaid Mohamed; Mat Zin Mat Husin; Nurfazila Husain; Mohamad Puad Abu

    2012-01-01

    Integrated Management System (IMS) designed to fulfil the requirements integrates safety, health, environmental, security, quality and economic elements. PUSPATI TRIGA Reactor (RTP) is currently implementing the Quality Assurance Program (QAP) and looking toward implementation of IMS. This paper discussed the implementation strategy of IMS for RTP. There are nine steps of IMS implementation strategy. In implementation of IMS, Gantt chart is useful project management tool in managing the project frame work. IMS is intended as a tool to enable the continuous development of safety culture and achieve higher safety levels. (author)

  8. 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

  9. 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.

  10. 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

  11. 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...

  12. 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.

  13. 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.

  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. 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)

  16. 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.

  17. 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...

  18. 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.

  19. 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.

  20. 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.

  1. The Research of Stakeholder Power Impact on Project Implementation

    Directory of Open Access Journals (Sweden)

    Artur Biskupek

    2016-12-01

    Full Text Available Purpose of the article: The article show summarized information about stakeholders and their role in project implementation based on literature review. The second part of the article is dedicated for the research about stakeholder influence on project implementation. The only condition to participate in the survey was managing projects. Although the respondents are employed in the area of south Poland, they implement projects all over Poland. The research tool was a questionnaire which was sent by e-mail to the respondents. 90 project managers from the area of south Poland were invited to join the project, and 62 people sent back a completed questionnaire. Methodology/methods: The research was done by a questionnaire with twenty two question, which was divided into three parts. The first part was the imprint, which consisted of three questions. The second part consisted of two questions, which concerned the way of defining the word “stakeholder”. The third part concerned the topic of the research and consisted of seventeen questions. Scientific aim: The aim of the article is presenting the results of the research which was done, to show the research results of project stakeholder influence on the project implementation. Findings: The results received from the survey in the process of analysis and interpretation allow to put forward a thesis that stakeholders as a whole group are significant for the implementation of the whole project. Their impact is so important that it is possible to tell that they decide also about the project success or failure. Conclusions: The respondents show that stakeholders affect every area in large extent or very big extent. The fact has been proved in table 1 which shows the most frequently chosen answers by responders. However, by conducted analysis by the standard deviation it is possible to see a large dispersion of the results.

  2. 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...

  3. 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

  4. REGULATORY FUNDAMENTALS FOR IMPLEMENTATION OF INFORMATION TECHNOLOGY PROJECTS IN INDUSTRY

    Directory of Open Access Journals (Sweden)

    L. V. Gubich

    2016-01-01

    Full Text Available The article provides an overview of the existing regulatory basis for the development of IIST. The features of IT projects management and a brief description of methodological recommendations on implementation of IT projects of the State scientific and technical Program «Electronic enterprise resource planning (CALS-ERP-technology» for 2011–2015 are considered.

  5. 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)

  6. 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.

  7. 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

  8. 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.

  9. 30 CFR 880.13 - Project implementation.

    Science.gov (United States)

    2010-07-01

    ... 30 Mineral Resources 3 2010-07-01 2010-07-01 false Project implementation. 880.13 Section 880.13 Mineral Resources OFFICE OF SURFACE MINING RECLAMATION AND ENFORCEMENT, DEPARTMENT OF THE INTERIOR... on Indian lands under the jurisdiction of tribes not having approved AML reclamation plans and on...

  10. Data collected on TPAD implementation projects.

    Science.gov (United States)

    2014-11-01

    TPAD testing was conducted by CTR personnel at the following locations during TxDOT Project : 5-6005-01: Statewide Implementation of Total Pavement Acceptance Device (TPAD) (January : 2013 through August 2014): : (1) San Marcos Airport, : (2) IH 10 i...

  11. Implementing Total Quality Management in a University Setting.

    Science.gov (United States)

    Coate, L. Edwin

    1991-01-01

    Oregon State University implemented Total Quality Management in nine phases: exploration; establishing a pilot study team; defining customer needs; adopting the breakthrough planning process; performing breakthrough planning in divisions; forming daily management teams; initiating cross-functional pilot projects; implementing cross-functional…

  12. 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.

  13. Implementing polytope projects for smart systems

    CERN Document Server

    Iordache, Octavian

    2017-01-01

    This book presents a domain of extreme industrial and scientific interest: the study of smart systems and structures. It presents polytope projects as comprehensive physical and cognitive architectures that support the investigation, fabrication and implementation of smart systems and structures. These systems feature multifunctional components that can perform sensing, control, and actuation. In light of the fact that devices, tools, methodologies and organizations based on electronics and information technology for automation, specific to the third industrial revolution, are increasingly reaching their limits, it is essential that smart systems be implemented in industry. Polytope projects facilitate the utilization of smart systems and structures as key elements of the fourth industrial revolution. The book begins by presenting polytope projects as a reference architecture for cyber-physical systems and smart systems, before addressing industrial process synthesis in Chapter 2. Flow-sheet trees, cyclic sep...

  14. 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.

  15. 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....

  16. 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.

  17. Influence of the economy crisis on project cost management

    Science.gov (United States)

    Simankina, Tatyana; Ćetković, Jasmina; Verstina, Natalia; Evseev, Evgeny

    2017-10-01

    Economy crisis significantly affects primarily the project cost management. The article considers the problems of project management in the field of housing under conditions of economy crisis. Project budgets are reduced, their mutual interference grows and framework of risks changes. Apparently, specific approaches are required to be developed to optimize the expenses and guarantee the project implementation within the approved budget. There is considered domestic and foreign experience in terms of project cost management with involvement of BIM technologies.

  18. 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.

  19. 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…

  20. Uranium Mill Tailings Remedial Action Project environmental protection implementation plan

    International Nuclear Information System (INIS)

    1994-10-01

    The Uranium Mill Tailings Remedial Action (UMTRA) Project Environmental Protection Implementation Plan (EPIP) has been prepared in accordance with the requirements of the U.S. Department of Energy (DOE) Order 5400.1. The UMTRA EPIP is updated annually. This version covers the time period of 9 November 1994, through 8 November 1995. Its purpose is to provide management direction to ensure that the UMTRA Project is operated and managed in a manner that will protect, maintain, and where necessary, restore environmental quality, minimize potential threats to public health and the environment, and comply with environmental regulations and DOE policies

  1. Uranium Mill Tailings Remedial Action Project environmental protection implementation plan

    Energy Technology Data Exchange (ETDEWEB)

    1994-10-01

    The Uranium Mill Tailings Remedial Action (UMTRA) Project Environmental Protection Implementation Plan (EPIP) has been prepared in accordance with the requirements of the U.S. Department of Energy (DOE) Order 5400.1. The UMTRA EPIP is updated annually. This version covers the time period of 9 November 1994, through 8 November 1995. Its purpose is to provide management direction to ensure that the UMTRA Project is operated and managed in a manner that will protect, maintain, and where necessary, restore environmental quality, minimize potential threats to public health and the environment, and comply with environmental regulations and DOE policies.

  2. 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...

  3. 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...

  4. 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"…

  5. Spent Nuclear Fuel project systems engineering management plan

    International Nuclear Information System (INIS)

    Womack, J.C.

    1995-01-01

    The purpose of the WHC Systems Engineering Management Plan (SEMP) is to describe the systems engineering approach and methods that will be integrated with established WHC engineering practices to enhance the WHC engineering management of the SNF Project. The scope of the SEMP encompasses the efforts needed to manage the WHC implementation of systems engineering on the SNF Project. This implementation applies to, and is tailored to the needs of the SNF project and all its subprojects, including all current and future subprojects

  6. 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.

  7. 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)

  8. 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

  9. Important projects are being implemented jointly

    International Nuclear Information System (INIS)

    Medeliene, D.

    1998-01-01

    Full text: Sweden is continuing its support to Lithuania in the field of nuclear safety. The major current projects include the testing of gap between graphite and pressure tube measuring device, the pressure tube investigation of material properties, content of hydrogen, microstructure, etc., ALS Structure verification using non-destructive testing, Conceptual study on Leak Before Break, Management seminars for VATESI, Multimedia System for the Ignalina NPP's Information Center and Waste management projects. Some of the projects are partially financed by Ignalina NPP. Sweden and Norway provide financing for the extremely important and expensive project - Physical protection: perimeter around the plant. Two new EC projects, Continuation of support to VATESI: licensing, inservice and decommissioning, and Phare TSO project to help building up TSO competence in Lithuania are no less important. In the beginning of September a functional exercise was organised with the Ignalina NPP emergency preparedness Information unit. This exercise was the second one of the two to prepare the personnel for the problems they have to solve in communication with public and media in the case of an accident at the Ignalina NPP

  10. 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.

  11. 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

  12. 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

  13. 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.

  14. 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.

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

    OpenAIRE

    Kostalova, Jana; Tetrevova, Libena; Patak, Michal

    2017-01-01

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

  16. Project management best practices: forging win-win partnerships and mitigating power project risk

    International Nuclear Information System (INIS)

    Trowsdale, R.

    2006-01-01

    This paper discusses aspects of project management to mitigate power project risk. end-to-end project development involves development phase, permitting phase, implementation phase, and operational phase. Each phase involves a number of different elements. In renewable energy project good management requires maintaining project discipline and schedule throughout all phases. Project success requires commercial competitiveness, fuel availability, power sales contracts, stake holder support, permitting, effective execution, construction and good technical performance

  17. Development and implementation of the Qatargas project

    International Nuclear Information System (INIS)

    Abdulrahman, A.

    1997-01-01

    Qatar Liquefied Gas Company Ltd. (QATAR GAS) was established in 1984 by an Emiri decree to build, own and operate a 6 million tonne per annum, LNG plant in Qatar using North Field gas as feedstock, and to export the products. At the time, the joint venture partners with Qatar Petroleum Corporation were TOTAL and British Petroleum (BP). QATAR GAS is responsible for the implementation and operation of the upstream project.(Author). 2 figs

  18. Development and implementation of the Qatargas project

    Energy Technology Data Exchange (ETDEWEB)

    Abdulrahman, A [Qatar Liquefied Gas Company Ltd., Doha (Qatar)

    1997-06-01

    Qatar Liquefied Gas Company Ltd. (QATAR GAS) was established in 1984 by an Emiri decree to build, own and operate a 6 million tonne per annum, LNG plant in Qatar using North Field gas as feedstock, and to export the products. At the time, the joint venture partners with Qatar Petroleum Corporation were TOTAL and British Petroleum (BP). QATAR GAS is responsible for the implementation and operation of the upstream project.(Author). 2 figs.

  19. Implementation of Knowledge Management in Organizations

    Science.gov (United States)

    Winkler, Katrin; Mandl, Heinz

    2007-01-01

    In the context of learning implementation of new ideas e.g. knowledge management in organizations often is neglected. Concerning knowledge management measures we demonstrate its implementation in organizations. A theoretical framework was developed showing the necessary basic conditions for implementing knowledge management. Subsequently we…

  20. 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

  1. 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.

  2. 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

  3. 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.

  4. 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

  5. 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

  6. 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

  7. 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

  8. PECULIARITIES OF ASSESSMENT AND RISK MANAGEMENT IN INNOVATIVE PROJECTS

    Directory of Open Access Journals (Sweden)

    Victor V. Guzhov

    2014-01-01

    Full Text Available The methodological and methodicalbases of risk management in innovativeprojects. Classification of risks. Types of risks depending on the stage of realizationof the innovative project. Investigated thefactors contributing to the emergence ofrisk situations. The basic techniques of risk management of innovation projects.Proposed criteria for the choice of the innovative project to implement in the realsector of the economy.

  9. MATHEMATICAL APPARATUS FOR KNOWLEDGE BASE PROJECT MANAGEMENT OF OCCUPATIONAL SAFETY

    Directory of Open Access Journals (Sweden)

    Валентина Николаевна ПУРИЧ

    2015-05-01

    Full Text Available The occupational safety project (OSP management is aimed onto a rational choice implementation. With respect to the subjectivity of management goals the project selection is considered as a minimum formalization level information process, The proposed project selection model relies upon the enterprise’s occupational and industrial safety assessment using fuzzy logic and linguistic variables based on occupational safety knowledge base.

  10. Management of delayed nuclear power plant projects

    International Nuclear Information System (INIS)

    2005-01-01

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

  11. 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.

  12. 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)

  13. Agile project management managing for success

    CERN Document Server

    Crowder, James A

    2015-01-01

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

  14. Knowledge Model: Project Knowledge Management

    DEFF Research Database (Denmark)

    Durao, Frederico; Dolog, Peter; Grolin, Daniel

    2009-01-01

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

  15. Towards rethinking Project portfolio management

    DEFF Research Database (Denmark)

    Hansen, Lars Kristian; Svejvig, Per

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

  16. Tank waste remediation system configuration management implementation plan

    International Nuclear Information System (INIS)

    Vann, J.M.

    1998-01-01

    The Tank Waste Remediation System (TWRS) Configuration Management Implementation Plan describes the actions that will be taken by Project Hanford Management Contract Team to implement the TWRS Configuration Management program defined in HNF 1900, TWRS Configuration Management Plan. Over the next 25 years, the TWRS Project will transition from a safe storage mission to an aggressive retrieval, storage, and disposal mission in which substantial Engineering, Construction, and Operations activities must be performed. This mission, as defined, will require a consolidated configuration management approach to engineering, design, construction, as-building, and operating in accordance with the technical baselines that emerge from the life cycles. This Configuration Management Implementation Plan addresses the actions that will be taken to strengthen the TWRS Configuration Management program

  17. ORGANIZATION OF FUTURE ENGINEERS' PROJECT-BASED LEARNING WHEN STUDYING THE PROJECT MANAGEMENT METHODOLOGY

    Directory of Open Access Journals (Sweden)

    Halyna V. Lutsenko

    2015-02-01

    Full Text Available The peculiarities of modern world experience of implementation of project-based learning in engineering education have been considered. The potential role and place of projects in learning activity have been analyzed. The methodology of organization of project-based activity of engineering students when studying the project management methodology and computer systems of project management has been proposed. The requirements to documentation and actual results of students' projects have been described in detail. The requirements to computer-aided systems of project management developed by using Microsoft Project in the scope of diary scheduling and resources planning have been formulated.

  18. 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...

  19. Implementation Of Strategic Management: The Challenges And ...

    African Journals Online (AJOL)

    . Only the discerning organizations can manage the changes and vagaries through the implementation of effective strategic management. This article examines the concept of strategic management and its implication for organizational ...

  20. 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

  1. 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.

  2. Implementing new production management modes

    DEFF Research Database (Denmark)

    Riis, Jens Ove; Knopp, Jeanette

    1998-01-01

    This paper represents an attempt to shed light on an important issue for development of production management, namely the orchestration of several individual development projects and initiatives of different type and nature necessary for achieving an overall significant improved performance....... The paper will first introduce three types of development initiatives: (1) Crossfunctional development; (2) Functional development; and (3) Local development. Then incremental and innovative changes will be discussed and a more differentiated classification will be proposed. This provides a framework...... for modeling different development processes which will be illustrated by means of two case examples. In addition, the results of a Danish survey on Continuous Improvements will be related to the three types of initiatives. Tentative theoretical and practical implications will be outlined....

  3. 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.

  4. Implementing the theories: A fully integrated project control system that's implemented and works

    International Nuclear Information System (INIS)

    Harris, R.E.

    1994-01-01

    Using the theories presented in DOE Orders 4700.1, 1332.1A, and Notice 4700.5 as the basis for system design, the Fernald Environmental Restoration Management Corporation (FERMCO) has developed and implemented a Project Control System (PCS) that complies with requirements and provides DOE and FERMCO management with timely performance measurement information. To this extent, the FERMCO PCS probably is similar to the systems of the majority of the contractors in the DOE complex. In fact. this facet of the FERMCO PCS generally mirrors those used on projects around the world by FERMCO's parent company, Fluor Daniel. Starting with this open-quotes platformclose quotes, the vision and challenge of creating a fully integrated system commenced. An open-architecture systems approach is the factor that most greatly influenced and enabled the successful development and implementation of the Project Control System for the Fernald Environmental Management Project. All aspects of a fully integrated system were considered during the design phase. The architecture of the FERMCO system enables seamless, near real-time, transfer of data both from and to the Project Control System with all other related systems. The primary systems that provide and share data with the Project Control System include those used by the Payroll, Accounting, Procurement, and Human Resources organizations. To enable data linking with these organizations, the resource codes were designed to map many-to-one from their detailed codes to the summarized codes used in the PCS

  5. 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.

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

    International Nuclear Information System (INIS)

    Solecki, J.

    1989-01-01

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

  7. Filling the Gap between IT Governance and IT Project Management

    DEFF Research Database (Denmark)

    Lundin, Jette

    2007-01-01

    there is a gap between IT governance and IT project management. Theory on IT governance assumes that strategies are implemented through projects - but do not go into detail on how to do it. Theories on project management do not include interaction with governance processes. A gap between IT governance...... and IT project management can result in IT that does not support business strategy and in lack of flexibility and agility. Competitive, changing business environments combined with the uncertainty and unpredictability of IT implementation projects call for IT governance organisation and processes to sense......The goal of this paper is to explore coordination mechanisms as part of a solution to fill the gap between IT Governance and IT project management. The Gap between IT governance and IT project management has not been fully explored in IT management research. Both in theory and in practice...

  8. Project Management: Essential Skill of Nurse Informaticists.

    Science.gov (United States)

    Sipes, Carolyn

    2016-01-01

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

  9. 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)

  10. 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

  11. 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

  12. Uranium Mill Tailings Remedial Action Project Environmental Protection Implementation Plan

    International Nuclear Information System (INIS)

    Vollmer, A.T.

    1993-10-01

    The Uranium Mill Tailings Remedial Action (UMTRA) Project Environmental Protection Implementation Plan (EPIP) has been prepared in accordance with the requirements of the US Department of Energy (DOE) Order 5400.1. The UMTRA EPIP covers the time period of November 9, 1993, through November 8, 1994. It will be updated annually. Its purpose is to provide management direction to ensure that the UMTRA Project is operated and managed in a manner that will protect, maintain, and where necessary, restore environmental quality, minimize potential threats to public health and the environment, and comply with environmental regulations and DOE policies. Contents of this report are: (1) general description of the UMTRA project environmental protection program; (2) notifications; (3) planning and reporting; (4) special programs; (5) environmental monitoring programs; (6) quality assurance and data verification; and (7) references

  13. Uranium Mill Tailings Remedial Action Project Environmental Protection Implementation Plan

    Energy Technology Data Exchange (ETDEWEB)

    Vollmer, A.T.

    1993-10-01

    The Uranium Mill Tailings Remedial Action (UMTRA) Project Environmental Protection Implementation Plan (EPIP) has been prepared in accordance with the requirements of the US Department of Energy (DOE) Order 5400.1. The UMTRA EPIP covers the time period of November 9, 1993, through November 8, 1994. It will be updated annually. Its purpose is to provide management direction to ensure that the UMTRA Project is operated and managed in a manner that will protect, maintain, and where necessary, restore environmental quality, minimize potential threats to public health and the environment, and comply with environmental regulations and DOE policies. Contents of this report are: (1) general description of the UMTRA project environmental protection program; (2) notifications; (3) planning and reporting; (4) special programs; (5) environmental monitoring programs; (6) quality assurance and data verification; and (7) references.

  14. Tank Waste Remediation System Characterization Project Programmatic Risk Management Plan

    International Nuclear Information System (INIS)

    Baide, D.G.; Webster, T.L.

    1995-12-01

    The TWRS Characterization Project has developed a process and plan in order to identify, manage and control the risks associated with tank waste characterization activities. The result of implementing this process is a defined list of programmatic risks (i.e. a risk management list) that are used by the Project as management tool. This concept of risk management process is a commonly used systems engineering approach which is being applied to all TWRS program and project elements. The Characterization Project risk management plan and list are subset of the overall TWRS risk management plan and list

  15. 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

  16. 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.

  17. 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....

  18. 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.

  19. 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.

  20. 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...

  1. 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.

  2. 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

  3. Quality Management in Project Management Consulting. A Case Study in an International Consulting Company

    OpenAIRE

    Ceptureanu, Eduard-Gabriel; Ceptureanu, Sebastian-Ion; Luchian, Cristian-Eugen; Luchian, Iuliana

    2017-01-01

    The present paper addresses quality management from the specific perspective of project management consulting service providers, in the framework of large infrastructure projects. Because of their supposed superiority in knowledge and experience, project management consultants have an ultimate responsibility for the proper implementing of the project. Therefore, quality management in consulting organizations should focus on critical success factors. As there is no consensus yet regarding the ...

  4. 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...

  5. 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.

  6. Implementing change: lessons from five development projects

    DEFF Research Database (Denmark)

    Riis, J. O.; Hildebrandt, S.; Andreasen, Mogens Myrup

    2001-01-01

    The aim of this paper is firstly to report on what we have observed by following major improvement and development projects in five industrial enterprises. In particular, the authors shall focus on issues which have often been addressed in Danish enterprises, namely the participation of employees...... with organizational changes. Thirdly, four paradoxes for managing development projects are presented; they may serve as guidelines for coping with the complexity and uncertainty of change processes......The aim of this paper is firstly to report on what we have observed by following major improvement and development projects in five industrial enterprises. In particular, the authors shall focus on issues which have often been addressed in Danish enterprises, namely the participation of employees...... in the change process, the role of a vision of the future company; and organizational learning processes taking place during the development project. Secondly, different interpretation models will be employed in an effort to broaden the understanding of the many facets and viewpoints associated...

  7. 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

  8. 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

  9. 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

  10. Planning construction of integrative schedule management for nuclear power project

    International Nuclear Information System (INIS)

    Zeng Zhenglin; Wang Wenying; Peng Fei

    2012-01-01

    This paper introduces the planning construction of integrative schedule management for Nuclear Power Project. It details schedule management system and the requirement of schedulers and the mode of three schedule management flats. And analysis it combing with the implementation of construction water and all special schedules before FCD to further propose the improving and researching direction for the integrative schedule management. (authors)

  11. 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.

  12. 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.

  13. 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...

  14. 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

  15. Pile Structure Program, Projected Start Date : January 1, 2010 (Implementation).

    Energy Technology Data Exchange (ETDEWEB)

    Collins, Chris; Corbett, Catherine [Lower Columbia River Estuary Partnership; Ebberts, Blaine [U.S. Army Corps of Engineers

    2009-07-27

    The 2008 Federal Columbia River Power System Biological Opinion includes Reasonable and Prudent Alternative 38-Piling and Piling Dike Removal Program. This RPA directs the Action Agencies to work with the Estuary Partnership to develop and implement a piling and pile dike removal program. The program has since evolved to include modifying pile structures to enhance their habitat value and complexity by adding large woody debris. The geographic extent of the Pile Structure Program (PSP) includes all tidally-influenced portions of the lower Columbia River below Bonneville Dam; however, it will focus on the mainstem. The overarching goal of the PSP is to enhance and restore ecosystem structure and function for the recovery of federally listed salmonids through the active management of pile structures. To attain this goal, the program team developed the following objectives: (1) Develop a plan to remove or modify pile structures that have lower value to navigation channel maintenance, and in which removal or modification will present low-risk to adjacent land use, is cost-effective, and would result in increased ecosystem function. (2) Determine program benefits for juvenile salmonids and the ecosystem through a series of intensively monitored pilot projects. (3) Incorporate best available science and pilot project results into an adaptive management framework that will guide future management by prioritizing projects with the highest benefits. The PSP's hypotheses, which form the basis of the pilot project experiments, are organized into five categories: Sediment and Habitat-forming Processes, Habitat Conditions and Food Web, Piscivorous Fish, Piscivorous Birds, and Toxic Contaminant Reduction. These hypotheses are based on the effects listed in the Estuary Module (NOAA Fisheries in press) and others that emerged during literature reviews, discussions with scientists, and field visits. Using pilot project findings, future implementation will be adaptively managed

  16. 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

  17. 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 ...

  18. 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....

  19. Assessment of the implementation of environmental management ...

    African Journals Online (AJOL)

    Assessment of the implementation of environmental management system in the construction ... Journal of Fundamental and Applied Sciences ... The Environmental Management System (EMS) illustrates a possible solution to reduce the ...

  20. 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...

  1. Opportunities for AFRA NC implementing Projects

    International Nuclear Information System (INIS)

    2017-01-01

    Some of the AFRA Objectives are to Establish common understanding that all networks operate under the AFRA framework as an African single intergovernmental body Align these networks with the common objectives of AFRA for strengthening activities and to define the modalities for collaboration within AFRA MSs. Some of the achievements in 2016 are: Under RAF/0/038 “Promoting Technical Cooperation among Developing Countries (TCDC) in Africa through Triangular Partnerships”, adequate support was provided to facilitate the implementation of several joint project proposals submitted by Member States in various fields of activity including NDT, Radiation processing, and Education and Training in nuclear science and technology. Under RAF0041: “Sharing Best Practices in Preventive Maintenance of Nuclear Equipment”, support was provided to Member States at the Seibersdorf Laboratory to improve the maintenance of medical and scientific instrumentation through capacity development for repair services, preventive maintenance, and cost recovery through income generated from the provision of services

  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. Instructional Design and Project Management: Complementary or Divergent?

    Science.gov (United States)

    van Rooij, Shahron Williams

    2011-01-01

    This paper reports the results of a study to identify the extent to which organizations that develop educational/training products are committed to project management, as measured by their project management implementation maturity, as a methodology that is separate and distinct from the processes of instructional design. A Web survey was…

  5. How to Teach Emotional Intelligence Skills in IT Project Management

    Science.gov (United States)

    Connolly, Amy J.; Reinicke, Bryan

    2017-01-01

    High emotional intelligence ("EQ") is considered one of the greatest strengths of an alpha project manager, yet undergraduate project management students are not directly trained in EQ soft skills such as communication, politics and teamwork. This article describes examples of active learning exercises implemented in an undergraduate IT…

  6. 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.

  7. Budgetary Approach to Project Management by Percentage of Completion Method

    Directory of Open Access Journals (Sweden)

    Leszek Borowiec

    2011-07-01

    Full Text Available Efficient and effective project management process is made possible by the use of methods and techniques of project management. The aim of this paper is to present the problems of project management by using Percentage of Completion method. The research material was gathered based on the experience in implementing this method by the Johnson Controls International Company. The article attempts to demonstrate the validity of the thesis that the POC project management method, allows for effective implementation and monitoring of the project and thus is an effective tool in the managing of companies which exploit the budgetary approach. The study presents planning process of basic parameters affecting the effectiveness of the project (such as costs, revenue, margin and characterized how the primary measurements used to evaluate it. The present theme is illustrating by numerous examples for showing the essence of the raised problems and the results are presenting by using descriptive methods, graphical and tabular.

  8. Examination of the relationship between project management critical success factors and project success of oil and gas drilling projects

    Science.gov (United States)

    Alagba, Tonye J.

    Oil and gas drilling projects are the primary means by which oil companies recover large volumes of commercially available hydrocarbons from deep reservoirs. These types of projects are complex in nature, involving management of multiple stakeholder interfaces, multidisciplinary personnel, complex contractor relationships, and turbulent environmental and market conditions, necessitating the application of proven project management best practices and critical success factors (CSFs) to achieve success. Although there is some practitioner oriented literature on project management CSFs for drilling projects, none of these is based on empirical evidence, from research. In addition, the literature has reported alarming rates of oil and gas drilling project failure, which is attributable not to technical factors, but to failure of project management. The aim of this quantitative correlational study therefore, was to discover an empirically verified list of project management CSFs, which consistent application leads to successful implementation of oil and gas drilling projects. The study collected survey data online, from a random sample of 127 oil and gas drilling personnel who were members of LinkedIn's online community "Drilling Supervisors, Managers, and Engineers". The results of the study indicated that 10 project management factors are individually related to project success of oil and gas drilling projects. These 10 CSFs are namely; Project mission, Top management support, Project schedule/plan, Client consultation, Personnel, Technical tasks, Client acceptance, Monitoring and feedback, Communication, and Troubleshooting. In addition, the study found that the relationships between the 10 CSFs and drilling project success is unaffected by participant and project demographics---role of project personnel, and project location. The significance of these findings are both practical, and theoretical. Practically, application of an empirically verified CSFs list to oil

  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. 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...

  11. 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.

  12. A participatory project management cycle: can it add value to ...

    African Journals Online (AJOL)

    Many agricultural research and development projects appear to be implemented without following any clear plan or management framework. Similarly, many of these projects do not involve the real participation of the local actors, such as the farmers. Subsequently, such projects do not achieve the desired or planned ...

  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. 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)

  15. 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

  16. 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.

  17. Portfolio management for investment projects in the construction industry

    Directory of Open Access Journals (Sweden)

    Kozlov Alexander

    2017-01-01

    Full Text Available The Russian business community has realized the need for project/targeted programme management procedures; therefore, the demand for customized project-oriented management methods goes up. In the meantime, this demand is not supplied in full, and the supply is far from being efficient. Project management methodologies need further improvement, including development of portfolio management processes applicable to investment projects developed and implemented in the construction industry. The article considers General approaches to the formalization of the management of portfolios of investment–construction projects. For the main groups of processes portfolio management (“Formation and alignment”, “Monitoring and control” and “Support and development” deals with their constituent sub-processes. The proposed decomposition can be used for both portfolio construction and investment projects and also has an invariant character, which allows extending the proposed approaches to other system target–oriented and project–oriented management.

  18. 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

  19. Causes and remedies for the dominant risk factors in Enterprise System implementation projects: the consultants' perspective.

    Science.gov (United States)

    Lech, Przemysław

    2016-01-01

    The purpose of this research was to investigate the causes of the dominant risk factors, affecting Enterprise System implementation projects and propose remedies for those risk factors from the perspective of implementation consultants. The study used a qualitative research strategy, based on e-mail interviews, semi-structured personal interviews with consultants and participant observation during implementation projects. The main contribution of this paper is that it offers viable indications of how to mitigate the dominant risk factors. These indications were grouped into the following categories: stable project scope, smooth communication supported by the project management, dedicated, competent and decision-making client team, competent and engaged consultant project manager, schedule and budget consistent with the project scope, use of methodology and procedures, enforced and enabled by the project managers, competent and dedicated consultants. A detailed description is provided for each category.

  20. 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 ...

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

    Directory of Open Access Journals (Sweden)

    Muhammad Nasir

    2015-12-01

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

  2. Spiral and Project-Based Learning with Peer Assessment in a Computer Science Project Management Course

    Science.gov (United States)

    Jaime, Arturo; Blanco, José Miguel; Domínguez, César; Sánchez, Ana; Heras, Jónathan; Usandizaga, Imanol

    2016-01-01

    Different learning methods such as project-based learning, spiral learning and peer assessment have been implemented in science disciplines with different outcomes. This paper presents a proposal for a project management course in the context of a computer science degree. Our proposal combines three well-known methods: project-based learning,…

  3. Implementation of a SNMP Manager

    DEFF Research Database (Denmark)

    Gaunholt, Hans; Surdeanu, Mihai

    1996-01-01

    SNMP, the Simple Network Management Protocol refers to a set of standards for network management, including a protocol, a database-structure specification and a set of data objects. SNMP was adopted as the standard for TCP/IP-based internets in 1989 and has enjoyed widespread popularity. Later on...

  4. Project Management Software for Distributed Industrial Companies

    Science.gov (United States)

    Dobrojević, M.; Medjo, B.; Rakin, M.; Sedmak, A.

    This paper gives an overview of the development of a new software solution for project management, intended mainly to use in industrial environment. The main concern of the proposed solution is application in everyday engineering practice in various, mainly distributed industrial companies. Having this in mind, special care has been devoted to development of appropriate tools for tracking, storing and analysis of the information about the project, and in-time delivering to the right team members or other responsible persons. The proposed solution is Internet-based and uses LAMP/WAMP (Linux or Windows - Apache - MySQL - PHP) platform, because of its stability, versatility, open source technology and simple maintenance. Modular structure of the software makes it easy for customization according to client specific needs, with a very short implementation period. Its main advantages are simple usage, quick implementation, easy system maintenance, short training and only basic computer skills needed for operators.

  5. 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.

  6. Implementation plan for the Operations Center Upgrade project

    International Nuclear Information System (INIS)

    Pope, N.G.; Brown, R.E.; Turner, W.J.; Courtney, K.; Joseph, E.L.; Jones, D.; Pruett, S.

    1996-06-01

    The crossover from the existing TA-55 Facility Control System to a newly constructed system will be implemented over a four-month period beginning the first week in January, 1997. Personnel requirements and task duration have been established using planning and scheduling project management techniques. Each facility subsystem will be crossed over on individual four-day maintenance weekends during which building PF-4 will be exclusively reserved for these tasks. Each subsystem will be validated prior to the resumption of normal programmatic activities. PF-4 will be open for normal activities between each four-day maintenance weekend. Crossover will not begin until specifically outlined tasks are completed

  7. Project management in libraries, archives and museums working with government and other external partners

    CERN Document Server

    Carpenter, Julie

    2010-01-01

    Aimed at practitioners and managers, this practical handbook provides a source of guidance on project management techniques for the academic and cultural heritage sectors, focusing on managing projects involving public sector and other external partners. Issues under consideration and illustration include: different approaches to managing projects and how to select appropriate methods; using project management tools and other applications in project development and implementation; ensuring the sustainability of project outcomes and transferability into practice; realistic monitoring methodolog

  8. Sizing ERP implementation projects: an activity-based approach

    NARCIS (Netherlands)

    Janssens, G.; Kusters, R.J.; Heemstra, F.J.

    2008-01-01

    ERP implementation projects affect large parts of an implementing organization and lead to changes in the way an organization performs its tasks. The costs needed for the effort to implement these systems are hard to estimate. Research indicates that the size of an ERP project can be a useful

  9. 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

  10. [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.

  11. Systems Engineering Implementation Plan for Single Shell Tanks (SST) Retrieval Projects

    Energy Technology Data Exchange (ETDEWEB)

    LEONARD, M.W.; HOFFERBER, G.A.

    2000-11-30

    This document communicates the planned implementation of the Systems Engineering processes and products for the SST retrieval projects as defined in the Systems Engineering Management Plan for the Tank Farm Contractor.

  12. Systems Engineering Implementation Plan for Single-Shell Tanks (SST) Retrieval Projects

    International Nuclear Information System (INIS)

    LEONARD, M.W.; HOFFERBER, G.A.

    2000-01-01

    This document communicates the planned implementation of the Systems Engineering processes and products for the SST retrieval projects as defined in the Systems Engineering Management Plan for the Tank Farm Contractor

  13. 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.

  14. How Agile Methods Inspire Project Management - The Half Double Initiative

    DEFF Research Database (Denmark)

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

    Increased complexity in projects has forced new project management initiatives. In software development several agile methods have emerged and are today highly implemented in practice. Observations of general project management practice show how it has been inspired by agile software development......, but very little research addresses the issue of agile project management. In order to understand and to provide suggestions for future practice on how agility can be incorporated in general project management, this paper provides an analysis which compares ten characteristics of agile software development...... (identified in theory) and the Half Double Methodology developed by the Danish Project Half Double initiative; a Methodology developed with practitioners and tested in seven Danish case companies. The analysis shows how the general project management to a great extent has been inspired by agile methods...

  15. 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....

  16. 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

  17. 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...

  18. 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)

  19. Education management process implementation of reforms

    Directory of Open Access Journals (Sweden)

    A. V. Kondratyeva

    2013-12-01

    In the dissertation research looks at the problem of the study. This article contains material research and evaluate different points of view on the issue of a systematic approach using educational management in the implementation of reforms.

  20. Factors influencing implementation of integrated management of ...

    African Journals Online (AJOL)

    intern

    implementation of health facility based Integrated Management of Childhood Illness ... community-owned resource persons (CORPs) to provide health education to care ... differing coverage of basic essential services such safe water supply, ...

  1. Efficient and effective implementation of alternative project delivery methods.

    Science.gov (United States)

    2017-05-01

    Over the past decade, the Maryland Department of Transportation State Highway : Administration (MDOT SHA) has implemented Alternative Project Delivery (APD) methods : in a number of transportation projects. While these innovative practices have produ...

  2. Benefit Evaluation of Implementing BIM in Construction Projects

    Science.gov (United States)

    Chou, Hui-Yu; Chen, Pei-Yu

    2017-10-01

    Since 2014, public construction projects in Taiwan have progressively undertaken steps to promote the use of Building Information Modelling (BIM) technology, the use of BIM has therefore become a necessity for contractors. However, issues such as the high upfront costs relating to software and hardware setup and BIM user training, combined with the difficulties of incorporating BIM into existing workflow operations and management systems, remain a challenge to contractors. Consequently, the benefits stemming from the BIM implementation in turn will affect the activeness and enthusiasm of contractors to implement BIM. While there have been previous studies abroad where the benefits relating to BIM implementation had been calculated and quantified numerically, a benefit evaluation index would require considerations for regional industry practices and characteristics. This study established a benefit evaluation index and method for the implementation of BIM suitable for contractors in Taiwan. The three main principal indexes are: (1) RCR means the effects of reducing costs associated with rework; (2) SDR & DPR mean the effects of mitigating delays that occur due to construction interface coordination or rework, as well as the effects of reducing the penalty costs associated with overdue delivery; (3) AQE means the effects of improving the ability to estimate the amounts of building materials and resources. This study also performed a benefit evaluation calculation of a real world case study construction project using the first two established indexes. The results showed a 0.16% reduction in rework costs, a 6.49% reduction in delays that occur from construction interface coordination or rework, and a 5.0% reduction in penalty costs associated with overdue deliveries. The results demonstrated the applicability of the benefit evaluation index established in this study for real world construction projects.

  3. Total quality management implementation guidelines

    Energy Technology Data Exchange (ETDEWEB)

    1993-12-01

    These Guidelines were designed by the Energy Quality Council to help managers and supervisors in the Department of Energy Complex bring Total Quality Management to their organizations. Because the Department is composed of a rich mixture of diverse organizations, each with its own distinctive culture and quality history, these Guidelines are intended to be adapted by users to meet the particular needs of their organizations. For example, for organizations that are well along on their quality journeys and may already have achieved quality results, these Guidelines will provide a consistent methodology and terminology reference to foster their alignment with the overall Energy quality initiative. For organizations that are just beginning their quality journeys, these Guidelines will serve as a startup manual on quality principles applied in the Energy context.

  4. 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

  5. Public participation in UMTRA Project program management

    International Nuclear Information System (INIS)

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

    1993-01-01

    Innovative techniques for overcoming barriers to public participation on the US Department of Energy's Uranium Mill Tailings Remedial Action (UMTRA) Project have led to improved communications with stakeholders at project sites and improved communications within the project. On the UMTRA Project, it's been shown that an effective public participation program is an essential element to successful project implementation

  6. 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...

  7. 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.

  8. 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

  9. 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.

  10. 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...

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

    Directory of Open Access Journals (Sweden)

    Wanjiru Gachie

    2017-11-01

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

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

    Science.gov (United States)

    2011-01-01

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

  13. 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

  14. 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

  15. 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.

  16. 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...

  17. 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

  18. 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...

  19. 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...

  20. 76 FR 56363 - Capital Project Management

    Science.gov (United States)

    2011-09-13

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

  1. 78 FR 16460 - Capital Project Management

    Science.gov (United States)

    2013-03-15

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

  2. Finance and supply management project execution plan

    Energy Technology Data Exchange (ETDEWEB)

    BENNION, S.I.

    1999-02-10

    As a subproject of the HANDI 2000 project, the Finance and Supply Management system is intended to serve FDH and Project Hanford major subcontractor with financial processes including general ledger, project costing, budgeting, and accounts payable, and supply management process including purchasing, inventory and contracts management. Currently these functions are performed with numerous legacy information systems and suboptimized processes.

  3. 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.

  4. Application study of the project management on the nuclear power projects in China Institute of Atomic Energy

    International Nuclear Information System (INIS)

    Ji Cunxing

    2012-01-01

    The article introduced the actions of foreign and domestic nuclear power technical services in China Institute of Atomic Energy, the project management theory is applied to the organization, implementation and control of the nuclear power projects. It is analyzed the quality, schedule , investment etc of nuclear power projects, the improving measures and suggestions are bring forward on the project management organization, quality assurance, reduce cost etc. It will raise its nuclear power project management level in China Institute of Atomic Energy. (author)

  5. 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

  6. Successful implementation of self-managing teams

    NARCIS (Netherlands)

    Weerheim, Wilke; Van Rossum, Lisa; Ten Have, Wouter Dirk

    2018-01-01

    Purpose: Following health-care organisations, many mental health-care organisations nowadays consider starting to work with self-managing teams as their organisation structure. Although the concept could be effective, the way of implementing self-managing teams in an organisation is crucial to

  7. Successful implementation of self-managing teams

    NARCIS (Netherlands)

    Weerheim, W. (Wilke); Van Rossum, L. (Lisa); Ten Have, W.D. (Wouter Dirk)

    2018-01-01

    textabstractPurpose: Following health-care organisations, many mental health-care organisations nowadays consider starting to work with self-managing teams as their organisation structure. Although the concept could be effective, the way of implementing self-managing teams in an organisation is

  8. 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

  9. 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.

  10. 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

  11. Optimization education after project implementation: sharing "lessons learned" with staff.

    Science.gov (United States)

    Vaughn, Susan

    2011-01-01

    Implementations involving healthcare technology solutions focus on providing end-user education prior to the application going "live" in the organization. Benefits to postimplementation education for staff should be included when planning these projects. This author describes the traditional training provided during the implementation of a bar-coding medication project and then the optimization training 8 weeks later.

  12. 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

  13. 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

  14. 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.

  15. Forty project management strategies for the medical practice staff.

    Science.gov (United States)

    Hills, Laura Sachs

    2010-01-01

    Most every medical practice will embark at one time or another on a large and complex new project. The practice may, for instance, undertake a project in office construction or renovation, practice expansion, new technology, or a new large-scale event. The medical practice staff may find itself creating the project plan, overseeing its execution, and working through the plan day to day until its completion. In short, the staff may find itself responsible for project management. This article contains 40 specific, easy-to-implement project management strategies medical practice employees can use to manage both the large and small projects they undertake on behalf of the practice. It suggests effective project management strategies the staff can use before the onset of a new project as well as strategies to help define the project, to deliver the project, and to close and review the project. This article also describes five reasons medical practices often fail at project management and suggests more effective approaches that will ensure that the projects the medical practice undertakes are completed well, on time, and within budget.

  16. 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

  17. 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...

  18. Best in Class Project Management and Contract Management Initiative at the Department of Energy's Office of Environmental Management

    International Nuclear Information System (INIS)

    Van Camp, S.G.; Stevenson, J.S.; Deiters, M.G.

    2009-01-01

    Since its founding in 1989, the U.S. Department of Energy (DOE), Office of Environmental Management (EM) has struggled with a legacy of inadequate project and contract management. This has been manifested in recurring scope changes, cost overruns and schedule delays, and has been documented in multiple internal and external reviews. To address this issue, EM has developed a vision for building a 'Best in Class' Project Management and Contract Management (BICPM) organization. To develop the strategy and implement the process to accomplish this vision, EM contracted with the U.S. Army Corps of Engineers (USACE) and their support contractors. EM and the USACE Team developed a five-phased approach to implement the BICPM Initiative: (I) develop assessment criteria, (II) assess existing project and contract management capabilities, (III) develop an implementation plan, (IV) implement corrective actions, and (V) institutionalize BICPM. Under Phases I and II, the USACE Team assessed the status of project and contract management capabilities at 16 EM offices. These assessments evaluated strengths and weaknesses in 12 key project management capabilities and benchmarks and three contract management benchmarks. Under Phase III, EM and the USACE Team developed the Corporate Implementation Plan which identified the key challenges and provided a road-map to address these challenges and to implement BICPM. These challenges included: Federal staffing shortages; integration of project and contract management; further development of project-oriented culture; project baseline maintenance; consistent implementation of the DOE order for project management, 413.3A; and role of EM Headquarters in BICPM. The shortage of qualified resources dedicated to supporting Federal project and contract management functions was identified as a primary cause for project and contract management difficulties within EM. The Corporate Implementation Plan outlined a set of 18 specific Recommended Priority

  19. Effective and efficient implementation of alternative project delivery : research summary.

    Science.gov (United States)

    2017-05-01

    Alternative project delivery (APD) methods such as Design Build (DB) and Construction Manager at Risk (CMAR), are used by state departments of transportation to improve the efficiency and effectiveness of project delivery. The Maryland Department of ...

  20. Adoption of Building Information Modelling in project planning risk management

    Science.gov (United States)

    Mering, M. M.; Aminudin, E.; Chai, C. S.; Zakaria, R.; Tan, C. S.; Lee, Y. Y.; Redzuan, A. A.

    2017-11-01

    An efficient and effective risk management required a systematic and proper methodology besides knowledge and experience. However, if the risk management is not discussed from the starting of the project, this duty is notably complicated and no longer efficient. This paper presents the adoption of Building Information Modelling (BIM) in project planning risk management. The objectives is to identify the traditional risk management practices and its function, besides, determine the best function of BIM in risk management and investigating the efficiency of adopting BIM-based risk management during the project planning phase. In order to obtain data, a quantitative approach is adopted in this research. Based on data analysis, the lack of compliance with project requirements and failure to recognise risk and develop responses to opportunity are the risks occurred when traditional risk management is implemented. When using BIM in project planning, it works as the tracking of cost control and cash flow give impact on the project cycle to be completed on time. 5D cost estimation or cash flow modeling benefit risk management in planning, controlling and managing budget and cost reasonably. There were two factors that mostly benefit a BIM-based technology which were formwork plan with integrated fall plan and design for safety model check. By adopting risk management, potential risks linked with a project and acknowledging to those risks can be identified to reduce them to an acceptable extent. This means recognizing potential risks and avoiding threat by reducing their negative effects. The BIM-based risk management can enhance the planning process of construction projects. It benefits the construction players in various aspects. It is important to know the application of BIM-based risk management as it can be a lesson learnt to others to implement BIM and increase the quality of the project.

  1. Project Portfolio Management for Academic Libraries: A Gentle Introduction

    Science.gov (United States)

    Vinopal, Jennifer

    2012-01-01

    In highly dynamic, service-oriented environments like academic libraries, much staff time is spent on initiatives to implement new products and services to meet users' evolving needs. Yet even in an environment where a sound project management process is applied, if we're not properly planning, managing, and controlling the organization's work in…

  2. NASA Space Flight Program and Project Management Handbook

    Science.gov (United States)

    Blythe, Michael P.; Saunders, Mark P.; Pye, David B.; Voss, Linda D.; Moreland, Robert J.; Symons, Kathleen E.; Bromley, Linda K.

    2014-01-01

    This handbook is a companion to NPR 7120.5E, NASA Space Flight Program and Project Management Requirements and supports the implementation of the requirements by which NASA formulates and implements space flight programs and projects. Its focus is on what the program or project manager needs to know to accomplish the mission, but it also contains guidance that enhances the understanding of the high-level procedural requirements. (See Appendix C for NPR 7120.5E requirements with rationale.) As such, it starts with the same basic concepts but provides context, rationale, guidance, and a greater depth of detail for the fundamental principles of program and project management. This handbook also explores some of the nuances and implications of applying the procedural requirements, for example, how the Agency Baseline Commitment agreement evolves over time as a program or project moves through its life cycle.

  3. 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...

  4. MARKETING STRATEGIES IN THE DEVELOPMENT AND IMPLEMENTATION OF THE PROJECT

    Directory of Open Access Journals (Sweden)

    Дмитрий Георгиевич БЕЗУГЛЫЙ

    2015-05-01

    Full Text Available The article is devoted to marketing in project management, as the scope of activities aimed at improving the quality characteristics of the project for its further effective market promotion in an increasingly competitive environment. Particular attention is paid to marketing strategies during the development and subsequent sale of the project to the investor. The problem of effective combination of marketing strategies and project management process is being solved.

  5. The A.P.I. ECO Project. Pilot demonstration project in small and medium enterprises implementing the eco-management and audit scheme; Progetto A.P.I.ECO. Azioni pilota in favore dell`attuazione nelle piccole e medie industrie del sistema comunitario di ecogestione e audit

    Energy Technology Data Exchange (ETDEWEB)

    Brunetti, Nicola [ENEA, Centro Ricerche Casaccia, Rome (Italy). Dipt. Ambiente; Casciani, Michele; Galotti, Giorgio; Peruzzi, Augusto [IGEAM Srl, Rome (Italy)

    1997-09-01

    During a 18 months period in 1995/1996 a pilot demonstration project, on behalf of the Commission the European Communities, was undertaken to investigate the experience of 8 small and medium-sized enterprises (SMEs), in Lazio Region, implementing the Eco-management and audit scheme (EMAS). The promoters of A.P.I.ECO project are: IGEAM Srl (environmental consulting company); ENEA (the National Agency for New Technology, Energy and the Environment) and FEDERLAZIO (Regional SMEs association). The principal direct targets of the project have been: backing up 8 SMEs of different sectors and characteristics, by conducting a deep initial environmental review and implementing the EMAS, with the goal of leading them to the environmental certification according to the 1836/93 EC Regulation; preparation and utilization of guidelines, procedures and protocols for the several steps of EMAS; promoting and divulgating principles and techniques of environmental management and eco-auditing, as much as possible, especially on a regional scale via SMEs association; training and opportunity of a practical experience of environmental analysis and auditing in SMEs to a large group of technicians of different backgrounds in the environmental field. A step by step procedure program was utilized for implementing EMAS in the 8 SMEs: environmental review; policy, objectives and programmes; environmental management system (Organization and Personnel, Environmental Management Manual, Operating Systems and Controls and Register of Environmental Effects and Regulation, Environmental Audit); Environmental statement. The project has been completed with the drafting of guideline for environmental statement for each of the 8 companies and the disseminating the results achieved.

  6. Jerneh gas project challenges and implementation performance

    International Nuclear Information System (INIS)

    Perreau, M.E.

    1993-01-01

    The Jerneh gas project is part of Peninsular Malaysia's Gas Utilization Project, a mammoth undertaking to provide gas from the offshore fields off Malaysia's East Coast, to power stations and other industrial users throughout Peninsular Malaysia and Singapore. Prior to 1992, the only customers of the offshore Peninsular Malaysia gas were a local power station, and a steel mill in Terengganu, linked to the Phase 1 pipeline system. The Bekok platform is Esso Production Malaysia Inc. (EPMI)'s gas collection platform for existing associated gas fields. The Duyong and Sotong platforms are gas production/compression platforms operated by PETRONAS. In late 1991, the onshore pipeline system was extended by PETRONAS to cover the west and south coasts of Peninsular Malaysia and Singapore depicted in the map as the Phase 2 system. With the completion of the Jerneh platform and offshore trunklines, Jerneh became the primary source of supply to an increased number of customers in the wider Phase 2 gas network. Jerneh is estimated to have three TCF of non-associated gas. Phase 1 customers were utilizing about 120 MSCFD and the demand is expected to initially step-up to 400 MSCFD in 1992 and progressively increase thereafter. This paper provides an overview of the US$400 M Jerneh project for which detailed design commenced in 1989 and was commissioned in 1992. The paper describes the technical challenges, project execution, safety record and actions to achieve the fast track schedule for this project

  7. Configuration management: Phase II implementation guidance

    Energy Technology Data Exchange (ETDEWEB)

    1994-03-01

    Configuration management (CM) is essential to maintaining an acceptable level of risk to the public, workers, environment, or mission success. It is a set of activities and techniques used to maintain consistency among physical and functional configuration, applicable requirements, and key documents. This document provides guidance for continuing the implementation of CM in a phased and graded manner. It describes a cost-effective approach to documented consistency with requirements, with early emphasis on items most important to safety and environmental protection. It is intended to help responsible line managers and configuration management staff personnel in meeting the Energy Systems configuration management policy standard.

  8. Risk Management and Uncertainty in Large Complex Public Projects

    DEFF Research Database (Denmark)

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

    Governmental actors worldwide are promoting risk management as a rational approach to man-age uncertainty and improve the abilities to deliver large complex projects according to budget, time plans, and pre-set project specifications: But what do we know about the effects of risk management...... on the abilities to meet such objectives? Using Callon’s (1998) twin notions of framing and overflowing we examine the implementation of risk management within the Dan-ish public sector and the effects this generated for the management of two large complex pro-jects. We show how the rational framing of risk...... management have generated unexpected costly outcomes such as: the undermining of the longer-term value and societal relevance of the built asset, the negligence of the wider range of uncertainties emerging during project processes, and constraining forms of knowledge. We also show how expert accountants play...

  9. Purchasing management experience of Haiyang nuclear power project construction period

    International Nuclear Information System (INIS)

    Ma Yuqin

    2013-01-01

    Purchasing is one of the important aspects to ensure the safety and quality of the nuclear power plant. This paper, combining the purchasing peculiarity and purchasing process of Haiyang nuclear power project, summarizes experiences of Haiyang nuclear power project in promoting its purchasing management level in aspects of purchasing method choosing, purchasing plan management, purchasing process optimization, purchasing contract implementation and purchasing surveillance, etc. (author)

  10. 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...

  11. The Control of the Implementation and Management of European Funds

    Directory of Open Access Journals (Sweden)

    Vasile Burja

    2018-03-01

    Full Text Available Effective implementation and management of European funds is of major importance for the new members of the European Union. Controlling these funds aims to increase the performance of their use. European regulations require Member States to take appropriate measures to properly maintain and operate their management and control systems so that they can offer the necessary assurances regarding the correct use of the allocated funds. This article highlights the importance of control exercised within institutions that implement and manage European funds. There have been many irregularities in the implementation of projects funded by European funds. In order to determine the most frequent types of irregularities, a questionnaire was applied to the experts responsible for controlling European funds in intermediary bodies. In this article we will present the results obtained after the centralization of expert responses and the importance of control in the prevention of irregularities and fraud.

  12. PACS project management utilizing web-based tools

    Science.gov (United States)

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

    2000-05-01

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

  13. Project management for profit a failsafe guide to keeping projects on track and on budget

    CERN Document Server

    Knight, Joe; Angus, Brad; Case, John

    2012-01-01

    If your work involves projects, then this book is for you. It will show every company owner and project manager—at businesses large and small—how to run projects differently. You’ll benefit if you’ve ever: • been over budget on a project • exceeded a timeline on a project • worked on a project that completely stalled as you neared the finish line • lost money on a sure-thing project and had no idea why • noticed that scope and feature creep held you back • watched a project take three times as long as planned • felt too embarrassed to perform a review of your successes and failures • wondered whether your project actually made any money By the time you finish the book, you’ll be ready to implement Project Management for Profit in your own company—and be prepared to keep your projects on track and on budget.

  14. 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.

  15. 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.

  16. 44 CFR 80.17 - Project implementation.

    Science.gov (United States)

    2010-10-01

    ... property, the method of valuation and basis for the purchase offer, and the final offer amount. The offer... HOMELAND SECURITY INSURANCE AND HAZARD MITIGATION National Flood Insurance Program PROPERTY ACQUISITION AND.... The subgrantee shall take steps to ensure it does not acquire or include in the project properties...

  17. 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...

  18. Development and implementation of integrated management system

    International Nuclear Information System (INIS)

    Tomov, E.; Nenkova, B.

    2013-01-01

    Risk Engineering Ltd is a private Bulgarian company in the field of scientific technical consultancy and engineering services, established in 1990. The aim of this report is to present the experience of Risk Engineering Ltd. in the development, implementation and operation of an integrated management system. The process of implementation of the system was completed at the end of 2011. In January 2012, the Risk Engineering Integrated Management System was certified by Lloyd's Register for compliance with standards ISO 9001:2008, ISO 140001:2004 and BS OHSAS 18001:2007

  19. 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…

  20. 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

  1. 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...

  2. 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...

  3. 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…

  4. 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…

  5. 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.

  6. 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.

  7. 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.

  8. 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

  9. Considerations on Risk in Supply Chain Management Information Systems Implementation

    Directory of Open Access Journals (Sweden)

    Valentin-Petru Măzăreanu

    2013-02-01

    Full Text Available Innovation in information and communication technologies resulted in the digital revolution. This kind of revolution is changing the way people work, learn, communicate and manage their businesses. Due to the need to achieve the competitive advantage and to meet the business requirements, we are witnessing an increasing shift from business to e-business and mobile business. In this kind of world solutions like Supply Chain Management (SCM are increasingly appearing. The business success depends on how effective the information system works. Any interruption of the information system will inevitably lead to business loss. To ensure the successful implementation of a SCM project it is necessary to study even from the early stages which are the possible actions / risks / obstacles which might damage in one way or another the execution of the project. The role of the literature and case studies review in the field of interest is undeniable because it provides us with access to the so-called lessons-learned. By using this approach, in this paper, we present the most common risks and risk sources encountered in the implementation projects of SCM type information systems. We also propose a risk identification framework that can be used in the early stages of the implementation project of a Supply Chain Management information system.

  10. Clustering ERP implementation project activities: a foundation for project size definition

    NARCIS (Netherlands)

    Janssens, G.; Kusters, R.J.; Heemstra, F.J.; Sadiq, A.; Reichert, M.; Schultz, K.; Trienekens, J.J.M.; Moller, C.; Kusters, R.J.

    2007-01-01

    The size of an ERP project can be a useful measurement for predicting the effort needed to complete an ERP implementation project. Because this measurement does not exist, research is needed to find a set of variables which can define the size of an ERP implementation project. This paper shows 21

  11. Managing Operating Procedures in Distributed Collaborative Projects

    Science.gov (United States)

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

    2013-04-01

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

  12. Managing Operating Procedures in Distributed Collaborative Projects

    International Nuclear Information System (INIS)

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

    2013-01-01

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

  13. Innovation in health service management: Adoption of project management offices to support major health care transformation.

    Science.gov (United States)

    Lavoie-Tremblay, Mélanie; Aubry, Monique; Cyr, Guylaine; Richer, Marie-Claire; Fortin-Verreault, Jean-François; Fortin, Claude; Marchionni, Caroline

    2017-11-01

    To explore the characteristics that influence project management offices acceptance and adoption in healthcare sector. The creation of project management offices has been suggested as a promising avenue to promote successful organisational change and facilitate evidence-based practice. However, little is known about the characteristics that promote their initial adoption and acceptance in health care sector. This knowledge is important in the context where many organisations are considering implementing project management offices with nurse managers as leaders. A descriptive multiple case study design was used. The unit of analysis was the project management offices. The study was conducted in three university-affiliated teaching hospitals in 2013-14 (Canada). Individual interviews (n = 34) were conducted with senior managers. Results reveal that project management offices dedicated to project and change management constitute an innovation and an added value that addresses tangible needs in the field. Project management offices are an innovation highly compatible with health care managers and their approach has parallels to the process of clinical problem solving and reasoning well-known to adopters. This knowledge is important in a context where many nurses hold various roles in project management offices, such as Director, project manager, clinical expert and knowledge broker. © 2017 John Wiley & Sons Ltd.

  14. 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...

  15. Spent Nuclear Fuel (SNF) Project Safety Basis Implementation Strategy

    International Nuclear Information System (INIS)

    TRAWINSKI, B.J.

    2000-01-01

    The objective of the Safety Basis Implementation is to ensure that implementation of activities is accomplished in order to support readiness to move spent fuel from K West Basin. Activities may be performed directly by the Safety Basis Implementation Team or they may be performed by other organizations and tracked by the Team. This strategy will focus on five key elements, (1) Administration of Safety Basis Implementation (general items), (2) Implementing documents, (3) Implementing equipment (including verification of operability), (4) Training, (5) SNF Project Technical Requirements (STRS) database system

  16. 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...

  17. 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…

  18. 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.

  19. Organizational and Functional Modeling of Business Processes for Management of the Development Project Efficiency

    OpenAIRE

    Soboleva Elena

    2017-01-01

    The article is devoted to development project management issues in the current economic situation in Russia, to the construction industry, to the problems of development projects implementation in Russia and to the impact of the quality of projects in the construction industry, to assessment of the impact of external project environment on the effectiveness of project activities in crisis, as well as to project management quality. A methodological approach to qualitative management of develop...

  20. The INEL approach: Environmental Restoration Program management and implementation methodology

    International Nuclear Information System (INIS)

    1996-01-01

    The overall objectives of the INEL Environmental Restoration (ER) Program management approach are to facilitate meeting mission needs through the successful implementation of a sound, and effective project management philosophy. This paper outlines the steps taken to develop the ER program, and explains further the implementing tools and processes used to achieve what can be viewed as fundamental to a successful program. The various examples provided will demonstrate how the strategies for implementing these operating philosophies are actually present and at work throughout the program, in spite of budget drills and organizational changes within DOE and the implementing contractor. A few of the challenges and successes of the INEL Environmental Restoration Program have included: a) completion of all enforceable milestones to date, b) acceleration of enforceable milestones, c) managing funds to reduce uncosted obligations at year end by utilizing greater than 99% of FY-95 budget, d) an exemplary safety record, e) developing a strategy for partial Delisting of the INEL by the year 2000, f) actively dealing with Natural Resource Damages Assessment issues, g) the achievement of significant project cost reductions, h) and implementation of a partnering charter and application of front end quality principles

  1. Bookkeeping information use for implementing management principles

    Directory of Open Access Journals (Sweden)

    Aurelian Virgil BĂLUŢĂ

    2010-09-01

    Full Text Available One of the principles used for the new projects and agreed by the enterprisers is that of 3D. In order to apply this principle, one needs to use bookkeeping information. In the attempt of managers to be successful in business, there is also used the bookkeeping information. The managers use a series of practices in order to increase the companies’ performance. For most cases, the account department helps the successful managerial practices with adequate information and procedures.

  2. Conflict Approaches of Effective Project Manager in the Upstream Sector of Indonesian Oil & Gas Industry

    OpenAIRE

    Adhi Cahyono; Yanki Hartijasti

    2012-01-01

    Conflict can be functional or dysfunctional to the organization’s performance. This study focused on the relationship between conflict approaches implemented by the project manager based on project team member’s perception on the effectiveness of the project manager in managing project’s conflict. Questionnaires were modified from Barker et al. (1988) to measure conflict management approaches and outcomes of managing project conflict. Data were gathered from 57 respondents w...

  3. The Waste Isolation Pilot Plant (WIPP) integrated project management system

    International Nuclear Information System (INIS)

    Olona, D.; Sala, D.

    1993-01-01

    The Waste Isolation Pilot Plant (WIPP), located 26 miles east of Carlsbad, New Mexico, is a research and development project of the Department of Energy (DOE), tasked with the mission of demonstrating the safe disposal of transuranic (TRU) radioactive wastes. This unique project was authorized by Congress in 1979 in response to the national need for long-term, safe methods for disposing of radioactive by-products from our national defense programs. The WIPP was originally established in December of 1979, by Public Law 96-164, DOE National Security and Military Applications of Nuclear Energy Authorization Act of 1980. Since the inception of the WIPP Project, work has continued to prepare the facility to receive TRU wastes. Studies continue to be conducted to demonstrate the safety of the WIPP facility in accordance with federal and state laws, state agreements, environmental regulations, and DOE Orders. The objectives of implementing an integrated project management system are to assure compliance with all regulatory and federal regulations, identify areas of concern, provide justification for funding, provide a management tool for control of program workscope, and establish a project baseline from which accountability and performance will be assessed. Program management and project controls are essential for the success of the WIPP Project. The WIPP has developed an integrated project management system to establish the process for the control of the program which has an expected total dollar value of $2B over the ten-year period from 1990-2000. The implementation of this project management system was motivated by the regulatory requirements of the project, the highly public environment in which the project takes place, limited funding and resources, and the dynamic nature of the project. Specific areas to be addressed in this paper include strategic planning, project organization, planning and scheduling, fiscal planning, and project monitoring and reporting

  4. CooMan - a global collaborative project management system

    International Nuclear Information System (INIS)

    Souza, J.M. de; Palma, S.

    1994-01-01

    Project Coordination and Management have long been recognized as an area with growing problems and unsatisfactory solutions. Conciliating flexibility with target achievements is historically the main problem to face. The difficulties have been growing at more than linear ratio with the size and complexity of the Projects being developed in the present days. The HEP communities suffer additional challenges because of the distributed nature of the collaborations, the novelty of each project; and the less authoritarian form of leadership and management of team and individual. This prevents the adoption of more centralized focus on decision. CooMan intends to be a Global Collaborative Project Management System. This paper discusses the basic aspects of the concepts involved, outlining how task coordination, acts of speech, and World-Wide hyper media can be used to support project management activities. A distributed tool to implement such proposition is described, and a first prototype is presented

  5. UMTRA project technical assistance contractor quality assurance implementation plan for surface and ground water

    International Nuclear Information System (INIS)

    1994-09-01

    The Uranium Mill Tailings Remedial Action (UMTRA) Project Technical Assistance Contractor (TAC) Quality Assurance Implementation Plan (QAIP) outlines the primary requirements for integrating quality functions for TAC technical activities applied to the surface and ground water phases of the UMTRA Project. The QAIP is subordinate to the latest issue of the UMTRA Project TAC Quality Assurance Program Plan (QAPP). The QAIP addresses technical aspects of the TAC UMTRA Project surface and ground water programs. The QAIP is authorized and approved by the TAC Project Manager and QA manager. The QA program is designed to use monitoring, audit, and surveillance functions as management tools to ensure that all Project organization activities are carried out in a manner that will protect public health and safety, promote the success of the UMTRA Project and meet or exceed contract requirements

  6. Supply Chain Management in Flyover Projects in India

    Directory of Open Access Journals (Sweden)

    Sudhir Yadav

    2015-01-01

    Full Text Available This paper explores the application of supply chain management (SCM in the Indian construction industry. The authors studied the SCM practices followed in flyover projects and compared them with the seamless SCM model for construction proposed by a previous study. A case study approach was followed for the research work. Structured interviews were conducted to understand the SCM practices in flyover projects in India. The developed model advocates leading roles for client and strategic needs analysis and value management study that are missing in the studied projects. All of the projects studied faced cost and time overruns. The seamless SCM model may be extended to developing countries by incorporating requirements related to the long-term relationship between project agents and, if possible, by suggesting that clients should not select agents using only the minimal cost criteria. The extended model also proposes SCM training for all project agents before the start of the project. Strategic needs analysis and value management study should be an integral part of the construction project to improve project efficiency. Implementing the seamless SCM model calls for the early involvement (i.e., at the project design stage of all project agents. Project sponsors can apply the findings of this study to manage time and cost overruns.

  7. RHP{sup 2} project : development and implementation of a heat management system for electric vehicles; Projet RHP{sup 2} : developpement et implantation d'un systeme de gestion thermique pour vehicule electrique

    Energy Technology Data Exchange (ETDEWEB)

    Bilodeau, S. [Groupe Enerstat, Sherbrooke, PQ (Canada)

    2002-02-01

    A project for the development and the implementation of a climate control system for electric vehicles, called the RHP{sup 2} adapted to cold climates was undertaken by the Groupe Enerstat. It offers an emission-free solution which combines the utilization of a heat pump with heat storage as the central component. Integrating various innovative technologies such as the compact air exchanger, phase transformation heat storage and a passive regenerator allows for the heat management of the electric vehicle as a whole. The project progressed from laboratory tests to the implementation of the system in a postal delivery vehicle to pilot vehicle tests in a climatic chamber. It was revealed that the performance of the system is less dependent on climatic conditions. The RHP{sup 2} system can perform under temperatures reaching minus 25 Celsius without any significant performance decrease, contrary to conventional air-to-air heat pumps. The whole heating and cooling load requirements of the vehicle were met. Continuous air renewal is allowed through energy regeneration, ensuring maximum air quality and efficient defrosting capabilities of the windows without resulting in a significant energy loss. The performance coefficient exceeded 3.0 at temperatures of minus 20 Celsius, as revealed by the results obtained. Comfort level, air renewal and minimum defrosting can be maintained without having to use fossil energy. The optimization of some components still requires some work, such as start-up power and the weight of the system. Some possible solutions are being investigated to meet these objectives. 25 refs., 4 tabs., 20 figs.

  8. Implementation of a Computerized Maintenance Management System

    Science.gov (United States)

    Shen, Yong-Hong; Askari, Bruce

    1994-01-01

    A primer Computerized Maintenance Management System (CMMS) has been established for NASA Ames pressure component certification program. The CMMS takes full advantage of the latest computer technology and SQL relational database to perform periodic services for vital pressure components. The Ames certification program is briefly described and the aspects of the CMMS implementation are discussed as they are related to the certification objectives.

  9. Now's the Time: Implementing Performance Management

    Science.gov (United States)

    Legutko, Lee V.

    2012-01-01

    During the past several years, school systems have implemented a variety of organizational improvement initiatives, such as Six Sigma, Balanced Scorecards, Baldrige Criteria, activity-based costing, and managing for results. Unfortunately, evidence of sustained success is fleeting as school districts remain trapped in a time warp of command,…

  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. Implementing Climate Services in Peru: CLIMANDES Project

    Science.gov (United States)

    Lavado-Casimiro, Waldo; Mauchle, Fabian; Diaz, Amelia; Seiz, Gabriela; Rubli, Alex; Rossa, Andrea; Rosas, Gabriela; Ita, Niceforo; Calle, Victoria; Villegas, Esequiel; Ambrosetti, Paolo; Brönnimann, Stefan; Hunziker, Stefan; Jacques, Martin; Croci-Maspoli, Mischa; Konzelmann, Thomas; Gubler, Stefanie; Rohrer, Mario

    2014-05-01

    The climate variability and change will have increasing influence on the economic and social development of all countries and regions, such as the Andes in Latin America. The CLIMANDES project (Climate services to support decision-making in the Andean Region) will address these issues in Peru. CLIMANDES supports the WMO Regional Training Centre (RTC) in Lima, which is responsible for the training of specialized human resources in meteorology and climatology in the South American Andes (Module 1). Furthermore, CLIMANDES will provide high-quality climate services to inform policy makers in the Andean region (Module 2). It is coordinated by the World Meteorological Organization (WMO) and constitutes a pilot project under the umbrella of the WMO-led Global Framework for Climate Services (GFCS). The project is funded by the Swiss Agency for Development and Cooperation (SDC) and runs from August 2012 - July 2015. Module 1 focuses on restructuring the curricula of Meteorology at the La Molina Agraria University (UNALM) and applied training of meteorologists of the Peruvian National Service of Meteorology and Hydrology (SENAMHI). In Module 2, the skills will be shared and developed in the production and delivery of high-quality climate products and services tailored to the needs of the decision makers in the pilot regions Cusco and Junín. Such services will benefit numerous sectors including agriculture, education, health, tourism, energy, transport and others. The goals of the modules 1 and 2 will be achieved through the collaboration of the UNALM, SENAMHI and the Federal Office of Meteorology and Climatology MeteoSwiss, with the support of the University of Bern (UNIBE), Meteodat and WMO.

  15. ALARA implementation throughout project life cycle

    Energy Technology Data Exchange (ETDEWEB)

    Haynes, M.J. [Ontario Hydro, Whitby, Ontario (Canada)

    1995-03-01

    A strength of radiation protection programs generally has been endorsement and application of the ALARA principle. In Ontario Hydro, which currently operates 20 commercial size nuclear units, great strides have been made in the last three decades in reducing occupational radiation exposure per unit of electricity generated. This paper will discuss specific applications of elements of the overall ALARA program which have most contributed to dose reduction as the nuclear program has expanded. This includes such things as management commitment, ALARA application in the design phase and major rehabilitation work, the benefits of the self protection concept, a specific example of elimination (or reduction) of the source term and the importance of dose targets. Finally, it is concluded that the major opportunities for further improvements may lie in the area of information management.

  16. A simulation of 'schedule-cost' progress monitoring system in nuclear power project management

    International Nuclear Information System (INIS)

    Song Haitao; Huang Zhongping; Zhang Zemin; Wang Zikai

    2010-01-01

    The objective of project management is to find the optimal balance between progress and cost according to the project requirements. Traditional method always manages progress and cost separately. However, domestic and international experience indicated that the interactions between these two factors are crucial in the project implementation. Modern project managers have to manage and maintain a 'Progress - Cost' joint control framework. Such a model is applied into a sub-project of a nuclear power project using Simulink in this paper. It helps to identify and correct the deviations of the project. Earned Value Management is used by the project manager to quantify the cost of the project and progress of implementation. The budget plan value, actual value, earned value are three important parameters to measure cost and progress of the project. The experimental results illustrated that the method gives a more comprehensive performance evaluation of the project. (authors)

  17. Adapting the Consolidated Framework for Implementation Research to Create Organizational Readiness and Implementation Tools for Project ECHO.

    Science.gov (United States)

    Serhal, Eva; Arena, Amanda; Sockalingam, Sanjeev; Mohri, Linda; Crawford, Allison

    2018-03-01

    The Project Extension for Community Healthcare Outcomes (ECHO) model expands primary care provider (PCP) capacity to manage complex diseases by sharing knowledge, disseminating best practices, and building a community of practice. The model has expanded rapidly, with over 140 ECHO projects currently established globally. We have used validated implementation frameworks, such as Damschroder's (2009) Consolidated Framework for Implementation Research (CFIR) and Proctor's (2011) taxonomy of implementation outcomes, combined with implementation experience to (1) create a set of questions to assess organizational readiness and suitability of the ECHO model and (2) provide those who have determined ECHO is the correct model with a checklist to support successful implementation. A set of considerations was created, which adapted and consolidated CFIR constructs to create ECHO-specific organizational readiness questions, as well as a process guide for implementation. Each consideration was mapped onto Proctor's (2011) implementation outcomes, and questions relating to the constructs were developed and reviewed for clarity. The Preimplementation list included 20 questions; most questions fall within Proctor's (2001) implementation outcome domains of "Appropriateness" and "Acceptability." The Process Checklist is a 26-item checklist to help launch an ECHO project; items map onto the constructs of Planning, Engaging, Executing, Reflecting, and Evaluating. Given that fidelity to the ECHO model is associated with robust outcomes, effective implementation is critical. These tools will enable programs to work through key considerations to implement a successful Project ECHO. Next steps will include validation with a diverse sample of ECHO projects.This is an open-access article distributed under the terms of the Creative Commons Attribution-Non Commercial-No Derivatives License 4.0 (CCBY-NC-ND), where it is permissible to download and share the work provided it is properly cited

  18. Experience in implementing projects in Eastern Europe

    International Nuclear Information System (INIS)

    Weichard, A.; Bauer, I.; Rieck, R.; Ziehm, R.

    2007-01-01

    The article covers the present projects and activities in Eastern Europe of Nukem Technologies GmbH. The company's East European business began in 1973 in the field of uranium trading. After difficult negotiations in the period of the ''cold war'' it became possible to enter into an agreement with the Soviet foreign trade organization, Techsnabexport, about purchases of uranium for Western nuclear power plants. In the course of Nukem's realignment in the late 1980s, the focus was shifted more and more to the possibility of exporting into other countries the technologies developed and proven in Germany. This included countries in Eastern Europe. The situation changed abruptly with the political opening of Eastern Europe. A large potential market opened to Nukem as a supplier of technologies and plants for waste treatment and, later, the wider area of decommissioning. The partners in Eastern Europe were interested in proven, modern solutions. The ensuing success was also due to the fact that Nukem, in the early nineties, hired specialists from the new German federal states who had studied in the Soviet Union and were familiar with Russian technology, language, and culture. Soliciting analogous projects in the countries of Eastern Europe other than the former Soviet Union was begun in a parallel process. Very soon it turned out that also the interim storage of spent fuel elements constituted a potential market. (orig.)

  19. 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.

  20. 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...

  1. 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...

  2. 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....

  3. 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...

  4. 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.

  5. Experience of international projects implementation at Leningrad Nuclear Power Plant

    Energy Technology Data Exchange (ETDEWEB)

    Zavialov, L.A. [Leningrad Nuclear Power Plant ' Rosenergoatom' , Leningrad Region, 188540, Sosnovy Bor (Russian Federation)

    2008-07-01

    During the period of 1992-2007 more than 60 different projects of different specificity and budget have been successfully implemented in frames of Technical Assistance for the Commonwealth of Independent States (TACIS) Program, Project financed by European Bank for Reconstruction and Development (EBRD), as well as in frames of Agreements on Cooperation between Leningrad NPP and Radiation and Nuclear safety Authority of Finland (STUK) and Swedish Nuclear Power Inspectorate, International Co-operation Program SKI-ICP(SIP). All these projects were directed to the safety increasing of the Leningrad NPP reactor, type RBMK-1000. Implementation of the technical aid projects has been performed by different foreign companies such as Aarsleff Oy, (Finland), SGN (France), Nukem (Germany), Jergo AB (Sweden), SABAROS (Switzerland), Westinghouse (USA), Nordion (Canada), Bruel and Kjer (Denmark), Data System and Solutions (UK), SVT Braundshuz (Germany) WICOTEC (Sweden), Studsvik (Sweden) and etc. which has enough technical and organizational experience in implementation of such projects, as well as all necessary certificates and licenses for works performance. Selection of a Contractor/Supplier for a joined work performance has been carried out in accordance with the tender procedure, technical specification and a planned budget. Project financing was covered by foreign Consolidated Funds and Authorities interested in increasing of Leningrad NPP safety, which have valid intergovernmental agreements with Russian Federation on the technical assistance to be provided to the NPPs. At present time all joined international projects implemented at Leningrad NPP are financed jointly with LNPP. All projects can be divided into technical aid projects connected with development and turnkey implementation of systems and complexes and projects for supply of equipment which has no analogues in Russia but successfully used all over the world. Positive experience of the joined projects

  6. Experience of international projects implementation at Leningrad Nuclear Power Plant

    International Nuclear Information System (INIS)

    Zavialov, L.A.

    2008-01-01

    During the period of 1992-2007 more than 60 different projects of different specificity and budget have been successfully implemented in frames of Technical Assistance for the Commonwealth of Independent States (TACIS) Program, Project financed by European Bank for Reconstruction and Development (EBRD), as well as in frames of Agreements on Cooperation between Leningrad NPP and Radiation and Nuclear safety Authority of Finland (STUK) and Swedish Nuclear Power Inspectorate, International Co-operation Program SKI-ICP(SIP). All these projects were directed to the safety increasing of the Leningrad NPP reactor, type RBMK-1000. Implementation of the technical aid projects has been performed by different foreign companies such as Aarsleff Oy, (Finland), SGN (France), Nukem (Germany), Jergo AB (Sweden), SABAROS (Switzerland), Westinghouse (USA), Nordion (Canada), Bruel and Kjer (Denmark), Data System and Solutions (UK), SVT Braundshuz (Germany) WICOTEC (Sweden), Studsvik (Sweden) and etc. which has enough technical and organizational experience in implementation of such projects, as well as all necessary certificates and licenses for works performance. Selection of a Contractor/Supplier for a joined work performance has been carried out in accordance with the tender procedure, technical specification and a planned budget. Project financing was covered by foreign Consolidated Funds and Authorities interested in increasing of Leningrad NPP safety, which have valid intergovernmental agreements with Russian Federation on the technical assistance to be provided to the NPPs. At present time all joined international projects implemented at Leningrad NPP are financed jointly with LNPP. All projects can be divided into technical aid projects connected with development and turnkey implementation of systems and complexes and projects for supply of equipment which has no analogues in Russia but successfully used all over the world. Positive experience of the joined projects

  7. ANALYTICAL AND SCIENTIFIC REVIEW OF PROJECTS AND PROGRAMMES ON CHANGES STRATEGY IMPLEMENTATION

    Directory of Open Access Journals (Sweden)

    MLODETSKYY V. R.

    2017-01-01

    Full Text Available Formulation of the problem. Sustainable and successful functioning of the organization in today's competitive market conditions is possible if the organization is an open dynamic system capable of timely and adequately adapt to changes in the environment, this organization should initiate the implementation of innovations, both in production and organizational structure. Most suited for these conditions are project-oriented organizations, when the program's development strategy is developed with a detailed individual relatively independent stages, which are implemented as part of projects. In accordance with the development and improvement of the organization of control systems in the direction of increasing emphasis on the development strategy in relation to operating activities is an important task. Goal and tasks. Explore the hierarchical control system of project-oriented organization towards establishing information flows combine program management system with project management subsystems, included in this program. Conclusions. Concretized the concept of "program" and "project" as a result assumed that the program management is a permanent process in the organization that is adaptable to external changes, and project management (as defined is temporary, so the project management structure are subject to program management structures and are not permanent in the organization's management system.

  8. 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)

  9. 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...

  10. Napa River Sediment TMDL Implementation and Habitat Enhancement Project

    Science.gov (United States)

    Information about the SFBWQP Napa River Sediment TMDL Implementation and Habitat Enhancement Project, part of an EPA competitive grant program to improve SF Bay water quality focused on restoring impaired waters and enhancing aquatic resources.

  11. Process-based software project management

    CERN Document Server

    Goodman, F Alan

    2006-01-01

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

  12. 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...

  13. 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...

  14. Analysis and Countermeasures of PPP Project Implementation Difficulties

    Directory of Open Access Journals (Sweden)

    Xu Yifeng

    2017-01-01

    Full Text Available Since the beginning of 1995, the model of PPP project construction was introduced in China. It has been widely used in many fields such as energy, municipal, and so on. It has accumulated a lot of experience in improving the investment system structure and guiding the social capital into the infrastructure field. But the mode of PPP project construction in the implementing process in different environment often encounters a lot of problems. Based on a large amount of analysis on the existing literature, this paper resorts out the PPP project model combining the problems occurred in the implementation process of PPP project, and summarizes corresponding countermeasures aiming at the problems in order to provide help for PPP project implementation in the future.

  15. Critical factors in the implementation process of integrated management systems

    Directory of Open Access Journals (Sweden)

    Ademir Antonio Ferreira

    2015-09-01

    Full Text Available This study is the result of research whose purpose was to study the implementation process of integrated management systems, called ERP Enterprise Resource Planning in the business environment. This study, more specifically, tried to identify the variables in this process and that, somehow, made it easy or caused some type of difficulty implementing the system. Based on the mixed method approach (Creswell, 2003, the study was performed by means of the content analysis of technical and scientific publications about this theme and by means of a field research for data collection from primary sources. The content analysis was based on the per mile procedure by Bardin (1977, making it possible to identify critical factors that may be found in the implementation of ERP system projects. Primary data was collected from structured interviews with the managers in charge of the implementation of the system, in each of the 12 companies in different sectors of the economy and based in Brazil. Based on this information, it was possible to test the factors extracted from the content analysis and then develop a list of factors that may effectively influence the implementation process of the system. In order to recognize the possible relations between the selected factors, the Spearman (rsp correlation coefficient was applied and the multiple regression analysis was performed by means of the stepwise procedure. The purpose of the regression analysis was to determine the relation of the “Assessment of the Implementation” dependent variable with other dependent variables in the selected categories. The results of these analyses showed that the support of the top management, the communication process for the clear evidence of this support, the technical support of the ERP program provider together with the project team expertise, training and qualification processes of the team in the system operation are significantly correlated and relevant factors for a

  16. Research-Informed Curriculum Design for a Master's-Level Program in Project Management

    Science.gov (United States)

    Bentley, Yongmei; Richardson, Diane; Duan, Yanqing; Philpott, Elly; Ong, Vincent; Owen, David

    2013-01-01

    This article reports on the application of Research-Informed Curriculum Design (RICD) for the development and implementation of an MSc Program in Project Management. The research focused on contemporary issues in project management and provided an analysis of project management approaches, tools, and techniques currently used in organizations.…

  17. 76 FR 69700 - Klamath National Forest; California; Pumice Vegetation Management Project

    Science.gov (United States)

    2011-11-09

    ... Management Project AGENCY: Forest Service, USDA. ACTION: Notice of intent to prepare an environmental impact.... Grantham, Forest Supervisor, Attn: Ben Haupt, Pumice Vegetation Management Project Team Leader, Goosenest... Management Project will recommend implementation of one of the following: (1) The proposed action; (2) an...

  18. Implementation of a Quality Management System in regulatory inspection activities

    International Nuclear Information System (INIS)

    Pires do Rio, Monica; Ferreira, Paulo Roberto; Cunha, Paulo G. da; Acar, Maria Elizabeth

    2005-01-01

    The Institute for Radioprotection and Dosimetry - IRD -, of the Brazilian National Nuclear Energy Commission, CNEN, started in 2001, the implementation of a quality management system (SGQ), in the inspection, testing and calibration activities. The SGQ was an institutional guideline and is inserted in a larger system of management of the IRD started in 1999, with the adoption of the National Quality Award criteria - PNQ, within the Project for Excellence in Technological Research of Associacao Brasileira das Instituicoes de Pesquisas Tecnologicas - ABIPTI (Brazilian Association of Technological Research institutions). The proposed quality management system and adopted at the IRD was developed and implemented in accordance with the requirements of NBR ISO/IEC 17025 - General requirements for the competence of testing and calibration laboratories, and ISO/IEC 17020 - General criteria for operation of various types of bodies performing inspections. For regulatory inspection activities, the quality system was implemented on three program inspection services of radiological protection led, respectively, by clinics and hospitals that operate radiotherapy services; industries that use nuclear gauges in their control or productive processes and power reactor operators (CNAAA) - just the environmental part. It was formed a pioneering team of inspectors for standardizing the processes, procedures and starting the implementation of the system in the areas. This work describes the implementation process steps, including difficulties, learning and advantages of the adoption of a quality management system in inspection activities

  19. 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.

  20. 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.